Careers in NHS Procurement

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Purchasing and contract management

Purchasing and contract management is about managing the process of tendering for the supply of goods and services, awarding contracts and ensuring they run smoothly.

In this area of management, you’ll be working with a host of external suppliers as well as internal departments to get the best products and services within the resources available to you.

Working life

In purchasing and contract management, you could have a role:

  • related to internal logistics (the movement of stores, receipting and distribution)
  • in information management
  • in materials management.

You’ll need an understanding of the complete supply chain from understanding an identified need for a service or product, through knowing the provider market, the tendering, selecting and awarding process to asset management.

Roles in purchasing and contract management

Job titles and roles will vary but here are some examples of job roles in purchasing and contract management.

Deputy head of procurement

In this role, you’d be required to:

  • manage a large and varied contract portfolio
  • visit a number of sites within the local area
  • undertake and manage OJEU procurements from identifying a requirement to the awarding of the contract using procurement and sourcing principles
  • analyse and report on a range of subjects including, products, suppliers and tender evaluation
  • organise product trials, analyse product use and supply, investigate savings opportunities and implement and report accordingly.

Contracts manager

In this example, you’d be based within the supplies department of an acute (hospitals) trust. You’d be:

  • maximising cost savings and efficiencies in the contracting and procurement process
  • developing and managing a range of suppliers
  • and improving on service delivery through the use of “best practice”.

Associate director of procurement and supplies

Working in an NHS trust of over 5000 staff your key responsibility would be to re-develop and re-engineer the supply chain business for the trust. You’d be heavily involved in the strategic direction of the trust.

Want to learn more?

Pay and conditions

Most jobs in the NHS are covered by the Agenda for Change (AfC) pay scales. This pay system covers all staff except doctors, dentists and the most senior managers. In purchasing and contract management, your career in the NHS would typically start at Agenda for Change Band 5, with opportunities to progress to positions at Bands 6 and 7, and the most senior roles rising to Band 8c for example.

Staff in the NHS will usually work a standard 37.5 hours per week. They may work a shift pattern.

Terms and conditions of service can vary for employers outside the NHS.


Where the role can lead

With further training and/or experience, you may be able to develop your career further and apply for more senior managerial roles – potentially at director level, with a broader remit.

Progression for those with ability is typically via general management with a large healthcare provider

Relocation for promotion is common.

More diverse routes are now opening up, for example, jointly-funded posts between health and social services.


Job market and vacancies

When you’re looking for managerial jobs or apprenticeship vacancies, there are a number of sources you can use, depending on the type of and level of work you’re seeking.

Check vacancies carefully to be sure you can meet the requirements of the person specification before applying and to find out what the application process is. You may need to apply online or send a C.V. for example.

Key sources relevant to vacancies in the health sector:

As well as these sources, you may find suitable vacancies in the health sector by contacting local employers directly, searching in local newspapers and by using the Universal Jobmatch tool.


Find out more about applications and interviews

Volunteering is an excellent way of gaining experience (especially if you don’t have enough for a specific paid job you’re interested in) and also seeing whether you’re suited to a particular type of work. It’s also a great way to boost your confidence and you can give something back to the community!

Find out more about volunteering and gaining experience


Further information

For further information about a career in procurement and contract management, please contact


The HCSA are always happy to support NHS procurement career events such as attending careers fairs with promotional careers material and may be contacted here to arrange. Please leave full details of the event and its targeted audience.

Climbing the career ladder

Born and raised in East Lancashire, Simon Walsh MCIPS is understandably proud of his successful and distinguished 29 year career in NHS procurement across the North West.

Leaving the University of Manchester with a degree in Politics and Modern History, Simon started his procurement career in 1987 at North West Regional Supplies (based at Rossendale General Hospital) as a clerical officer, where he completed routine clerical duties and became CIPS (Chartered Institute of Purchasing and Supply) qualified.

Following a number of promotions Simon made his next move to Blackpool Hospitals where he stayed for two years as deputy supplies officer. Moving on to Wrightington Hospital and Chorley Hospital and then returning to Blackburn Hospital in 1996, he was part of a team that created a joint procurement department for hospitals in Blackburn and Burnley, bringing together two procurement teams to make the department bigger and better.

In 2003 Simon made the biggest career decision of his life; to leave Lancashire and move to Manchester to become director of purchasing for Central and South Manchester Hospitals, a decision he has never regretted. The move took him to further success in 2005 when he became the Supply Chain Director for NHS Shared Business Services (SBS) and then secured the role of national chairman of the Healthcare Supply Association (HCSA) in 2014, a professional body that represents the interests of supply and procurement staff.

Making an impact

Today, as procurement director at Central Manchester University Hospitals NHS FT (a large and successful healthcare provider with an annual turnover of £1 billion, 13,500 members of staff, 52 operating theatres and 100 wards and departments, where around one million items are purchased per year) it’s fair to say that Simon is required to regularly draw on his vast experience when leading his 60 strong procurement team. It’s not just the contracts, catalogues and stock that his procurement team manages, it also, unusually, includes the invoice payments department, which processes 150,000 invoices per year.

Historically, Central Manchester was bottom of the class, the worst performing NHS procurement department with the least resource, the fewest electronic systems and the lowest purchasing levels. Now, the Trust is one of the top NHS procurement departments in the country because Simon and his team revolutionised NHS procurement, taking out paper and moving to electronic systems.

In 2006 all NHS procurement became part of the completely electronic Oracle finance and purchasing system. Gone were the days, when Simon started his procurement career some 29 years ago, where it was common practice to process paper requisitions, put orders into envelopes and for staff on a ward or in a department to place paper orders.

Simon continues to concentrate his efforts on improving and streamlining NHS procurement to provide the 13,500 members of staff with the tools to do their jobs. He focuses approximately 75 per cent of his time on the Trust and 25 percent on external groups, national working groups, meetings with NHS Supply Chain, the department of health and on the Lord Carter initiative; a Government report outlining how the NHS could save £5 billion.

Simon comments: “Ultimately everything we do is focused on patient and user satisfaction. If the person performing a procedure in the NHS or the person providing a service in the NHS has access to what they need to do it and it works correctly then that is how we can judge the success of procurement.  Whilst there is a clear need to manage NHS procurement at a strategic level it is vital to remember that the hospital only runs and these services only function if the procurement department delivers the goods, materials, services and supplies into the hospital.”

The future of NHS Procurement

Simon’s vision for the future of NHS procurement is better coordination; some of it nationally, some regionally but a generally more cohesive and coordinated system, which he believes will only happen with the recognition that NHS procurement needs leadership.

“NHS procurement is not a single structure organisation and this amplifies the need for leadership. One person does not purchase one item for the entire NHS across the country, as would likely be the case for other industry sectors such as grocery and general merchandise retailers.

“There are current examples of successful coordination within NHS procurement. For instance, Banner supplies items to the NHS on a national contract through the NHS Supply Chain. Banner also supplies items directly to NHS Trusts along with other contracts within the NHS family and this has proved to be a successful purchasing model.

“While in many ways the Department of Health is doing a great job to support Trusts and NHS Improvements is providing strategic leadership and practical help to the sector with regards to agency staff and NHS Supply Chain, there remains a need for clear leadership and direction.

“The idea to date has been that the NHS will be able to gradually improve the coordination of procurement but the reality is that there is a need for clear direction, which can only come from bodies and organisations that have a national footprint and a national mandate.”

Until recently there had not been any national mandates or directives. However times are changing and, referring to them as nationalisations, Simon notes two directives that he believes are setting the scene for the future.

Firstly, agency staff in the NHS. NHS Improvement has given clear guidance on which agency the NHS should use, how much should be paid and to only use framework contractors.  From 1 April 2016 agency staff should only be paid 55% more than NHS employed staff.

Secondly the same guidance has been applied but in a different way to high end devices, expensive medical implants and medical devices. This has resulted in a national agreement for NHS Supply Chain to be the lead organisation for the purchase and supply.

Speaking frankly about recent directives from NHS Improvement, Simon remarks; “Here are two examples of absolute and clear guidance, national leadership and a clear mandate. My personal view is that this approach will enable the NHS to coordinate and buy some supplies and services on a national level. Not all, but some, elements lend themselves to this model. ”


How did you come into procurement?  Was it planned or merely happenstance?

Twenty years ago I saw an advert and thought it looked interesting.  From that point on I’ve built a career but if I’d not seen that internal vacancy I probably wouldn’t be doing what I do now?

So, twenty years on, is it any different?  We have a new starter this week who has a business degree and whose father works in the NHS but she hadn’t considered NHS Jobs as a portal for career opportunities.  It’s not unsurprising then that we get the same applicants for every job we post on NHS jobs or that the quality is usually quite poor.

Where will our future procurement professionals come from and how can we encourage people to think of a career in procurement as a fantastic opportunity and a rewarding job?  After all, the NHS isn’t just doctors and nurses!

About three years ago I started to go into schools (my daughter’s school actually) as they wanted local employers to attend a careers fair.  The stands included, the NHS, the Armed Forces, the Council, Colleges, and the largest factory. Probably a familiar setup in lots of localities?  (Sadly I knew the NHS stand was only going to be geared up to answer questions about medical posts – so I decided to be maverick and try something different).  My stand probably looked a little out of place as it wasn’t advertising an employer but a profession.  Procurement; a great career choice.

It took a while before I got any interaction as folks just didn’t get it – err Procurement?   (I’ve since changed it to ‘a career as a buyer’).  The few who did come possibly only came because there was an iTunes voucher to win – lured by advertising.  (Well, they might as well hear about sales tactics early on!)

Those who came I tried the following dialogue.

Look around you, what do you see and what can’t you see?  How do you think it got here? (‘someone bought it’).  That job can be a job you can do!  Often the response came back, ‘I can’t do that’.  I bet you can…..

Can you:

  • Communicate?  (or as I put it, ‘have you ever used a telephone’ – they all had mobile phones)
  • Have you ever used a computer to buy something? (a majority had)
  • Can you negotiate? (Or in the way I phrased it, ‘have you ever asked a parent for money or to stay out later at a party?’ – unsurprisingly plenty had done this too)

See, there you go, you have building blocks for a career in procurement.  We have a conversation with someone about buying what they need, we use technology to place an order and we speak to suppliers about the price and ensuring it gets there on time.  Speak to any of the other stands in this room and you’ll find they have a Procurement (or buying) department.  Make it a career choice for you.

I wasn’t sure how well it had gone but 12 months later we had our first apprentice from that school who is now a Senior Buyer.  In our new apprentice intake we have someone from a college we attended in April

We’ve developed our interaction with local schools over time and have done things like interview practice, presentations and even careers speed-dating.  We’ve had someone come to visit us who wants to join next year’s intake following a presentation by our first apprentice at their school.

Ian Willis MCIPS

Head of Procurement

York Teaching Hospital NHS Foundation Trust

The NHS Capability Workstream has worked with DH, HCSA and Strategem to develop some generic profiles and competencies to assist procurement teams in supporting their staff in their personal development and career path.

Capability bank and table for individual profiles

Recruiting for a new role? Assess a candidate for a procurement role using these checklists of capability indicators.

Business and Project Management roles

Find roles templates for business and project management roles in NHS procurement in this folder.

  • Role profile: Business Intelligence Lead
    Recruiting for a Business Intelligence Lead? Read the role profile on this page.
  • Role profile: Data Project Analyst
    Recruiting for a Data Project Analyst? Read the role profile on this page.
  • Role profile: Project Support Officer
    Recruiting for a Project Support Officer? Read the role profile on this page.
  • Role profile: Systems Team Leader
    Recruiting for a Systems Team Leader? Read the role profile on this page.

Procurement roles

Find role templates for all other procurement roles in this folder.

  • Role profile: Category Manager
    Recruiting for a Category Manager? Read the role profile on this page.
  • Role profile: Deputy Head of Procurement
    Recruiting for a Deputy Head of Procurement? Read the role profile on this page.
  • Role profile: Director of Procurement
    Recruiting for a Director of Procurement? Read the role profile on this page.
  • Role profile: eProcurement Coordinator
    Recruiting for an eProcurement Coordinator? Read the role profile on this page.
  • Role profile: Head of Procurement
    Recruiting for a Head of Procurement? Read the role profile on this page.
  • Role profile: Operational Buyer
    Recruiting for an Operational Buyer? Read the role profile on this page.
  • Role profile: Operational Team Leader
    Recruiting for an Operational Team Leader? Read the role profile on this page.
  • Role profile: Procurement Specialist
    Recruiting for a Procurement Specialist? Read the role profile on this page.
  • Role profile: Senior Buyer
    Recruiting for a Senior Buyer? Read the role profile on this page.
  • Role profile: Senior eProcurement Coordinator
    Recruiting for a Senior eProcurement Coordinator? Read the role profile on this page.
  • Role profile: Senior Procurement Manager
    Recruiting for a Senior Procurement Manager? Read the role profile on this page.
  • Role profile: Senior Procurement Specialist
    Recruiting for a Senior Procurement Specialist? Read the role profile on this page.

Supply Chain roles

Find role templates for roles in NHS supply chain in this folder.

The Health Care Supply Association (HCSA) Procurement Development Programme (PDP) is an annual development opportunity for procurement professionals across the NHS. Some may ask, “What can the PDP do for me?”, and as last year’s overall winner of the week long residency course, I think I am well positioned to answer. It can give your career a rocket-boost, it can provide you with a core set of skills to tackle any situation you might come across at work (or beyond), and it can even allow you to “enter the boardroom” and sit among the Trustees of the HCSA, where I’ve been proud to learn and contribute over the last 12 months. For participants and winners alike, the PDP offers a once in a lifetime springboard for junior health care procurement professionals; setting them up with the tools, the experiences, and the connections to embark on an exciting, successful, and potentially lucrative career.

As a relatively young field of professional expertise, the demand for procurement training and development is of particular importance, and from the narrower perspective of health care supply, the HCSA can be seen as being of paramount importance. As a charity tasked with the objective of improving NHS procurement effectiveness, the HCSA represents the professional interests of its thousands of members from across the home nations, and it aims to deliver resources and opportunities that can benefit the members and enhance professional credibility. Against this backdrop, the HCSA presents the PDP as a fantastic opportunity for procurement staff to engage with other health care specialists, to develop their skills, to deepen their understanding of the wider procurement landscape, to build lifelong networks and friendships, and to gain an insight into what this exciting discipline involves and where it could take you.

The PDP itself involves a full working week where delegates follow an intense and rewarding learning programme. Over five jam packed days the students cover everything from the NHS and procurement in general, the supply base and supply chain perspectives, legal and statutory frameworks, advanced negotiation, emotional intelligence, finance, and data analytics. Across the week students also participate in a myriad of assessments where the HCSA aims to identify the best performing students, with the top 3 participants being recognised via an all-expenses paid trip to the HCSA’s Winter Conference and Annual Awards ceremony. This year, winners were offered even more of an incentive with another all-expenses paid trip to Germany to visit corporate partner B. Braun’s global headquarters. Beyond this, the overall winner gets the incredible opportunity to spend a full 12 months in the boardroom as an “Honorary Trustee”.

As the first ever PDP awarded Honorary Trustee, it was this more than any of the other benefits and prizes that really pushed me to give it my all over the course of the week long course. While I know that every single attendee walks away with a wealth of new skills and experiences, those who really do have the honour of joining the charity’s Board of Trustees will gain a fascinating insight into organisational governance and the highest levels of strategic review.

When I first joined my (then) Director, HCSA Chairman Mr Mark Roscrow MBE, for my first Trustees meeting in Bristol I was not sure what to expect. I’d already received my trophy at the black-tie awards ceremony at the HCSA Winter Conference 2018, presented by B. Braun’s Head of the UK Hospital Care Division Graeme Cameron (who I personally thanked for his fascinating and candid presentation to our group of delegates at PDP), so my experience thus far hadn’t involved a great deal of work. As we travelled the short journey over from NHS Wales Shared Services Partnership’s offices in Cardiff, I used the opportunity to ask Mark more about the organisation and the role of Trustees in general. Looking back, I have learnt a lot more about the scale of the HCSA, and how the role of the Trustees is far more strategic than I had ever known or experienced before. While I asked questions about (e.g.) specific training courses, the Board of Trustees might review the allocation of resources to address “Training” as a focus area over the years to come. That in itself was an education, and when I met the rest of the Board for the first time and ran through the intensive and wide-ranging agenda, I began to understand the breadth of the role. It was truly inspiring to be a part of my first Trustees meeting, and those that followed, and it was incredible to learn more about how the Trustees interacted with the Executive, and how the organisation functioned as a whole in delivering its overall objectives.

Across the whole 12 months, I have been honoured to attend a number of Trustees meetings, and I hope I have been able to deliver a material contribution that should benefit all of the members, those starting out on their health care supply career paths, and the PDP delegates and winners who follow me. I was given a platform to offer feedback from a junior procurement professional’s viewpoint, and I do believe I have used the platform to provide a voice for those who are new to the profession, or are taking the first few steps into management. I have also tried to offer a “younger person’s” perspective on many issues, including training, conferences, national membership and representation, and future events such as the Diamond Jubilee.

Some stand out moments certainly revolve around the boardroom, working my way through financial statements, balance sheets and executive summaries, but also being able to attend the fantastic events the HCSA facilitates. I somehow found myself as Chair of the afternoon session at HCSA Summer Conference 2019, the first time I’d ever spoken in front of hundreds of people, and I got to “share the stage” with Lord Philip Hunt in welcoming the class of 2019 to this year’s PDP. Furthermore I’ve been promoted within my own organisation, I’ve been given the opportunity to study for an MSc in Strategic Procurement Management, and I’ve also been invited to return to this year’s HCSA Winter Conference following some of the work I’ve done across the year.

So when someone asks “What can the PDP do for me?”, it’s entirely up to them, but here are some of the things it’s done for me, and the first step is simply signing up.

Author: Stephen Pickard

Stephen was the 2018 PDP Winner and was an Honorary HCSA Trustee for the last 12 months.