SUPPLIER MANAGEMENT
“ That repeatability is key,” Rick emphasises.“ It means we can learn, improve and deliver at scale, which is where we start to really drive out waste.”
The standardised approach enables the programme to cascade lean thinking across all aspects of delivery, from strategic planning through to on-site execution.
The 12-year partnership structure of the alliance creates the necessary space for building robust relationships across the supply chain, encouraging shared learning and adopting more industrialised working methods, including off-site manufacturing. This long-term approach allows for continuous improvement, complexity reduction and a relentless focus on value-adding activities.
Transparency and inclusion Given the public nature of the funding, procurement through H2A maintains strict adherence to fairness, transparency and value for money principles. The programme is fully aligned with public procurement regulations, ensuring equal treatment for all bidders and consistent, clear processes at every stage.
There has also been significant efforts to ensure broader supplier participation through establishing clear requirements and early visibility of opportunities. The result is a fairer system where smaller businesses and organisations new to healthcare construction are given the opportunity to compete effectively alongside established players.
“ The old procurement models were too risky and transactional, making collaboration hard and discouraging long-term investment”
RICK LENNARD, EXECUTIVE COMMERCIAL DIRECTOR, NHS NEW HOSPITAL PROGRAMME
“ We’ ve worked hard to open things up to a wider pool of suppliers,” Rick adds.“ That way, smaller businesses and those new to healthcare construction can get involved on a level playing field.”
The collaborative nature supports this inclusive approach, creating opportunities for ongoing learning and improvement across the entire supply chain – not just among major contractors.
Attracting world-class expertise The H2A model addresses longstanding concerns within the construction industry about traditional procurement approaches. By creating genuine partnerships rather than simple client-supplier relationships, the alliance encourages all parties to work collaboratively from project inception through to completion.
The commercial framework fairly shares both risks and rewards, with performancebased incentives that motivate suppliers to innovate and invest for the long term. This is supported by fair payment
96 August 2025