Large Local Authority
Procurement Improvement Programme
We overhauled procurement processes to boost compliance, reduce friction, and deliver measurable cost savings.
0%
increase in compliance
What People Say
Graham Tutt
Practice Partner | DXC Technology
“A positive, highly driven Programme Manager, who has both breath of vision, and the ability to drill deep into the detail when required.”
Challenge
The Local Authority recognised that its procurement function was not operating as effectively as it needed to. Day-to-day processes varied across departments, with inconsistent approaches to sourcing, evaluation, and contract management. Resources were stretched, and the team’s structure was not aligned with best practice models commonly used in the public sector, such as category management.
This inconsistency created real risks. Without clear governance and controls, procurement activity was harder to monitor and left the council more exposed to legal challenge. In fact, a costly dispute had already arisen, highlighting the potential financial and reputational impact of not having a watertight procurement process.
Beyond compliance, the lack of a consistent operating model meant efficiency was reduced, opportunities for value-for-money were missed, and staff found it harder to deliver procurement in a way that was strategic rather than reactive. Senior leaders saw the need for a fundamental review, one that would strengthen the function, build capacity, and put in place the right tools and processes to support long-term improvement.
Solution
The council wanted to professionalise and strengthen its procurement function to reduce risk and bring it in line with public sector best practice. Our role was to support the delivery of a Procurement Improvement Programme that would reshape the operating model, improve compliance, and introduce modern tools such as electronic tendering and contract management.
The focus was on building capacity and resilience, not simply reducing cost. By moving to a category management approach, clarifying roles, and implementing Atamis (an e-tendering and contract management platform), the council could both safeguard against legal challenges and position procurement as a more strategic function.
Implementation
Current state review
Collaborated with stakeholders to analyse existing processes, structures, and governance, identifying gaps and areas for improvement.
Target Operating Model
Fed into the design of a new model covering headcount, responsibilities, and a shift towards category management.
Governance and risk management
Supported the development of better processes to reduce the risk of costly legal challenges, ensuring that procurement activities were water-tight and defensible.
System implementation
Oversaw elements of the Atamis rollout, helping the team embed electronic tendering and contract management to improve compliance and reporting.
Project management
Coordinated delivery across multiple workstreams, managing RAID logs, Gantt charts, and governance meetings to keep the programme on track.
Stakeholder engagement
Worked with senior leaders, finance, procurement staff, and other stakeholders to build buy-in and communicate progress throughout the programme.
Outcome
The Procurement Improvement Programme delivered a stronger, more resilient procurement function for the council. With a clearer structure, improved governance, and the introduction of electronic tendering and contract management through Atamis, the team was better equipped to manage public sector procurement requirements effectively.
The improvements were not primarily about reducing headcount or cutting costs, but rather about building capability and reducing risk. Legal challenges, which had previously been costly and damaging, became far less likely thanks to tighter processes and clearer compliance pathways. The new operating model gave the council a foundation for professionalised category management and a more consistent approach across departments.
While continuous improvement was needed over time, the programme successfully positioned procurement as a more strategic function, safeguarding the council against risk while creating long-term organisational efficiencies.