How SMEs Can Bid for NHS Contracts

The NHS is the UK’s largest public sector buyer, spending billions annually on goods, services, technology, consultancy, estates, medical equipment, social care, staffing, digital tools, facilities management, and more. For small and medium-sized enterprises (SMEs), this represents a major opportunity — but also a procurement environment that can feel complex, competitive, and heavily regulated.

Despite the scale and complexity of the NHS, it has never been more open to SME suppliers. In fact, government policy actively encourages NHS organisations to increase SME participation in their supply chains. With the right approach, SMEs can successfully compete and win valuable NHS contracts.

This guide sets out exactly how SMEs can understand NHS procurement, prepare effectively, and create compelling bids that meet NHS expectations.

1. Understand How NHS Procurement Works

The NHS is not one organisation. It is a network of hundreds of buying bodies, each with its own procurement teams, budgets, and priorities. These include:

• NHS Trusts and Foundation Trusts
• Integrated Care Systems (ICSs)
• Integrated Care Boards (ICBs)
• GP practices and primary care networks
• NHS England
• Mental health trusts
• Community healthcare providers
• Commissioning support units (CSUs)

For SMEs aiming to bid for NHS work, understanding this structure helps identify the right entry points and opportunities.

Key Procurement Features

Highly regulated:
NHS procurement follows UK public contract regulations, requiring fairness, transparency, and competition.

Value for money is essential:
The NHS is under financial pressure, making cost-effectiveness a major scoring factor.

Quality and safety are paramount:
Proof of performance, regulatory compliance, and risk management is essential.

Digital, data, and innovation matter:
The NHS is modernising rapidly; new solutions are welcomed if evidence-based and safe.

2. Find NHS Contract Opportunities

There are several reliable routes to discover NHS tenders. SMEs should monitor:

• Contracts Finder

Covers opportunities under £138,760 and many above this threshold.

• Find a Tender Service (FTS)

Used for higher-value procurements over the UK thresholds.

• Public Sector Tenders

Customisable search portal as well as daily email alerts for opportunities across the UK.

• NHS Supply Chain

A major route for medical devices, consumables, equipment, and certain services. SMEs can apply to become approved suppliers via frameworks or dynamic purchasing systems (DPS).

• Individual Trust Procurement Portals

Platforms such as Atamis, Proactis, or Jaggaer host local opportunities.

• Integrated Care Board websites

ICBs publish tenders, commissioning plans, and future procurement pipelines.

• NHS SBS (Shared Business Services) Frameworks

Widely used across the NHS for:

• consultancy
• digital solutions
• estates
• professional services
• workforce solutions

• Meet-the-buyer events

Many NHS organisations run supplier engagement sessions — invaluable for SMEs looking to build relationships and understand upcoming spend.

Monitoring these sources ensures SMEs never miss relevant opportunities.

3. Prepare Your Business for NHS Procurement

Winning NHS contracts requires strong preparation. Before bidding, SMEs must ensure they meet core compliance and operational expectations.

Essential Policies and Documentation

NHS tenders typically require:

• Data Protection/GDPR policy
• Cyber security policy
• Quality management procedures
• Health and safety policy
• Environmental and sustainability policy
• Equality, diversity, and inclusion policy
• Business continuity and disaster recovery plans
• Clinical governance (where relevant)

Cyber Security Requirements

For digital suppliers, the NHS increasingly requires:

• Cyber Essentials or Cyber Essentials Plus
• Evidence of secure development practices
• DPIAs (Data Protection Impact Assessments)

Financial & Organisational Standing

NHS buyers assess:

• turnover thresholds
• financial ratios
• credit ratings
• insurance levels (often £5m–£10m Public + Employers’ Liability)

Where SMEs fall slightly short, alternative assurances such as a parent company guarantee can sometimes be accepted.

Evidence & Case Studies

The NHS expects robust evidence of performance:

• case studies with outcomes
• KPIs and metrics
• service reliability
• patient safety impact (if applicable)
• regulatory compliance

SMEs with limited NHS experience can use relevant private-sector or public-sector case studies.

4. Strengthen Your NHS Value Proposition

To win NHS contracts, SMEs must align strongly with NHS priorities. In 2025, these include:

• Cost-effective delivery without compromising quality

Value for money is critical due to national budget pressures.

• Digital transformation

Solutions supporting automation, remote monitoring, patient communication, analytics, and interoperability are in high demand.

• Reducing backlogs and improving efficiency

Any solution that frees clinical time or improves operational workflow is attractive.

• Meeting Net Zero targets

NHS England requires suppliers to demonstrate carbon reduction plans for contracts above certain thresholds.

• Improving patient outcomes and safety

Evidence-backed improvements score highly.

SMEs that frame their offering around these priorities position themselves strongly.

5. Engage Early with NHS Buyers

Successful SMEs don’t just respond to tenders — they engage before they are published.

Early engagement methods:

• Soft market testing questionnaires
• Prior Information Notices (PINs)
• Supplier presentations
• Innovation showcases
• Conversations with procurement teams
• Participation in ICS or Trust supplier days

Early engagement enables SMEs to:

• influence specifications
• understand buyer constraints
• demonstrate innovation
• build relationships

This is one of the most effective ways SMEs can improve their win rate.

6. Write High-Scoring NHS Tender Responses

NHS tender writing requires precision, clarity, and evidence. Evaluators need to see:

Clear Methodologies

Explain exactly how you will deliver the service. Break it down step by step.

Evidence of Quality and Safety

Show:

• certifications
• clinical governance (where relevant)
• quality assurance processes
• risk management plans

Outcome-Based Responses

Demonstrate measurable impact, such as:

• reduced waiting times
• improved efficiency
• cost savings
• improved patient experience
• service resilience

Strong Social Value

NHS buyers often apply 10–20% weighting for social value priorities, such as:

• local employment
• apprenticeships
• sustainability
• community health impact
• supporting SMEs and VCSEs

Compliance with NHS Technical Standards

For digital solutions, this may include:

• DTAC (Digital Technology Assessment Criteria)
• NHS data standards
• IG and cybersecurity requirements

Structured Writing

Use headings that mirror the evaluation criteria.
This makes it easy for evaluators to award top marks.

7. Build Long-Term Relationships for Future Contracts

Winning one NHS contract often leads to ongoing work. To build long-term relationships:

Deliver consistently

Reliability and transparency are essential.

Communicate proactively

Keep stakeholders informed and solve problems quickly.

Provide innovation

Suggest improvements over the contract lifecycle.

Support local NHS goals

Work collaboratively with Trusts and ICBs.

High-performing suppliers are often invited to renew contracts, join frameworks, or participate in new procurements.

Conclusion: NHS Procurement Offers Huge Opportunities for SMEs

The NHS presents a major growth opportunity for SMEs in 2025 and beyond. Although the procurement environment is regulated and demanding, it is increasingly accessible to small and medium-sized businesses offering innovation, quality, and value for money.

By understanding NHS procurement structures, preparing robust compliance documentation, engaging early, demonstrating strong evidence, and submitting clear, outcome-focused bids, SMEs can significantly increase their chances of success.

The NHS wants innovative, efficient, and high-quality suppliers — making SME involvement not only welcome but essential.