Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.
A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.
This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.
If you need further details about any of these agreements get in touch.
You can also find out what new procurements we are working on by exploring our upcoming agreement page.
If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Fill in this short form.
We are delighted to have extended our funding for a sustainability programme to support local councils to combat climate change, in partnership with the Local Government Association (LGA).
The LGA’s Sustainability Improvement Programme (SIP), which we have invested in since October 2023, gives councils across England tools and opportunities to build sustainability capability and capacity.
The latest round of funding of around £180,000 will support the programme until March 2026, bringing our total investment in the programme to nearly £900,000.
What has the sustainability programme achieved so far?
Since the programme started:
312 of the 317 local authorities across England have taken part in various aspects of the programme
2,900 individuals, both from sustainability roles and those in other areas of expertise within councils, have attended events and training
261 councils downloaded the programme’s Greenhouse Gas Accounting tool, standardising measuring emissions for the whole sector
a Sustainability Action Network meeting every three months has been set up, with 146 councils contributing to this network as of October 2025
various action learning set workshop series have been presented to 27 councils, including two series focusing on sustainable procurement
The SIP gives councils reliable, data-based methods to help them choose the most important actions for reaching the UK’s carbon net zero goals and supporting the Government’s mission of achieving clean energy by 2030.
The programme aims to help local authorities get to grips with their sustainability practices and guide them on the journey towards carbon net zero through:
building capability – providing learning, skills, and guidance to help councils meet their climate and adaptation targets, through masterclasses and workshops that will highlight important sustainability themes and upskill participants
tools – creating free-to-use tools like a greenhouse gas accounting tool and waste emissions calculator to help councils create baselines for their current performance and enable easier emissions tracking
networks – continuing to engage with councils through an online sustainability hub and a monthly sustainability bulletin, and allowing councils to engage with each other through an officer communities of practice network
Eddie Gibson, National Strategic Account Manager for Local Communities and Housing at CCS, said:
We are delighted to have extended our investment into the sustainability programme and to continue working in partnership with the LGA to help meet the national target of achieving carbon net zero.
Building capability around sustainability in this sector is a demonstration of how we provide value for the nation by supporting the public sector to achieve broader social outcomes and benefits.
Jane Scullion, Leader of Calderdale Council and Chair of the LGA Improvement Committee, said:
As the leaders of local areas, only councils can lead targeted local climate action in our villages, towns and cities, councils are at the forefront of local sustainability action.
Through the continuation of this programme and partnership with Crown Commercial Service, the LGA will be able to support councils with carbon reduction and adaptation measures.
Ariane Crampton, Zero Carbon Oxfordshire Partnership and Programme Manager, Oxfordshire County Council, said:
The sustainability improvement programme from the LGA is a unique national collaboration space for peer-to-peer learning and support between local authorities. The benefit of this knowledge exchange translates as time and money saved on developing programmes, as often ideas can be replicated by other councils quite easily.
The support provided by the LGA and fellow councils helps develop skills and resilience among sustainability teams, which is invaluable given the challenging nature of these roles.
This new agreement offers a simple and flexible way for you to buy the technology you need for road, rail, aviation, and urban transport systems across the UK.
The Transport Technology agreement goes live on 4 November 2025 and will run for 6 to 8 years.
Helping cut emissions with clean technology
This new agreement helps Britain become a leader in clean energy by investing in new technologies that reduce emissions. Areas include:
electric vehicle (EV) infrastructure that helps reduce anxiety about the transition from internal combustion vehicles to EVs
smart ticketing for integrated public transport
services to ensure the right solutions meet local user needs
These capabilities help authorities spend public money on meaningful improvements to daily life, supporting infrastructure that enables worry-free EV adoption and better, more accessible public transport.
This ensures public money is spent on practical improvements to daily life, such as cleaner air and better transport.
Modernising transport technology improves citizen experiences
This agreement helps create value for the nation by modernising how public sector organisations buy transport solutions. This benefits citizens beyond just cost reduction.
Here’s how this will improve everyday travel for citizens:
real-time information on integrated apps helps reduce journey times and uncertainty for travellers
artificial intelligence-powered traffic systems cut congestion and emissions, leading to smoother, greener journeys
predictive maintenance prevents delays by fixing issues before they cause major failures, keeping the network reliable
Modern transport solutions available through the agreement
Designed to support transport modernisation and digitalisation across all modes of transport throughout the UK, the replacement agreement helps:
local authorities to buy smart traffic management systems such as adaptive traffic signals, real-time monitoring networks, and intelligent pedestrian crossing systems
rail operators to access digital ticketing solutions and network monitoring services
city councils to source electric vehicle charging infrastructure and parking management solutions through one comprehensive agreement
airports to purchase security systems and environmental monitoring technology
Fewer barriers, more efficient procurement processes
By removing barriers that constrain public sector procurement, the new agreement increases customer flexibility with no limitations on the number of suppliers, no value restrictions on call-off contracts, and contract lengths that can be set by customers to align with specific project requirements.
Dr Philip Orumwense CBE, Chief Technology Procurement Officer and Commercial Director, Crown Commercial Service explains:
“We have collaborated with partners across the public sector including suppliers and public sector bodies to develop this agreement which is based on national strategies. Buyers can source all their transport technology and service requirements in one place through this agreement from the accredited suppliers.
Built to support delivery of local and national transport plans and newly nationalised services, the agreement will serve all levels of Government and the wider public sector, and all scales of requirement. Crown Commercial Service through this agreement aims to support the delivery of national transport plans and strategies.
By using the new regulations and removing traditional barriers such as supplier limits and contract value restrictions, this agreement creates more flexibility for buyers. We have additionally deployed SME friendly and innovative features in support of UK businesses across all transport modes.”
Innovations
This new agreement makes it easier to buy and manage transport services. Here are the main improvements:
Full use of new regulations
The agreement uses all the benefits of new procurement regulations so we don’t give you one way of working. Instead, we use our category management knowledge to recommend the best ways to get value for money, and support you in developing your requirements, tender and contract.
An easier buying process with more flexibility for customers
No limits on the number of suppliers, contract values, or how long contracts run, giving customers more choice in how they buy. The removal of barriers also creates opportunities for small to medium enterprises (SMEs).
Modern contract terms
Updated to Public Sector Contracting terms and conditions, combined with lots designed for specific market areas, creating a less complex approach while ensuring all regulatory requirements are met.
Comprehensive lotting structure
Each lot covers all the services customers need in one area. For example, the parking services lot includes professional advice, day-to-day management, enforcement, and new infrastructure – which means customers don’t need to run separate competitions.
Lotting structure for RM6347 Transport Technology
The framework comprises 8 primary lots, split into sub-lots to support specific markets:
Lot 1 – Transport Professional Services
Lot 2 – Transport Data Services
Lot 3 – Parking Management
Lot 4 – Environmental Monitoring & Climate Resilience
Lot 5 – Enforcement, Security and Compliance
Lot 6 – Zero Emission Vehicle Infrastructure
Lot 7a – Transport System Integration
Lot 7b – Smart Ticketing
Lot 7c – Transport Network Management
Lot 8a – Network Devices
Lot 8b – Cabinets, Furniture, Storage and Ancillaries
Lot 8c – Lighting & Electrical
Lot 8d – Traffic Management Technologies
Lot 8e – Detectors, Informing and Communication Technologies
This article includes what this means for SMEs, the actions we will undertake in the next 12 to 18 months and the link to the new action plan.
Our new small and medium-sized enterprise action plan
Our latest Small and medium-sized enterprise (SME) action plan reaffirms our role in addressing and reducing barriers making it easier for SMEs to bid for government contracts. It also outlines how we are enabling customers to increase their spend with SMEs.
Seven actions we are taking to support small and medium-sized enterprises when bidding for public sector contracts
The updated plan details 7 improvements we will achieve within the next 12 to 18 months to reduce and remove barriers to SMEs bidding for government contracts.
The actions address the need for early consultation with SMEs, even before market engagement for a commercial agreement. This helps SMEs to understand the opportunities available to them; how they can get onto CCS commercial agreements, and what guidance and support is available. The actions are as follows:
Encourage early networking opportunities We will provide and help to support regional Government Meet the Buyer events. This will help SMEs to network and engage with CCS, other SMEs and public sector buying organisations early and increase their understanding of the opportunities and guidance available to them.
Publish supplier specific articles and guidance We will continue to write articles for our supplier specifics series. These articles will contain helpful advice and guidance from our experts and will address feedback gained from our SME community.
Increase transparency of upcoming CCS agreements We will publish a recorded overview of CCS agreements where tender release is expected in the next 6 months. This will help SMEs to prepare their bidding pipeline.
Provide Public Sector Contract guidance We will produce guidance to help SMEs navigate terms and conditions during the bidding window. This will help SMEs make better use of bidding time.
Increase signposting to Central Digital Platform We will help more small businesses find and use the CDP by pointing them to the support and guidance available onGOV.UK.
Provide buyers with up to date spend data We will provide buyers with comprehensive data which will help them to understand the SMEs available under live CCS agreements and track their spend with SMEs. This will help buyers to set and monitor their direct spend targets, further reducing procurement barriers for SMEs.
Continuously improve internal processes to consistently consider SMEs throughout the procurement lifecycle We will provide commercial agreements that highlight to buyers how SME needs and benefits have been considered, and how the agreement can support their SME goals
Richard Denney, Commercial Operations Director, and Senior Sponsor for SMEs, said:
SMEs have always been a key component of the commercial agreements we create, recognising the benefits that they bring to our supply chains and, more broadly, the economy.
Our updated action plan sets out how and why SMEs should work with CCS, where to find opportunities and the actions we are taking to reduce and remove barriers for SMEs in bidding for contracts. This plan demonstrates how we are supporting our customers to improve the value and outcomes they deliver through their commercial activity.
Find out more about our action plan
To find out more about how CCS is supporting suppliers of all sizes, read our action plan.
Supplier relationship management (SRM) is the ongoing monitoring and evaluation of suppliers that provide your organisation with goods, materials, or services.
Effective SRM means building and maintaining positive relationships with suppliers through regular communication, collaboration, and shared objectives. It starts during the bidding phase. Poor supplier relationships can increase organisational risk, cause contract mismanagement and even lead to legal disputes.
Benefits of effective supplier relationship management
Strong supplier relationships help procurement professionals deliver value, smooth contract performance and achieve better outcomes.
If carried out effectively SRM can:
optimise procurement relationships to achieve cost savings
reduce risks within your organisation
ensure compliance throughout your supply chain
foster strong collaboration
For example, a school undertaking a construction project can benefit from proactive supplier management. Early identification of risks, from on-site safety hazards to contractual and financial uncertainties, helps the project run smoothly and reduces the chance of delays.
What are the challenges of supplier relationship management?
While SRM is crucial, buyers may face several challenges, including:
complex global supply chains and corporate structure: as supply chains become increasingly global and complex, managing relationships across multi-tiered suppliers becomes more challenging
maintaining supplier compliance: staying on top of policies, procedures, technology, etc. is an ongoing process, not a one-off checkbox. It needs to be continued post-award throughout the lifetime of your contract
technological integration and resource limitations: implementing new technologies for supplier relationship management can be costly and time-consuming
Five tips for successful supplier relationship management
Develop strategic partnerships
Treat suppliers as partners, not just service providers. Segment suppliers based on their value and risk to prioritise relationships.
low-value, low-risk contracts may only need a transactional approach
high-value, high-risk contracts benefit from closer collaborative partnerships
2. Manage risks
Identify and assess potential supply chain disruptions, pricing changes, or supplier delays. Implement mitigation strategies to minimise impact.
3. Monitor performance
Establish clear key performance indicators (KPIs) and track supplier performance. Regular evaluation helps to identify improvement opportunities and collaborative problem-solving.
4. Communicate and collaborate
Maintain open dialogue through regular review meetings. Share feedback, and expectations to build trust and accountability.
5. Ensure compliance
Ensure all procurement activities follow public sector regulations and government policies.
How to run a supplier review meeting
Review meetings help maintain transparency, address issues proactively, and strengthen supplier relationships. They are vital for effective SRM in the UK public sector.
Five tips for successful supplier review meetings
Plan and prepare
establish a clear agenda focusing on KPIs , delivery updates, challenges, and opportunities
review previous meeting notes, data and any relevant contractual commitments
share the agenda with the suppliers in advance
Set a regular schedule
schedule review meetings at consistent intervals to encourage ongoing engagement
use calendar invites and reminders to encourage attendance
Create a collaborative dialogue
use reviews as opportunities for mutual problem-solving rather than just performance reporting
be open to supplier feedback expertise and innovations
Address issues and risks early
identify any delivery or quality concerns early, agree on action points and deadlines to ensure accountability and track improvement
Document and follow up
record key discussion points, agreed actions, and timelines
follow up regularly to track progress on improvement initiatives or corrective actions
adapt the relationship as needed based on review outcomes
If you are a public and third sector buyer read the latest CCS digital brochure for information, guidance and full details of our commercial agreements.
This article explains what you need to know about the government’s modern slavery policy if you’re a small or medium-sized enterprise (SME).
What is Modern Slavery?
Modern Slavery is often a hidden crime involving denying another person’s freedom. It includes:
slavery
forced and compulsory labour
debt bondage
human trafficking
The government introduced the Modern Slavery Act in 2015 to tackle these crimes.
What is Procurement Policy Note 009 and why was it introduced?
The UK government uses Procurement Policy Note (PPN) 009 to address modern slavery. PPN 009 makes sure public sector buyers (contracting authorities) identify and manage the risk of modern slavery occurring in their supply chains.
Modern slavery risk must be considered throughout the commercial lifecycle. Starting at the pre-market engagement (PME) stage to procurement and contract delivery.
Modern slavery risk assessment starts with market engagement
A public sector buyer’s (contracting authority’s) proposed approach to modern slavery should be tested with potential bidders during pre-market engagement. This is to make sure:
it’s not burdensome or likely to deter SMEs and voluntary, community, and social Enterprises (VCSEs) from bidding
Pre-market engagement provides SMEs and VCSEs with an opportunity to:
provide feedback on the modern slavery risk rating
highlight any initiatives and measures they already have in place to tackle modern slavery risks in their organisation and supply chains
Modern slavery mandatory exclusion offences
Under the Procurement Act 2023, bidders who have committed modern slavery offences within the last 5 years face automatic removal (known as mandatory exclusion), unless they can show remedial action (correcting the issues identified in the offence).
Evidence of modern slavery without a conviction may also result in removal (discretionary exclusion).
What modern slavery questions must bidders answer in a procurement specific questionnaire?
Bidders (potential suppliers) included in Section 54 of the Act have an annual turnover above £36 million, and carry out a business, or part of a business, in the UK.
They must write and prepare a slavery and human trafficking statement which must be reviewed, updated and published every year, within 6 months of each financial year end.
Modern slavery statements should be published in a prominent place on the bidder’s UK website.
A bidder’s statement must:
clearly state that board approval has been given, include the date of approval and be signed by a Director (or equivalent)
detail the steps taken during the financial year to ensure that slavery and human trafficking is not taking place in supply chains and in any part of its own business
set out where supply chains are located
describe the nature of risks in relation to those locations
Bidders must provide a link to the statement that appears in a prominent place on their organisation’s UK website homepage.
How are bidders evaluated for modern slavery risk at procurement award?
Some contracts – like those for electronics – are at higher risk of modern slavery occurring within the supply chain. In these circumstances a buyer (contracting authority) may decide to include:
policy outcomes from the Social Value Model such as “Tackling Workforce Inequality” referenced in PPN 06/20, or “Fair Work” referenced in PPN 002 and the accompanying Model Award Criteria (MAC) “Identifying and managing the risks of modern slavery” under Mission 1) in their procurement and contract
a relevant Modern Slavery Award Question requiring bidders to show action to identify and manage the risks of modern slavery throughout the contract
requirements to manage modern slavery risk in supply chains (where these issues are proportionate and relevant to the subject matter of the contract in their specification)
Modern slavery compliance: 4 things small and medium enterprises need to know
It’s important bidders know that commercial teams must consider the impact of PPN 009 on SMEs and VCSEs. This means that when applying the PPN they must:
Not place unnecessary burdens on SMEs and VCSEs when assessing risks in existing contracts, considering proposed terms and conditions, reporting and KPIs.
Ensure modern slavery risks are clear to potential bidders.
Avoid adopting a blanket approach to tackling all risks in the same way – the approach should be proportionate based on the risks identified.
Tips for small and medium enterprises on navigating the Government’s modern slavery policy process
These will help you identify if your organisation needs to publish a modern slavery statement and what to include in it.
How is modern slavery managed within existing contracts?
all suppliers in high or medium risk categories (such as construction or technology) may be invited to use the modern slavery assessment tool (MSAT) or an equivalent tool
we carefully review MSAT assessment results and hold follow-up discussions with suppliers who have a high or medium risk score
we work with suppliers to put effective risk mitigation plans in place
How is Crown Commercial Service helping to tackle modern slavery?
At Crown Commercial Service we use the best modern slavery assessment methods available to us – this means our customers can feel assured when buying through our agreements.
Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.
A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.
This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.
If you need further details about any of these agreements get in touch.
You can also find out what new procurements we are working on by exploring our upcoming agreement page.
If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? fill in this short form.
Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.
A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.
This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.
If you need further details about any of these agreements get in touch.
You can also find out what new procurements we are working on by exploring our upcoming agreement page.
If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? fill in this short form.
The public sector spends billions each year buying goods and services from the private sector. As a supplier, being awarded a place on a Crown Commercial Service (CCS) commercial agreement is a great way to potentially:
increase your revenue
enhance your reputation
grow your organisation
Can small and medium sized enterprises become public sector suppliers?
Yes, small and medium sized enterprises (SMEs) can become public sector suppliers. Public sector procurement is not only for large organisations. In fact many suppliers are:
small and medium-sized enterprises
voluntary, community, and social enterprises
micro-businesses
CCS encourages organisations of all sizes to become suppliers. Our bidding and award process aims to foster healthy competition and bring the right market expertise to offer customers quality and value.
How do we assess and award suppliers who bid for a place on Crown Commercial Service commercial agreements?
Each commercial agreement is different, but as a general rule, suppliers must demonstrate that they can provide the goods and services required to an agreed standard.
Tenders are awarded based on the defined set of award criteria, outlined in the associated tender documentation.
CCS follows a 5-step process from when tenders are received to when they are assessed and awarded:
Initial compliance check: ensuring the tender meets all of the Procurement Act 2023 conditions of participation.
Technical assessment: assessing the quality, methodology, and technical approach.
Price assessment: different assessors from those who assess the quality responses will calculate your price score using the assessment methodology.
Scoring and ranking: assigning scores based on the assessment methodology.
Issuing the assessment summaries to all bidders
How do we ensure bidders have all the information they need to submit a bid?
Each bidder gets essential information on how to bid. This is called a bid pack. The bid pack includes information on:
timelines
clarification questions
how to submit the tender
what you need to submit
the structure of the competition
how CCS will assess tenders and the competition rules
In the bid pack, Attachment 2 (how to tender) and Attachment 2d (quality questionnaire) provide bidders with a range of questions and associated scoring criteria for assessment.
CCS uses quality questions to assess aspects like supplier experience, technical capability, and proposed solutions, ensuring a holistic evaluation.
What is the clarification period and how does it help Small and Medium Sized Enterprises?
The clarification period allows time for potential suppliers to ask questions, ensuring they have a full understanding of the bid back requirements before submitting their bid. This period begins immediately after the invitation to tender is released.
You should ensure that you make a note of the clarification period deadline and that you ask questions before it expires.
Five tips for small and medium sized enterprises when responding to the award criteria
Read each question thoroughly and ensure you fully understand the award criteria, sub-criteria, assessment methodology, response guidance and marking scheme before starting to respond.
Responses should be limited to and focused on the sub criteria, try to avoid providing generalised statements, for example lists of’ what’ you do with no explanation of ‘how’ or irrelevant information.
If the question is broken down into component parts, break down your answer into the same component parts and clearly mark them.
Adhere to the character and/or word limits. Anything over the character count will be excluded from the assessment.
There may be quality questions that will be assessed as ‘pass or fail’. If you answer no to these questions, your tender will not progress further.
How does CCS choose and assign assessors?
CCS will work with stakeholders before the invitation to tender is released to gather details of potential assessors. All assessors will be issued with an ‘assessors declarations form’ to record any conflicts of interest, detail relevant experience, qualifications and seniority.
Once assessors have been chosen they will be assigned particular questions to match their expertise and experience.
All assessors will be given identical training, delivered by CCS, to ensure a consistent approach is always followed.
What happens during the assessment of bids process?
Once the deadline for bid submissions expires and compliance checks have been concluded, the assessment process will commence. The assessment process will take place independently, with no interaction between assessors.
each assessor will independently evaluate bidders’ responses to the quality questions assigned to them using the award criteria provided in the bid pack and assessment methodology, giving a mark and a reason for their mark for each question
once assessors have evaluated all bids, CCS will arrange for the assessors to meet for “consensus” with a CCS facilitator to discuss their marks and their reasons for them – this will continue until each assessor can reach a consensus regarding the final mark and a note recorded of the rationale for this to enable CCS to provide feedback to the bidder in the assessment summary
the price assessment will run alongside the award criteria assessment – CCS will calculate bidders final score by adding the quality score to the price score by using the published assessment methodology (this is outlined in Attachment 2 – how to tender)
What can bidders expect to receive in an assessment summary and how does it help them?
Before the contract award notice and standstill period, bidders will be provided with an assessment summary, which explains the outcome of their tender assessment.
The purpose of the assessment summary is:
to give bidders enough information to understand why their tender was successful or unsuccessful
to help unsuccessful bidders understand how the Most Advantageous Tender (MAT) was chosen, based on the award criteria and assessment methodology
to ensure feedback to bidders is consistent, fair, open and transparent and allows bidders
to improve on future bidding responses
to provide unsuccessful bidders with the best indication of the gap between their unsuccessful tender and what was required to be successful
What is a standstill period and why is it necessary?
The standstill period takes place after the assessment summaries have been issued to bidders.
It is a time period of at least 8 working days when CCS is not permitted to enter into the contract with any of the successful bidders.
During the standstill period, bidders can ask questions that relate to CCS’s decision to award.
What happens at the agreement award stage and what do bidders need to do?
After the standstill period, successful bidders will receive their framework contract through a DocuSign email.
Bidders must sign the framework contract and provide the appropriate certifications and evidence of insurance requirements within the required timescales.
For more information when bidding on a CCS agreement please follow the instructions in the bid pack. Ask clarification questions if needed and read all of the questions published and the responses.
This article is part of our Supplier Specifics series containing helpful advice on how to supply products or services to the public sector.
We always welcome feedback, suggestions or queries. These can be submitted to smefeedback@gca.gov.uk
Crown Commercial Service (CCS) will host a dedicated pavilion at this year’s DigiGov Expo, the UK’s largest public sector technology event, taking place at ExCeL London on 24 to 25 September 2025.
The new CCS Pavilion will bring together technology suppliers and public sector buyers, creating opportunities to explore innovative solutions that can transform public services. With the Procurement Act 2023 now in effect, the pavilion will serve as a vital hub for understanding how to maximise value in technology procurement.
DigiGov Expo will bring together over 3,000 digital, data, and technology experts from Central Government departments, local authorities, and the wider public sector, to explore the latest innovations from tech suppliers, share best practices, and address the critical challenges and priorities for public sector digital reform.
The event will also feature mini theatre speaker sessions including presentations by:
Lucy Mccormack, our Small and Medium Sized Enterprise (SME) champion, on the work CCS is doing to support SMEs
Agata Taylor and Andy Gowanlock, CCS Commercial Leads on how CCS is supporting customers and suppliers to get to grips with the new procurement regulations
You can view the full agenda for the CCS mini theatre on the DigiGov website.
Philip Orumwense, Commercial Director and Chief Technology Procurement Officer at CCS will also be taking part in a panel session on Wednesday 24 September from 3:40pm to 4:30pm on Fostering Innovation: How can the government improve the way it works with industry and invests in capabilities for the UK?
Philip says:
I am delighted that CCS will be attending the DigiGov Expo event once again. It’s a wonderful opportunity for discovery – a chance for those who buy and supply for the public sector to share their knowledge and experience.
It further demonstrates how CCS is committed to supporting effective public sector procurement and the acceleration of modern digital government.
