Discussing in the previous issue of PSE why devolved Procurement was not the most effective organisational model, we were touching on somewhat basic Procurement objectives, primarily securing and demonstrating Value for Money. However, some readers may have felt that their Procurement organisation is already there, and may now be looking at the next stage of Development: how can Procurement more effectively support essential, strategic objectives?

Taking the following critical challenges as examples:

• Adapting to an overall economic system so heavily loaded with a massive debt to serve
• Dealing with the inexorable increase in demand for Social Support beyond the immediate impact of the economic downturn, the time bomb of a longer life expectancy and an overall ageing population

As a pre-requisite, a common trait of Public Sector organisations benefitting from advanced Procurement functions, truly geared up towards the delivery of such or similar objectives, is that the top managements expectation as to their contribution is not pigeon holed in some kind of supplier interface-only role: their remit expands well beyond such boundaries, up to challenging how services are being delivered.

Commenting on the current standing of Procurement, David Lynn, who has worked with a number leading authorities as a Finance Director explains "There is clearly a need for Finance and Procurement to work together more closely balancing the necessary Finance budgetary control function with more innovative Procurement initiatives".