Board Report - Corporate Procurement Strategy 2026-2027.
Renfrewshire Council · 23 April 2026
Back to Finance, Resources and Customer Services Policy Board — 23 April 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: The Finance, Resources and Customer Services Policy Board On: 23 April 2026 ___________________________________________________________________ Report by: The Director of Finance and Resources ___________________________________________________________________ Heading: Corporate Procurement Strategy 2026-2027 ___________________________________________________________________ 1. Summary 1.1 The Procurement Reform (Scotland) Act 2014 requires that any public sector body that expects to have significant procurement expenditure must: A. Prepare a procurement strategy, setting out how the authority intends to carry out regulated procurements; or B. Review its procurement strategy for the current financial year and make any revisions to it as the authority considers appropriate. 1.2 In accordance with this requirement, Renfrewshire Council published its Corporate Procurement Strategy in 2023 covering the period 2023/24 to 2025/26. 1.3 The Corporate Procurement Strategy sets out the strategic context within which the Council is operating, and highlights the key priorities for the Procurement Team, to ensure that they can support the Council to deliver its strategic goals and objectives. 1.4 This updated Corporate Procurement Strategy 2026-2027 aligns to the goals and objectives set out in the Council Plan and recognises the need to address wider social policy through procurement. It covers the period 1 April 2026 to 31 December 2027 to accommodate the planned refresh of the Council Plan in 2027. ___________________________________________________________________
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PUBLIC 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: a) Approves the Corporate Procurement Strategy 2026-2027; and b) Notes that in accordance with legislation, this strategy will be subject to annual review and updated as appropriate. _________________________________________________________ 3. Background 3.1 Section 15 of the Procurement Reform (Scotland) Act requires that any public sector body with an annual regulated procurement spend of £5million per annum or more publishes a Procurement Strategy. 3.2 Regulated procurements are contracts with values over £50,000 and above for goods and services, and of £2million and above for works. 3.3 The Scottish Government guidance for the preparation of a procurement strategy confirms that: “A procurement strategy allows a contracting authority to set out how it intends to ensure that its procurement activity delivers value for money and contributes to the achievement of the authority’s broader aims and objectives, in line with Scotland’s National Outcomes.” 3.4 Section 18 of the Procurement Reform (Scotland) Act requires public bodies who publish procurement strategies to also publish an Annual Report which provides an update on performance in terms of the actions set out in the procurement strategy. Both the Procurement Strategy and the Annual Procurement Report are published on Renfrewshire Council’s website. 3.5 Appendix 2 to this report contains the Procurement Strategy for Renfrewshire Council for 2026-2027. It demonstrates how procurement in Renfrewshire will play a fundamental role in supporting the delivery of the Council Strategic Objectives 3.6 The Procurement Strategy sets out four Strategic Objectives for Procurement: 1. Provide effective and efficient procurement services for our stakeholders; 2. Support the Council’s financial challenges;
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PUBLIC 3. Support Community Wealth Building and local growth; 4. Support the Council’s net zero ambitions. ___________________________________________________________________ Implications of the Report 1. Financial – none arising directly from this report. 2. HR & Organisational Development – none arising directly from this report. 3. Community/Council Planning – Renfrewshire Council’s Procurement Strategy aligns to each one of the five Strategic Outcomes established in the Council Plan, setting out goals and actions for the Corporate Procurement Team to support the delivery of these Strategic Outcomes. 4. Legal – The Procurement Strategy is published in accordance with the requirements of Section 15 of the Procurement Reform (Scotland) Act 2014. 5. Property/Assets - none arising directly from this report. 6. Information Technology - none arising directly from this report. 7. Equality & Human Rights - none arising directly from this report. 8. Health & Safety - none arising directly from this report. 9. Procurement - The Procurement Strategy is published in accordance with the requirements of Section 15 of the Procurement Reform (Scotland) Act. 10. Risk - none arising directly from this report. 11. Privacy Impact - none arising directly from this report. 12. Climate Risk - none arising directly from this report. 13. Children’s Rights - none arising directly from this report. 14. Cosla Policy Position - none arising directly from this report. _____________________________________________________________________________________________________ List of Background Papers - None Author: Jenny Bowles, Corporate Procurement Manager Jenny.bowles@renfrewshire.gov.uk, 0141 487 0386
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1 PUBLIC Renfrewshire Council Corporate Procurement Strategy 2026 and 2027
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2 PUBLIC Table of Contents 1. Statutory Duty .................................................................................... 3 2. The Local Context - Renfrewshire ...................................................... 3 3. Procurement In Renfrewshire ............................................................ 3 4. Supporting Council and National Priorities....................................... 4 5. Procurement Strategic Objectives ..................................................... 9 6. Monitoring, Reviewing and Reporting on Strategy .......................... 11 7. Strategy Ownership and Contact Details ......................................... 11 8. Appendix 1 – Action Plan Details ..................................................... 12
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3 PUBLIC 1. Statutory Duty Section 15 of the Procurement Reform (Scotland Act 2014) sets out the requirements for public contract authorities with “significant” spend to “prepare a procurement strategy setting out how the authority intends to carry out regulated procurements”. This procurement strategy addresses the requirements of the Procurement Reform (Scotland) Act 2014 and sets out our strategic vision for procurement in Renfrewshire Council. 2. The Local Context - Renfrewshire Renfrewshire’s diverse towns, cultural identify and strategic location within the wider City Region provide a solid foundation for growth and prosperity for its 175,000 residents. The area benefits from a broad range of valuable assets – including established transport connections, a dynamic business base, and ambitious regeneration programmes – that collectively offer substantial opportunities to drive sustainable economic development. These advantages must be fully utilised to address inequalities in educational attainment, employment, poverty, and health. It is essential that economic growth delivers benefits for all communities across Renfrewshire. At the same time, the financial pressures facing the Council are significant with the Council required to achieve significant savings over the coming years. These fiscal challenges must also be considered alongside broader external factors, including climate change, and the impact of global geopolitical issues on the UK’s and Renfrewshire’s access to food, fuel, and other essential commodities. 3. Procurement In Renfrewshire All procurement in Renfrewshire Council is carried out in full accordance with the Renfrewshire Council’s Standing Orders Relating to Contracts and, where relevant value thresholds are met, the requirements of: • The Public Contracts (Scotland) Regulations 2015; the Concessions Contracts (Scotland) Regulations 2016; the Utilities Contracts (Scotland) Regulations 2016; • The Procurement Reforms (Scotland Act 2014) and all regulations and guidance made under and in terms of that Act (the Procurement Reform Rules); and • The principles of fairness, equal treatment, non-discrimination, proportionality, and transparency (the Principles of Procurement).
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4 PUBLIC Renfrewshire Council spends in the region of £300m per annum with contractors and third sector to deliver goods, works and services across the region. All contracts with a value of over £25,000 and above are procured by the Corporate Procurement Unit (CPU) and they ensure that all contracts established support the Council in delivery of its statutory functions and delivery of its core objectives and values. The Council faces significant economic and financial pressures, with substantial savings required over the coming years. It is therefore essential that our spending power delivers maximum value for money, underpinned by a strong commercial focus and a commitment to innovation in how we respond to these challenges. Procurement activity must not only support financial efficiency but also drive positive and lasting changes in our local communities. For this reason, we are committed to Community Wealth Building and to embedding its principles within our procurement processes. This approach ensures that our expenditure supports sustainable local benefits – including employment, skills development and opportunities for local community groups and residents. In the financial year 2024/25, the Council engaged with 4,924 suppliers, of which 1,438 were small and medium enterprises (SMEs) who received 53% of the total spend. 20.09% of the Council’s spend was with local suppliers based within Renfrewshire, which accounts for £62.1m into the local economy. By strengthening local supply chains and increasing spend into the Renfrewshire area, procurement helps retain economic value within our communities, supports business growth, and contributes to a more resilient local economy. 4. Supporting Council and National Priorities Procurement in Renfrewshire Council is shaped by the wider economic landscape, as well as local and national priorities. Supporting the delivery of these priorities is central to the work of the procurement team, and all procurement activity is undertaken with clear alignment to the outcomes the Council aims to achieve. Renfrewshire Council Landscape and Priorities Renfrewshire Council’s Plan for 2022-2027 sets out the Council’s vision for Renfrewshire: “Creating a fairer Renfrewshire built on innovation, wellbeing and opportunity” and identifies five strategic outcomes: 1. Place – working together to enhance wellbeing across communities.
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5 PUBLIC 2. Economy – building an inclusive, green and resilient economy (matching people, skills and opportunities). 3. Fair – nurturing bright, happy and healthy futures for all. 4. Green – leading Renfrewshire to Net Zero. 5. Living our values – making a difference together. National Procurement Priorities This procurement strategy also aligns to the vision in the Public Procurement Strategy for Scotland: The national strategy sets out that public procurement bodies should aim to procure in a way that is: • Good for Businesses and their Employees – Maximise the impact of procurement to boost a green, inclusive and wellbeing economy, promoting and enabling innovation in procurement. • Good for Places and Communities – Maximising the impact of procurement with strong community engagement and development to deliver social and economic outcomes as a means to drive wellbeing by creating quality employment and skills • Good for Society – Ensure that we are efficient, effective, and forward thinking through continuous improvement to help achieve a fairer and more equal society. • Open and Connected – Ensure procurement in Scotland is open, transparent, and connected at local, national, and international levels. The Public Procurement Strategy for Scotland identifies four key enablers to the success of the strategic aims and objectives of public procurement in Scotland. These enablers are: Procurement Capability, Supplier Development, Engagement, and Collaboration
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6 PUBLIC How Procurement Will Support Delivery of the Key Outcomes and Priorities Renfrewshire Council Strategic Outcome Place National Procurement Priority Good for Places and Communities Renfrewshire Council is committed to empowering and supporting local people, enriching our communities, and celebrating our rich local heritage. This commitment is reflected not only through our frontline services but also in the way we plan, invest and delivery long-term outcomes for the region. Through effective procurement practices we contribute to a wide range of key projects which impact our Place – from infrastructure and local regeneration to social initiatives that improve wellbeing and inclusion. • We will support regeneration initiatives and the Learning Estate Strategy, engaging proactively with the market to encourage new ideas, promote innovation, and ensure the delivery of sustainable, best value outcomes • We will apply robust contract management to foster strong collaborative relationships with our suppliers and ensure that Community Benefits are delivered effectively and in ways that genuinely benefit Renfrewshire’s communities • We will strengthen and increase our engagement with local suppliers, social enterprises and supported businesses across Renfrewshire to build local capability and capacity, and to encourage innovate approaches • We will integrate community wealth building into our procurement activity to ensure a local- focused approach that retains and circulates wealth within the Renfrewshire economy, creating meaningful opportunities for local people. Renfrewshire Council Strategic Outcome Economy National Procurement Priority Good for Business and their Employees Through thoughtful and strategic procurement activity, the Council can ensure that investment in goods, services and works directly contributes to the local economy. This includes creating opportunities for local residents, supporting community organisations, and enabling projects that enhance the cultural and social fabric of our area.
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7 PUBLIC A strong focus on local economic development also ensures that Renfrewshire Businesses are supported to compete for, and benefit from, Council contracts. • We will ensure tender opportunities are available to the wider market and undertake early market engagement using Prior Information Notices • We will further develop our tender documentation to make it easier for businesses to submit strong competitive bids • In line with our Contract Standing Orders, we will ensure that 75% of suppliers invited to bid for Quick Quote exercises are local businesses where possible • We will collaborate with the Council’s Economic Development service to deliver supplier engagement sessions for businesses interested in accessing public sector contracts, working to remove barriers and increase local participation in procurement • We will support small and medium sized enterprises by ensuring prompt payment on receipt of a valid invoice and we will pay all other suppliers within 30 days of receiving a valid invoice, or in full accordance with the contractual payment terms where these specify an alternative arrangement • We will ensure that contracts include clauses requiring contractors to apply the same payment terms to subcontractors and throughout their supply chains • We will encourage payment of the Real Living Wage to all tenders, recognising the positive impact that fair pay can have on reducing in-work poverty and strengthening the local economy. Renfrewshire Council Strategic Outcome Fair National Procurement Priority Good for Society Fairness sits at the heart of all Renfrewshire Council’s activities, and procurement plays a vital role in ensuring that this principle is embedded across every contracted service. By applying transparent, consistent and proportionate procurement practices (throughout the tender processes, bid evaluation, and contract management) the Council ensures that all suppliers have a genuine opportunity to compete for contracts. Through fair and ethical procurement, we can help ensure delivery of inclusive and equitable outcomes for the people of Renfrewshire. • We will ensure that all procurement activity is conducted professionally, fairly, and transparently, in line with regulatory requirements and best practice • We will publish our procurement pipeline on Public Contracts Scotland, providing visibility of planned activities to support market awareness and engagement
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8 PUBLIC • We will ensure that all procurement activity supports the Equality Act 2019 and the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 • We will assess Fair Work First criteria in all applicable tenders to promote fair working practices across our supply chain • We will continue to promote compliance with the Health and Safety at Work etc Act 1974 (c.37) and associated regulations among contractors and sub-contractors • Where appropriate, we will include options for the procurement of fairly and ethically traded goods and supporting responsible and sustainable purchasing. Renfrewshire Council Strategic Outcome Green National Procurement Priority All Procurement is recognised nationally as a key enabler in ensuring that the public sector’s spending power in Scotland contributes effectively to achieving Net Zero targets. Renfrewshire Council has committed to working towards a Net Zero target by 2030. To support this target we expect our suppliers to take active, measurable steps that align with our environmental objectives. Where appropriate and feasible, we will design our procurement processes to prioritise partnership with suppliers who share our commitment to circularity, whole life value and the minimisation of environmental impact. • We will collaborate with the Sustainability Team to enhance the use of sustainability-related specifications, key performance indicators, requirements and evaluations within the end-to-end procurement process • We will challenge our client services to take a hierarchy approach to buying and in the first instance reconsider whether the purchase is needed, or whether needs can be met in a more sustainable or green manner • We will support the implementation of the Climate Change Impact Assessment (CCIA) within the Council to allow for effective collaboration around key sustainability risks and opportunities in contracts • We will utilise the Scottish Government’s range of Sustainable Procurement tools such as the Sustainability Test, Life Cycle Impact Mapping and eLearning modules where relevant and proportionate.
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9 PUBLIC • Where we use the Single Procurement Document (SPD) question 4C.7 (where proportionate and relevant), we will encompass the outputs into our contract management activities. Renfrewshire Council Strategic Outcome Living Our Values National Procurement Priority Open and Connected Renfrewshire Council’s core values - we are fair, we are helpful, we are great collaborators, we value learning - closely align with the national objective of Open and Connected. Through strong collaboration with internal services, suppliers and wider partners, the procurement function actively supports these ambitions by fostering open communication, promoting equitable access to opportunities, and encouraging shared learning. • We will work in partnership with procurement bodies across the public sector to exchange best practice, share lessons learned, and promote continuous improvement in procurement activity at local and national levels • We will maintain strong collaboration with internal stakeholders to ensure our procurement activities actively support the Council’s priorities • We will increase the available training and learning opportunities for internal stakeholders on the procurement function and processes to foster greater collaboration • We will remain engaged with our supply base and work in partnership with our Economic Development service to provide guidance and support to local businesses and SMEs, helping them access and benefit from public sector opportunities • We will continue to promote and enable innovation, seeking innovative solutions where appropriate to meet emerging, unique or reimagined service and operational needs. 5. Procurement Strategic Objectives This procurement strategy is designed to contribute to Renfrewshire’s ambitions by ensuring that our purchasing decisions support the Council’s financial position, maximise local value and stimulate inclusive growth. For this strategy the Council has four key procurement strategic objectives, each of which has specific actions aligned to it, as detailed within Appendix 1 - Action Plan.
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10 PUBLIC 1. Provide effective and efficient procurement services for our stakeholders We will provide effective and efficient procurement services that meet the needs of our stakeholders. This means ensuring that our processes are transparent, timely, and commercially robust, while offering clear guidance and proactive support throughout the procurement lifecycle. By continuously improving our systems, building strong internal relationships, and aligning our activity with organisational priorities, we will deliver a procurement function that adds measurable value. 2. Support the Council’s Financial Challenges Delivering Best Value outcomes means ensuring that every pound the Council spends achieves maximum financial return and long-term value for the public. This outcome places a clear emphasis on strong commercial discipline and securing competitive pricing through effective market engagement. We will prioritise robust contract management, and support services with the identification of savings opportunities that drive financial efficiency and support the Council’s wider budgetary objectives. 3. Support Community Wealth Building and local growth Supporting Community Wealth Building and local growth means using the Council’s spending power to strengthen the local economy. We will work proactively to create opportunities for local businesses, SMEs, social enterprises, and third-sector organisations to compete for Council contracts, removing unnecessary barriers and improving visibility of upcoming opportunities. By designing procurements that encourage local participation, promoting fair work practices, and embedding community benefit requirements where appropriate, we will help build a more resilient, inclusive local economy. 4. Support the Council Zet Zero ambitions Supporting the Council’s Net Zero ambitions means ensuring that procurement actively contributes to reducing carbon emissions, and promoting sustainable practices across all categories of spend. We will embed climate-conscious decision-making into our processes by prioritising low-carbon solutions, encouraging innovation, and assessing whole-life environmental impacts as part of our commercial evaluations. By engaging suppliers on their own Net Zero commitments, setting clear expectations, and promoting circular economy principles, we will use our purchasing power to drive meaningful change across supply chains. This approach ensures that procurement plays a central role in helping the Council meet its 2030 Net Zero target while delivering long-term environmental and financial benefits for Renfrewshire.
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11 PUBLIC 6. Monitoring, Reviewing and Reporting on Strategy The key actions set out in this Corporate Procurement Strategy will be monitored by the Corporate Procurement Manager over the duration of the strategy. The action plan included in Appendix 1 to this strategy will be included within future Annual Procurement Reports, providing an opportunity to report on the achievement of and compliance with our strategic objectives, as well as noting any actions yet to be competed. 7. Strategy Ownership and Contact Details The owner of this Corporate Procurement Strategy is: Jenny Bowles, Corporate Procurement Manager.
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12 PUBLIC 8. Appendix 1 – Action Plan Details Procurement Strategic Objective Action Timescale Provide efficient and effective procurement services for our stakeholders Work with suppliers and stakeholders to assess and implement process improvements (including identification of potential digital solutions), promoting consistency and standardisation where feasible. Dec 2027 Provide efficient and effective procurement services for our stakeholders Implement a competency framework-aligned training and development programme to enhance CPU team capability and ensure consistent, efficient service performance. FY26/27 Provide efficient and effective procurement services for our stakeholders Collaborate with stakeholders to assess training requirements and subsequently develop and implement a Procurement Training module within iLearn. FY26/27 Provide efficient and effective procurement services for our stakeholders Enhance procurement process, guidance and documentation for stakeholders, clarifying roles and responsibilities, and setting out anticipated process timelines. Dec 2027 Provide efficient and effective procurement services for our stakeholders The CPM and the Category Managers will actively engage in cross-sector working groups to share knowledge and best practice and support continuous improvement. FY26/27 Support the Council’s Financial Challenges Monitor contract and non-contract spend via the P2P Process and target opportunities to rationalise and standardise products. Dec 2027 Support the Council’s Financial Challenges Review and update the Contract and Supplier Management Policy. FY26/27 Support the Council’s Financial Challenges Implement standard Procurement Data Reports for services based on Purchase to Pay information to support identification of opportunities to target savings and efficiencies. FY26/27
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13 PUBLIC Support Community Wealth Building and local growth Together with the Economic Development Team, we will coordinate and support events targeted at local business including the annual Council Local Supplier event, an out- of-hours procurement workshop for suppliers, and a Tender Talk session delivered alongside the Supplier Development Programme. Dec 2027 Support Community Wealth Building and local growth We will publish our pipeline on Public Contracts Scotland twice a year and, where appropriate, release a Prior Information Notice for each procurement activity to ensure suppliers receive early notification of potential opportunities. Dec 2027 Support Community Wealth Building and local growth We will strengthen our Community Benefits Menu and approach to ensure suitability, enable successful supplier delivery and maximise benefits for local residents. FY26/27 Support Council Net Zero Objectives We will support the Council implementation of the CCIA by conducting a procurement focused trial and progressing the findings from that exercise. FY26/27 Support Council Net Zero Objectives Incorporate net zero and sustainability principles into contract management, engaging suppliers to improve the climate resilience of their supply chains. FY26/27 Support Council Net Zero Objectives Engage with the Council Sustainability Team to support further alignment of contract strategies, specifications and tender evaluations with net zero goals. FY26/27
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14 PUBLIC Corporate Procurement Manager Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR