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I don’t believe it is realistic to try to codify the rules for this vast enterprise, but that is what the policy does.

The scope is vast too: £ hundreds of billions of contracts, of every conceivable type, and ranging in value from £ billions to £10,000. The amount of regulation and guidance applying to procurement is vast, and I don’t know how anyone could master it. I have no great knowledge of the procurement rules, only my experience in performing procurements as part of an IT project.

I must say at the outset, these thoughts are from a “user” perspective.

The question is whether the rules do this in practice. The intention of the public procurement policy is clear and legitimate: to achieve “the best mix of quality and effectiveness for the least outlay over the period of use of the goods or services bought”. But I can highlight the areas of the procurement rules that create these problems. I cannot give specific cases, for reasons of client confidentiality. But you can’t talk to suppliers without a formal procurement process. Sometimes you don’t know exactly what you need until you talk to suppliers. This cost often outweighs the potential benefit of the procurement process. A procurement that might be a simple executive decision in the private sector can be a three or six month exercise in the public sector. The new Procurement Bill, currently (Feb 2023) going through the House of Commons, aims to do this. The root cause, it seems to me, is that government procurement rules are implicitly designed for a steady state, whereas IT projects implement change, which is inherently imprecise. Working in IT, I come across procurement problems frequently.

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