Case Study: Driving Collaborative Success in Public Sector Infrastructure

To help the client achieve the collaborative initiatives within the Regional Delivery Partnership, Barkers provided senior procurement and commercial transformation expertise, focusing on guidance, strategy setting, and project prioritisation. We supported regular Task and Finish Groups, establishing terms of reference and ensuring meetings remained task-focused and outcome-driven. Recognising that partner organisations had limited resources due to other priorities, we worked with senior management to secure necessary allocations.

A key part of our approach was mentoring supply chain partners, many of whom were early in their careers, to develop capability, confidence, and leadership within the group. We also addressed the natural tension among competing suppliers, building relationships and encouraging collaborative behaviours by clearly demonstrating the benefits of working together. For example, within the strategic sourcing element, 11 suppliers successfully collaborated on a major deal, which led the group to engage on several additional categories. Social value considerations were embedded throughout, ensuring initiatives not only delivered financial savings but also supported carbon reduction, community impact, and the wider supply chain’s development.

Barkers’ support enabled the client to achieve measurable and lasting improvements across the supply chain, creating both financial and broader societal benefits. Key outcomes include:

• Sustainable strategic sourcing: Supplier-led groups on strategic sourcing and innovation, designed to continue effectively even when personnel change.
• Collaborative approach: Inclusion of client representatives created a genuinely collaborative environment, breaking down silos across Category Management, Innovation, and Designated Funds teams.
• Innovation: Ten innovation strands are actively being implemented across the supply base to embed improved practices.
• Tangible results: Anticipated savings of 7–20%, alongside substantial benefits in R&D, social value, and carbon reduction.
• Long-term vision: A proven template now allows replication of collaborative initiatives in future financial years, leaving a lasting legacy.
• Recognition: The client was shortlisted for a national award for best practice in supply chain integration.

Delivering social value was fundamental to the process. On strategic sourcing collaborations, we utilised a total value of ownership model that not only looks at price but considers key commitments from organisation’s tendering based on areas such as social value and carbon reduction.