Future State Procurement Model Development for Digital Health

Developing a Future-State Procurement Operating Model and Roadmap to Procurement Maturity

Grosvenor partnered with a national digital health authority to define a future-state procurement operating model and develop a structured roadmap. This roadmap aimed to uplift procurement maturity, strengthen governance and capability, and support the transition toward a centralised procurement centre of excellence for high-complexity digital health systems. The project intentionally addressed the future-state procurement operating model and procurement maturity roadmap required for sustainable transformation.

Situation

A national authority for digital health, responsible for delivering large‑scale, high‑complexity digital health systems such as My Health Record. The procurement of goods, services, temporary workforce and specialist capability is central to achieving its mandate. Therefore, procurement maturity is critical to success.

Historically, procurement operated under a highly decentralised model. Following the release of an Auditor General’s report in June 2024, which identified that procurement and contract management for My Health Record was only partly effective, the client began shifting towards a more centralised model. As a result, high complexity procurements were to be brought under a Central Procurement Team. This change aimed to improve control, consistency and assurance.

While this structural change was partially implemented, the client identified that it lacked a clear future state procurement model, supporting tools and capabilities, and a practical roadmap to guide the transition. Moreover, this was coupled with operating in an environment of increasing demand and complexity. This meant the pressure on the client’s internal procurement services was growing. It highlighted the importance of a robust future-state procurement operating model and procurement maturity roadmap.

Task

To address this, the client engaged Grosvenor to assess the current state of procurement capability and define a future‑state procurement model aligned to its needs and objectives. Grosvenor also developed a structured roadmap to uplift maturity and enable them to achieve a procurement centre of excellence. Ultimately, a well-defined future-state procurement operating model and procurement maturity roadmap were essential to their procurement transformation.

Approach

Grosvenor assessed procurement capability using the Grosvenor Better Practice Comparator Assessment Tool, examining governance, planning, contract management, systems, reporting and workforce capability. This assessment was informed by extensive document reviews, stakeholder interviews and workshops. It was also informed by analysis of procurement spend using Grosvenor’s Spend Analysis Tool (SPAT). Additionally, it used results from a tailored self‑assessment survey and targeted contract health checks. From these insights, Grosvenor concluded that the current procurement maturity was relatively low for an organisation with their high-complexity procurement activities. Therefore, this demonstrated the importance of defining a strategic future state that uplifted procurement maturity, enhanced capability and simplified the overall procurement process.

Using the current‑state assessment as a baseline, Grosvenor worked closely with senior leadership and key stakeholders to define the target maturity and strategic direction for the procurement function. Notably, this included articulating what a fit‑for‑purpose, centralised procurement model should look like for an organisation delivering high‑risk, high‑complexity procurements at scale.

Grosvenor then developed a detailed roadmap to bridge the gap between current and future state. The roadmap comprised 43 activities across seven workstreams and covered short‑, medium‑ and long‑term interventions. In addition, each activity was supported by an activity charter outlining scope, dependencies, resourcing, risks, effort, timeframe and deliverables. This comprehensive approach was necessary. It ensured the future-state procurement operating model and procurement maturity roadmap would meet the organisation’s ongoing objectives.

This level of detail provided the client with both strategic direction and practical guidance, outlining not just what needed to change, but how to deliver it to achieve their desired procurement centre of excellence.

Result

The engagement provided the client with clarity, confidence and a practical path forward, with recommendations and a roadmap to drive towards the future state, but also guidance around change management and communication for sustainable change.

Key outcomes included:

› Clear understanding of current‑state maturity: assessed as relatively low, creating a strong evidence base for change.

› A unified future‑state vision: Senior leaders and stakeholders aligned around a clearly articulated future‑state procurement model and target maturity

› A practical roadmap to delivery: The detailed roadmap and activity charters enabled the client to progress from intent to execution. This supported a structured and sustainable procurement transformation program.

› Improved decision‑making through data and insight: Interactive Power BI dashboards, generated using SPAT, provided deep visibility of supplier spend across categories. As a result, these insights supported better strategic and operational decisions.

› Foundations for a procurement centre of excellence: The client is now equipped to uplift procurement capability and embed better, sustainable practice

Grosvenor’s work provided the client with a clear pathway towards uplifting their procurement maturity to achieve a procurement centre of excellence. Achievement of the target future state will see the client as a procurement leader within the Public Sector. They will also model better practice for like organisations.

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