The NHS is one of the largest single buyers of health technology in the world, but its procurement system is decentralised, multi-layered and genuinely unfamiliar to many commercial teams. That unfamiliarity costs suppliers time and money, and with a significant volume of framework agreements and NHS contracts cycling through renewal each year, the window to position ahead of a procurement is often shorter than teams expect.

The NHS is one of the largest single buyers of health technology in the world, but its procurement system is decentralised, multi-layered and genuinely unfamiliar to many commercial teams. That unfamiliarity costs suppliers time and money, and with a significant volume of framework agreements and NHS contracts cycling through renewal each year, the window to position ahead of a procurement is often shorter than teams expect.

The question health tech companies consistently ask is not which tender to bid on but how to get to a position where they can credibly win one. The answer depends on the type of buyer, the procurement route, and the evidence requirements that apply, all of which vary by product category, buyer type and contract value.

The question health tech companies consistently ask is not which tender to bid on but how to get to a position where they can credibly win one. The answer depends on the type of buyer, the procurement route, and the evidence requirements that apply, all of which vary by product category, buyer type and contract value.

How is NHS procurement structured?

The NHS in England is not a single buyer. It is a network of several thousand contracting authorities, including NHS trusts, integrated care boards (ICBs), primary care networks, NHS England and NHS arm's-length bodies, each procuring independently within a shared regulatory and policy framework.

The NHS in England is not a single buyer. It is a network of several thousand contracting authorities, including NHS trusts, integrated care boards (ICBs), primary care networks, NHS England and NHS arm's-length bodies, each procuring independently within a shared regulatory and policy framework.

This has a practical consequence: winning a contract with one NHS trust does not give a supplier automatic access to any other. Each procurement is separate. Relationships, evidence and compliance requirements must be built trust by trust, or ICB by ICB, unless a supplier can reach buyers through a national framework that covers multiple organisations simultaneously.

This has a practical consequence: winning a contract with one NHS trust does not give a supplier automatic access to any other. Each procurement is separate. Relationships, evidence and compliance requirements must be built trust by trust, or ICB by ICB, unless a supplier can reach buyers through a national framework that covers multiple organisations simultaneously.

For health tech companies, the strategic question is therefore not just “which tender should we bid on” but “which route to market reaches the NHS at scale”.

For health tech companies, the strategic question is therefore not just “which tender should we bid on” but “which route to market reaches the NHS at scale”.

What routes to market exist for NHS health tech procurement?

A significant proportion of NHS healthtech contracts are awarded outside formal frameworks, particularly at trust level, where direct procurement and under-threshold awards are common. This means direct tendering remains the dominant procurement route. But framework access is the mechanism that enables scale, and the two routes need separate strategies.

A significant proportion of NHS healthtech contracts are awarded outside formal frameworks, particularly at trust level, where direct procurement and under-threshold awards are common. This means direct tendering remains the dominant procurement route. But framework access is the mechanism that enables scale, and the two routes need separate strategies.

NHS Shared Business Services (NHS SBS) frameworks cover a range of categories including digital and IT, clinical services and professional services. Suppliers on NHS SBS frameworks can be called off by any NHS organisation using the framework without a full competitive process.

NHS Shared Business Services (NHS SBS) frameworks cover a range of categories including digital and IT, clinical services and professional services. Suppliers on NHS SBS frameworks can be called off by any NHS organisation using the framework without a full competitive process.

NHS Supply Chain manages medical device and clinical product categories. For innovative products, the Innovation Dynamic Purchasing System (Innovation DPS) provides an entry route, but suppliers must have been accepted through the NHS Innovation Service and meet national policy objectives, including a NICE recommendation in many cases.

NHS Supply Chain manages medical device and clinical product categories. For innovative products, the Innovation Dynamic Purchasing System (Innovation DPS) provides an entry route, but suppliers must have been accepted through the NHS Innovation Service and meet national policy objectives, including a NICE recommendation in many cases.

NHS England commercial frameworks group digital procurement into six pillars covering 32 separate framework agreements, including clinical and non-clinical software and SaaS, IaaS, PaaS, hardware, and clinical services. The six pillars are managed through four regional procurement hubs: London Procurement Partnership, North of England Commercial Procurement Collaborative, East of England Collaborative Procurement Hub, and NHS Commercial Solutions.

NHS England commercial frameworks group digital procurement into six pillars covering 32 separate framework agreements, including clinical and non-clinical software and SaaS, IaaS, PaaS, hardware, and clinical services. The six pillars are managed through four regional procurement hubs: London Procurement Partnership, North of England Commercial Procurement Collaborative, East of England Collaborative Procurement Hub, and NHS Commercial Solutions.

G-Cloud remains accessible for cloud-hosted digital health software. NHS organisations can buy directly from the G-Cloud Digital Marketplace without running a separate tender, up to £2m per order. G-Cloud is open to applications at each re-tender cycle. Get a copy of our exclusive report detailing G-Cloud 14 spend, and what it can teach you about G-Cloud 15.

G-Cloud remains accessible for cloud-hosted digital health software. NHS organisations can buy directly from the G-Cloud Digital Marketplace without running a separate tender, up to £2m per order. G-Cloud is open to applications at each re-tender cycle. Get a copy of our exclusive report detailing G-Cloud 14 spend, and what it can teach you about G-Cloud 15.

Direct procurement for contracts below the public procurement thresholds is common, particularly in primary care and community health settings. Below £25,000 (for most NHS bodies), procurement rules are less prescriptive and relationship-led engagement plays a larger role.

Direct procurement for contracts below the public procurement thresholds is common, particularly in primary care and community health settings. Below £25,000 (for most NHS bodies), procurement rules are less prescriptive and relationship-led engagement plays a larger role.

What compliance requirements do health tech suppliers need to meet?

For digital health technology (DHT) products, including software used in clinical pathways, patient management, decision support or monitoring, NHS buyers require compliance with a specific set of standards before purchase. These are not optional extras; they are entry requirements for the procurement process.

For digital health technology (DHT) products, including software used in clinical pathways, patient management, decision support or monitoring, NHS buyers require compliance with a specific set of standards before purchase. These are not optional extras; they are entry requirements for the procurement process.

DTAC (Digital Technology Assessment Criteria)

DTAC (Digital Technology Assessment Criteria)

Introduced in 2021 and updated in 2026, DTAC is the NHS's baseline standard for digital health products. It covers five domains: clinical safety, data protection, technical security, interoperability, and usability and accessibility. Suppliers must maintain a current DTAC form for each product version and provide it to buyers on request. From 6 April 2026, only the updated form is accepted.

Introduced in 2021 and updated in 2026, DTAC is the NHS's baseline standard for digital health products. It covers five domains: clinical safety, data protection, technical security, interoperability, and usability and accessibility. Suppliers must maintain a current DTAC form for each product version and provide it to buyers on request. From 6 April 2026, only the updated form is accepted.

Learn more about DTAC in our guide.

Learn more about DTAC in our guide.

NICE Evidence Standards Framework

NICE Evidence Standards Framework

NICE's framework sets out the evidence a digital health product must generate to demonstrate clinical and economic value in the UK health system. It distinguishes between products at different evidence maturity levels, from initial feasibility data through to randomised controlled trial evidence for higher-risk applications. Suppliers without a clear evidence plan against NICE's framework face significant friction at ICB and trust commissioning level.

NICE's framework sets out the evidence a digital health product must generate to demonstrate clinical and economic value in the UK health system. It distinguishes between products at different evidence maturity levels, from initial feasibility data through to randomised controlled trial evidence for higher-risk applications. Suppliers without a clear evidence plan against NICE's framework face significant friction at ICB and trust commissioning level.

Data Security and Protection Toolkit (DSPT)

Data Security and Protection Toolkit (DSPT)

Required for any product that accesses NHS systems or handles patient data. The DSPT is a self-assessed annual submission to NHS England demonstrating compliance with the National Data Guardian's data security standards.

Required for any product that accesses NHS systems or handles patient data. The DSPT is a self-assessed annual submission to NHS England demonstrating compliance with the National Data Guardian's data security standards.

Medical device regulation

Medical device regulation

Products meeting the definition of a medical device under UK MDR 2002 (as amended) require UKCA marking. The Medicines and Healthcare products Regulatory Agency (MHRA) classifies software-as-a-medical-device (SaMD), and the classification determines the conformity assessment route and evidence requirements.

Products meeting the definition of a medical device under UK MDR 2002 (as amended) require UKCA marking. The Medicines and Healthcare products Regulatory Agency (MHRA) classifies software-as-a-medical-device (SaMD), and the classification determines the conformity assessment route and evidence requirements.

What does the NHS evaluation and commissioning process look like?

For health tech companies entering NHS procurement for the first time, the gap between “product ready” and “contract signed” is often larger than expected. The NHS commissioning process has several sequential stages, each with its own decision-makers and evidence requirements.

For health tech companies entering NHS procurement for the first time, the gap between “product ready” and “contract signed” is often larger than expected. The NHS commissioning process has several sequential stages, each with its own decision-makers and evidence requirements.

Innovation service and early engagement

Innovation service and early engagement

NHS England's Innovation Service is the starting point for companies seeking national adoption pathways. Accepted innovations can be referred to NHS Supply Chain for the Innovation DPS, and may receive support through Academic Health Science Networks (AHSNs), now being restructured within a new national innovation framework.

NHS England's Innovation Service is the starting point for companies seeking national adoption pathways. Accepted innovations can be referred to NHS Supply Chain for the Innovation DPS, and may receive support through Academic Health Science Networks (AHSNs), now being restructured within a new national innovation framework.

Local adoption and piloting

Local adoption and piloting

Many health tech contracts begin as small pilots with individual trusts or departments. Pilots generate the local clinical evidence and operational data that trust boards and ICB commissioners use to justify broader rollout. A successful pilot with one trust creates a reference site, one of the most valuable assets a health tech company can develop for future bids.

Many health tech contracts begin as small pilots with individual trusts or departments. Pilots generate the local clinical evidence and operational data that trust boards and ICB commissioners use to justify broader rollout. A successful pilot with one trust creates a reference site, one of the most valuable assets a health tech company can develop for future bids.

ICB commissioning decisions

ICB commissioning decisions

Integrated Care Boards hold commissioning budgets for population health services across their geography. For digital health tools used at population or pathway level, the ICB is typically the buyer. ICB procurement decisions involve clinical leads, population health teams, finance functions and digital teams, each with different evaluation criteria.

Integrated Care Boards hold commissioning budgets for population health services across their geography. For digital health tools used at population or pathway level, the ICB is typically the buyer. ICB procurement decisions involve clinical leads, population health teams, finance functions and digital teams, each with different evaluation criteria.

Trust procurement and capital approvals

Trust procurement and capital approvals

Large health tech contracts at trust level typically require a business case approved through the trust’s capital or digital governance process before procurement can begin. This process can take six to eighteen months, independent of the tender timeline.

Large health tech contracts at trust level typically require a business case approved through the trust’s capital or digital governance process before procurement can begin. This process can take six to eighteen months, independent of the tender timeline.

How do health tech companies build a pipeline in the NHS market?

For health tech companies with a commercially validated product, winning NHS contracts in volume is a pipeline management problem. The clinical evidence and compliance requirements are table stakes; the commercial question is which organisations are procuring, when, and whether the supplier is positioned to compete.

For health tech companies with a commercially validated product, winning NHS contracts in volume is a pipeline management problem. The clinical evidence and compliance requirements are table stakes; the commercial question is which organisations are procuring, when, and whether the supplier is positioned to compete.

Several things distinguish companies that build consistent NHS revenue from those that win one or two contracts and stall:

Several things distinguish companies that build consistent NHS revenue from those that win one or two contracts and stall:

They know which contracts are expiring. NHS contracts appear on Contracts Finder and Find a Tender with end dates. Suppliers that track contract expiry across their target categories and geographies can identify re-procurement windows 12 to 18 months in advance, the realistic window for relationship-building before a tender is published.

They know which contracts are expiring. NHS contracts appear on Contracts Finder and Find a Tender with end dates. Suppliers that track contract expiry across their target categories and geographies can identify re-procurement windows 12 to 18 months in advance, the realistic window for relationship-building before a tender is published.

They track the right buyers. NHS procurement is decentralised, but not uniform. Some ICBs and trusts are consistently early adopters of digital health technology; others are slower to procure. Identifying which buyers are active in a category, and what they have already purchased, shapes where commercial teams invest their relationship-building time.

They track the right buyers. NHS procurement is decentralised, but not uniform. Some ICBs and trusts are consistently early adopters of digital health technology; others are slower to procure. Identifying which buyers are active in a category, and what they have already purchased, shapes where commercial teams invest their relationship-building time.

They monitor framework renewals. Getting onto a national NHS framework, whether NHS SBS, NHS Supply Chain, or one of the six digital pillars, is a high-value commercial event that creates call-off opportunity across many buyers. Missing the on-ramp means waiting for the next renewal, typically two to four years. Tracking framework pipeline notices is a necessary part of NHS commercial planning.

They monitor framework renewals. Getting onto a national NHS framework, whether NHS SBS, NHS Supply Chain, or one of the six digital pillars, is a high-value commercial event that creates call-off opportunity across many buyers. Missing the on-ramp means waiting for the next renewal, typically two to four years. Tracking framework pipeline notices is a necessary part of NHS commercial planning.

They use procurement data as competitive intelligence. Award notices show which suppliers have won which categories at which NHS organisations, and for how much. This tells a health tech company who its real competitors are in each trust or ICB, what pricing has been accepted in previous tenders, and which contracts are held by embedded incumbents versus first-generation wins.

They use procurement data as competitive intelligence. Award notices show which suppliers have won which categories at which NHS organisations, and for how much. This tells a health tech company who its real competitors are in each trust or ICB, what pricing has been accepted in previous tenders, and which contracts are held by embedded incumbents versus first-generation wins.

Arcamus aggregates NHS procurement data across Contracts Finder, Find a Tender and sector-specific sources, giving health tech companies visibility of contract expiry, buyer activity and competitive positioning across the NHS market. For commercial teams targeting specific ICBs or trust categories, this replaces the manual trawl through individual portals with a structured view of where the opportunities are and when they are likely to be tendered. See how it works.

Arcamus aggregates NHS procurement data across Contracts Finder, Find a Tender and sector-specific sources, giving health tech companies visibility of contract expiry, buyer activity and competitive positioning across the NHS market. For commercial teams targeting specific ICBs or trust categories, this replaces the manual trawl through individual portals with a structured view of where the opportunities are and when they are likely to be tendered. See how it works.