Meet our Supplier Relationship Managers: Ruth Burns
Building positive supplier relationships works both ways. It helps us to develop a sustainable supply chain, build unrivalled knowledge of the supply markets in the category areas we specialise in, and actively manage and minimise supply risks on behalf of our NHS customers. The advantages for suppliers include building strong working relationships with the NHS and sharing new and innovative products and supply solutions with the healthcare industry. As part of #ServiceMatters month, we spoke to our Supplier Relationship Managers, Ruth Burns and Leo Shippam, about the work they carry out within their job roles. You can read our profile with Leo Shippam here.
Ruth Burns, Supplier Relationship Manager
Can you tell us what kind of work you carry out as an SRM?
"I work with a wide range of suppliers, including those who could potentially supply the NHS via a possible new framework. This is about getting to know their companies and their capabilities as well as educating them about frameworks and in some instances the NHS. This is particularly important for SME’s who often struggle to understand the NHS and how to sell their services to the health service. I also work with suppliers who have been awarded onto frameworks. This is more about building a relationship with the company and providing information about possible opportunities that may be coming up as well as seeking market intelligence from them about what is happening and any new trends. In some instances, we troubleshoot when a contracting authority is having challenges with a supplier and vice versa, so very much a mediator role. The companies themselves vary widely in terms of size and experience, but what I have observed over my time in the role is that all the suppliers on our frameworks wanted to support the NHS to deliver on its objectives.”
What do you enjoy most about the role?
"It is the diversity, of not only the frameworks, but the suppliers and the different issues in the market that mean you must learn quickly, listen to the suppliers and aim to understand the market quickly. It is also that, as a strong advocate for the NHS, I feel that we need to move to a partnership approach of working with suppliers so that we can support the delivery of great patient care. I enjoy the sense that in some small way we are supporting the NHS to do what it does best and deliver excellent clinical care.
What attracted you to the role of SRM?
"I started my career in the NHS as a biomedical scientist in pathology but left over 30 years ago to join the pharmaceutical industry, and I always hoped I would return. This role enables me to bring what I have leant over the last 30 years to support NOE CPC to bring a different approach to supplier management which is exciting."
What is your professional background?
"I started my career in the NHS, then moved into pharmaceutical sales, then via clinical research into marketing and business development and general management. I have worked in the UK, Europe and North America as well as in the far east and South America. This has been with blue chip companies to SME’s and start-ups so you could say a very eclectic career."
How do you feel the role has evolved since you first started?
"When I joined two years ago my colleague had already started and the NOE CPC leadership had a vision of what the role could achieve. However, what we as an organisation have learnt is that the frameworks and the suppliers on those frameworks vary vastly, so although we have a common framework about what we do and should do with suppliers, we have the flexibility to work in a way that helps deliver added value for the supplier and more importantly the NHS."
Do you have any future aims/targets or any projects you are currently working on in your role as SRM?
“Social value and sustainability are big strands of work that we need to ensure we support suppliers to be able to deliver for the NHS in a way that is a win-win.
“I would also like to continue working with my colleagues at NHS London Procurement Partnership and NHS England to unlock some innovation that enables a step change in the delivery of care for patients.
Why do you think it is important to build positive supplier relationships?
"Firstly, in any business-to-business relationship it is better to have a positive relationship, but never more so with challenges of supply, labour shortages and cost pressures. Being able to talk openly is key to managing risk for the NHS.
“We often must ask suppliers to go the extra mile to serve the NHS and so having open dialogue and respect for each other’s challenges is key to delivering positive outcomes."
What do you enjoy most about working at NOE CPC?
"My procurement colleagues who, back when I started my role, were very welcoming and supportive of someone who had minimal knowledge of procurement within the NHS. They are always willing to answer my questions. It is a very positive and welcoming environment.
“The hybrid working enables me to be effective in the role but also manage by work life balance of dog and elderly parent.
“I also enjoy working with young people at the start of their career as they are committed to the values of the NHS and NOE CPC they are excited about working in the NHS which is fantastic.”
Is there anything you would like to add?
" I would encourage anyone who has had a career outside of the NHS but is looking for a new opportunity to make a positive difference to consider coming into the NHS and make a difference to the NHS which is something that is admired around the world and is unique.”