Public sector procurement in 2026

As we move into 2026, public sector procurement feels like it has reached a natural reset point.

The last few years have been dominated by change — new legislation, new systems and new expectations. What we are now seeing across our work with public sector authorities is a shift away from transition and towards confidence in decision-making. The focus now is less about learning the rules, and more about applying them well, consistently, and in a way that delivers real value.

This article sets out our view on what will matter most for public sector procurement over the next 12 months, shaped by practical delivery experience. Where relevant, we reference established guidance that reinforces what we are already seeing in practice.

1. From compliance to confident decision-making

In our experience, the biggest challenge for procurement teams in 2026 is not understanding the rules — it is being confident in how they are applied.

The new rules provide more flexibility, but that flexibility potentially brings greater scrutiny. Increasingly, the questions we see are:

• Why was this route to market chosen?
• How was competition structured?
• Is the approach proportionate, fair and aligned to organisational priorities?

This emphasis on judgement and transparency reflects the intent of the Procurement Act and the expectations set out by the Cabinet Office through the National Procurement Policy Statement. Procurement is expected to support wider organisational objectives, not simply deliver a compliant process.

In 2026, procurement teams will be judged less on procedural compliance and more on the quality of their decisions.

2. Frameworks are being used more deliberately

Frameworks remain an essential tool for the public sector, but we expect their use in 2026 to be more selective and more considered.

Across recent engagements, we are seeing closer examination of:

• Whether a framework genuinely fits the requirement
• How mini-competitions are designed
• Whether call-off approaches support fair competition and value

Using a framework does not remove the need for planning — it simply changes where that planning happens. Guidance from the Crown Commercial Service reinforces the importance of selecting and using frameworks appropriately, rather than defaulting to them for speed alone

In 2026, authorities that rely on frameworks without clear justification risk limiting choice, reducing value, or attracting challenge.

3. Social value: simpler, more relevant, and easier to evidence

Social value is firmly embedded in public sector procurement, but the emphasis is changing.

What we are increasingly seeing is a move away from complex models towards simpler, more relevant commitments that:

• Relate directly to the contract
• Reflect local priorities
• Can realistically be monitored and reported

Where social value commitments support local skills, employment or decarbonisation priorities, they are more likely to deliver lasting benefit beyond the life of the contract.

This reflects the intent of the Social Value Model and wider place-based policy priorities promoted by the Department for Levelling Up, Housing and Communities.

In 2026, social value will be judged less on ambition and more on evidence of delivery.

4. Supply chain resilience becomes more targeted

Generic risk registers are no longer sufficient.

Public sector organisations are becoming far more targeted in how they approach supply chain resilience — differentiating between:

• Services where continuity is critical
• Markets with limited supplier capacity
• Areas where affordability remains the dominant concern

This requires stronger understanding of markets and better use of early engagement, rather than one-size-fits-all approaches. Analysis from organisations such as the OECD (Organisation for Economic Co-operation and Development) reinforces that resilience is achieved through informed planning and sourcing, not simply contractual safeguards.

In 2026, category-specific thinking will be essential to balancing risk, affordability and service continuity.

5. Digital tools support better decisions — governance matters most

Digital procurement tools and AI-enabled analysis are becoming more common, particularly in market analysis, option appraisal and performance monitoring.

However, what will distinguish high-performing teams in 2026 is not the technology itself, but how it is used and governed. Data quality, transparency and auditability matter far more than speed alone – particularly where tools inform high-value, complex or high-risk decisions.

This reflects wider thinking on digital government and assurance highlighted by the Institute for Government.

Technology should support sound decision-making — not replace it.

6. Value for money is about outcomes, not just price

Public sector budgets remain under significant pressure, but what we are seeing is a more well-rounded understanding of value for money.

Lowest price alone is rarely enough to deliver sustainable outcomes – financially, operationally or environmentally. Instead, greater emphasis is being placed on:

• Whole-life cost
• Service continuity and resilience
• Deliverability and mobilisation risk
• The impact of poor performance over time
• Environmental impact over the life of the contract

Many of the issues highlighted in public sector reviews stem from insufficient thinking before going to market — unclear outcomes, unrealistic assumptions, or poorly defined responsibilities. This aligns closely with recurring findings from the National Audit Office, which consistently links weak upfront planning to poor delivery.

In 2026, procurement approaches that do not clearly demonstrate how value will be delivered and sustained will be increasingly challenged.

What strong public sector procurement looks like in 2026

The organisations that perform best over the next 12 months will:

• Invest more time before going to market
• Be confident in explaining why an approach was chosen
• Use frameworks intentionally and deliberately, not automatically
• Focus on outcomes, resilience and deliverability
• Embed governance and contract management from the outset

Together, these behaviours distinguish organisations that manage commercial risk proactively from those that react to it later.

This is no longer about ticking boxes. It is about clear, defensible decisions that deliver value for the public sector.

How we support public sector organisations

This is where we support public sector clients — through Strategy and Analysis and Framework Strategy and Management — helping ensure procurement approaches are clear, proportionate and outcome-focused before the process starts.

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