We’re in a world of next-day delivery – to enable this, businesses must hold stock somewhere. But what do we need to procure? How much stock is needed to exceed customer requirements? Where to store stock? How to manage risks while optimising inventory? This is all incredibly complex, expensive and risky for Oxford Nanopore, which makes an innovative, disruptive new way of DNA and RNA sequencing. Its products, used in over 120 countries, work on a mixture of software, hardware, biologics and chemistry. This results in lots of variables/ unpredictability and a large supply chain network to manage.

Judges comments: “This is an exceptional example of technical and strategic supply chain innovation. Oxford Nanopore adopted DDMRP in a high-complexity, fast-growth environment and demonstrated sharp commercial and service improvements. The initiative stands out for its clarity of purpose, execution maturity and long-term integration into business rhythm – a rare, truly demand-driven transformation.”

Project Blueprint is a transformative initiative aimed at reducing United Utilities' deliverability and supply chain reputational risk through standardising assets and creating seamless integration between engineering and commercial teams to implement market-led solutions. By focusing on standardisation, we are not only improving design efficiency but also significantly reducing costs and carbon emissions while ensuring security of supply for our critical assets. By building strong collaborative relationships with the supply chain, we are securing the capability and capacity needed to deliver our ambitious programme and driving economic growth in the North West.

Judges comments: “A prime example of a cross-functional team that has been able to bring standardisation to complex marketplaces and thereby reduce supply chain risk. The team acted as part of the integrated delivery team to achieve a reduction in cost, carbon emissions and time.”

Linefeed is one of the largest contracts held by Jaguar Land Rover (JLR), spanning five plants in the UK. The primary objective of any Linefeed sourcing project is to ensure production stability, as uninterrupted car production is vital for a car manufacturer. For over 15 years, JLR did not seek competition for this service due to the risk presented to production, resulting in a single incumbent for most of the plants. Through a meticulously planned and collaborative strategic approach, JLR proactively set out to challenge the status quo of the incumbent whilst ensuring production stability, operational efficiency, future flexibility and cost-effectiveness.

Judges comments: “This is an excellent example of a challenging and critical project whereby cross-functional working was not only successful but delivered strong outcomes. The lessons learned have been clearly embedded for the future.”

As Russia’s illegal full-scale invasion headed towards a third year, UK MOD recognised that to keep Ukraine in the fight and position it in any future peace negotiations required more than the rapid procurement and gifting of equipment – it needed a solution which was sustainable and scalable. Thus, Task Force Hirst was established in 2024 to develop UK/Ukrainian industrial cooperation, using procurement as the engine for strategic change. Hirst delivered a series of major capability contracts that will support Ukraine, as well as driving long-term economic benefit to the UK defence industry and the Armed Forces.

Judges comments: “This is a powerful example of a problem that couldn’t have been resolved without effective and collaborative teamwork. Working under difficult circumstances, the team mobilised quickly and used the stakeholder group to provide an innovative solution.”

Balfour Beatty’s (BB) Procurement SLT places strong emphasis on collaborative working. Aligning with this commitment, BB has recognised the alarming prevalence of modern slavery within the construction industry. Procurement led the design and launch of a Modern Slavery Audit Programme to assess and mitigate risk within the supply chain. Now into year three, the programme has embedded strong cross-functional collaboration, ensuring shared accountability, consistent processes and improved capability across the business. This initiative reinforces BB’s position as a sector leader, using procurement as a strategic lever to strengthen supply chain integrity and advance sustainable practices across the wider construction industry.

UK Power Networks is committed to reaching Net Zero for both its own business carbon footprint and that of its supply chain. By leveraging an industry-leading carbon reporting platform and a pioneering embodied carbon tool, UKPN is leading the way in sustainability. The reporting platform pinpoints carbon hotspots across its supply chain, resulting in a much more accurate carbon submission from c160 suppliers. In 2024, this approach resulted in a c20% reduction. Furthermore, UKPN’s embodied carbon tool resulted in a c19% reduction across completed major projects. This company doesn’t just measure, it takes real actions to reduce supply chain emissions.

Judges comments: “It’s wonderful to see the collaborative approach taken in sharing best practice and addressing similar challenges across the supply chain. Providing good educational support in response to carbon reporting fatigue has yielded impressive results.”

A diverse supply base fuels innovation by drawing on a wider range of perspectives, capabilities and creative solutions. However, a significant barrier for SMEs is the lack of accessible platforms to connect with large buyers such as Heathrow. Without clear visibility and engagement opportunities, many SMEs struggle to navigate complex procurement processes or showcase their capabilities. Bridging this gap is essential to unlocking their potential. Heathrow Lift Off addresses this by creating a more accessible pathway for SMEs to engage with our supply chain, driving innovation, promoting supplier diversity and ensuring sustainable growth for our ecosystem.

Judges comments: “This is what supplier diversity is really about, bringing the innovative thinking of SMEs and educational units to address strategic and operational issues within a business while also creating opportunities for those less fortunate.”

This initiative aimed to address two key challenges: the lack of employment opportunities for individuals leaving the prison system, and the critical skills shortage in the highways and construction sectors. The initiative sought to create a socially valuable solution to both issues by offering practical skills training and tangible career pathways within prisons. We are now:

- Working with our supply chain to adopt a shift in recruitment strategies

- Focusing on rehabilitation potential rather than traditional hiring 

- Integrating structured pre-release training, with the possibility of post-release employment support 

- Developing a model that’s scalable and repeatable across the industry

Judges comments: “This is an impressive social value programme of rewarding and repeatable initiatives. The initiative has clearly had a huge impact.”

We’re in a world of next day delivery – to enable this, businesses must hold stock somewhere. But what do we need to procure? How much stock is needed to exceed customer requirements? Where to store stock? How to manage risks, while optimising inventory? This is all incredibly complex, expensive and risky for Oxford Nanopore. They make an innovative, disruptive, new way of DNA & RNA sequencing. Their products, used in over 120 countries, work on a mixture of software, hardware, biologics and chemistry. This results in lots of variables/unpredictability and a large supply chain network to manage.

Judges comments: “Oxford Nanopore adopted DDMRP in a high-complexity environment and demonstrated sharp commercial and service improvements. The initiative stands out for its clarity of purpose, execution maturity and integration into business rhythm.”

Charlotte Tilbury is a fast-growing beauty brand with global reach, including boutiques, beauty counters in premium department stores, and a strong e-commerce business. The Procurement Team, established in 2021, has transformed significantly over the past year. The new procurement function aimed to address the lack of structured processes causing inefficiencies, financial risks and poor visibility over company spending. Key issues were:

– Uncontrolled spending

– Lack of spend visibility

– High contract risk

– Operational inefficiencies

– Limited stakeholder engagement

A phased approach was adopted to establish the procurement function, focusing on immediate stabilisation, long-term governance and strategic value creation, combining best practices with business objectives.

Judges comments: “A hugely impressive transformation for a relatively small team. They grew at a pace the business was ready for, making good use of technology and a clear strategy enabled by identifying the right people.”

In response to feedback from over 700,000 passengers, the Rail Delivery Group (RDG), the Department for Transport (DfT) and our supply partners developed the Welcome Point. This is an innovative, centralised solution designed to enhance accessibility, foster inclusion and drive meaningful impact across the rail network. Before the Welcome Point’s introduction, the absence of accessible features and visible help points made navigating railway stations a daunting task, resulting in many opting to avoid public transport altogether. The RDG and the DfT have responded with a commitment to create a system that sets a new benchmark for accessibility.

Judges comments: “Welcome Points is a thoughtful, inclusive approach to improving accessibility across the rail network. The project identifies a gap in the travel experience for disabled passengers and offers a solution that has improved confidence, independence and satisfaction.”

This project was looking to resolve the following challenges:

– Suppliers lacking visibility into their strategic importance, leading to disengagement

– No direct engagement between senior leadership and suppliers, leaving both sides disconnected

– Suppliers frustrated with delayed invoice approvals and lack of payment transparency

– Suppliers not having a formal way to escalate issues

– A misalignment between procurement, finance and supplier relations, creating inefficiencies and delays

By addressing the root causes of these problems and setting a new standard for excellence, this project has transformed Tahakom’s supplier management into a more efficient, transparent and supplier-centric system.

The NEP/NZT project is pioneering the UK's first full-chain carbon capture and storage system in Teesside, aiming to decarbonise one of the nation's most carbon-intensive regions. By 2035, the East Coast Cluster is projected to transport and securely store around 23 million tonnes of CO2 annually, addressing approximately 50% of all UK industrial cluster emissions. The Project reached FID in December 2024 and the procurement team played a key role through implementing novel contracting strategies and awarding over $4B of supply chain contracts, with voluntary industry ambition of 60% UK content helping to stimulate economic growth by supporting thousands of jobs.

Judges comments: “This first-of-a-kind engineering project involved lots of innovative thinking and cross-functional working. This new way of achieving decarbonisation has been highly effective, which will be genuinely impactful for the future of the entire industry.”

At Nestlé UK & Ireland, fresh milk represents their largest locally sourced raw material, integral to iconic brands such as KITKAT and Nescafé Frothy Coffee. The Regenerative Milk Plan, a game-changing project, successfully meets 100% of the demand for these brands, showcasing Nestlé's commitment to sustainable sourcing. This submission demonstrates the long-term commitment, innovative strategies and significant positive impact of the Nestlé and First Milk Partnership, making it a strong contender for the Best Sustainable Procurement Project of the Year Award. The project aligns with CIPS's goal to recognise excellence in procurement and supply chain management.

With a large catalogue of purchased materials and finished products sold, Premier Foods teams wanted to work cross-functionally amongst procurement and sales to transform the way we present our cost forecasts. We exploited multiple business intelligence, data analytics and planning tools to create a forecasting approach in which the Procurement Team can plan, review and present the data. This is then transformed using a sophisticated allocation-based model from a commodity input-led view into a product/brand output-led view to enable the Sales Team to review and utilise the outputs in their strategic pricing and investment decisions.

Judges comments: “The digital transformation at Premier Foods sets a great example of strategic innovation and cross-functional collaboration. The team has improved forecasting accuracy and agility, with improved price competitiveness and stronger commercial alignment.”

VEON is a NASDAQ-listed global digital operator serving nearly 160 million customers. Beeline Kazakhstan, a VEON operating company founded in 1998, is the leading digital telecom operator in Kazakhstan, offering mobile and fixed telephony, data transmission, IoT solutions and digital financial services. The DO1440 Led Robotic Process Automation initiative within procurement aligns with VEON's objectives, incorporating cutting-edge technologies to boost productivity and yield cost savings. This project supports VEON's strategic initiatives directed at pperating companies by emphasizing strategic sourcing, and contributing to the digital advancement of Beeline Kazakhstan, VEON Group.

Kier Transportation Procurement and Supply Chain Team have taken action to address the advancing skills shortage across the infrastructure sector. With a proactive strategy to develop and retain an inclusive and diverse team, we have seen an increase in attraction and retention rates amongst our employees and a positive impact on how we procure and manage our supply chain. We are able to offer a market-leading approach to supply chain management and leverage strategic supplier relationships. This has also resulted in enhanced collaboration, increased innovation and greater efficiencies for our clients.

Judges comments: “This team has been successful in pushing for diversity and inclusion, introducing initiatives to make this a reality. Inclusion is about actively listening to understand what makes a difference. This team achieved that, with a tangible impact.”

The Procurement Act 2023 will improve the way public procurement is regulated and support the government’s goal to speed up and simplify procurement processes. It aims to spotlight value for money and maximise opportunities for small businesses, charities and social enterprises to innovate in public service delivery. To successfully deliver this, the Transforming Public Procurement Design and Development Team created a learning package which has supported thousands of procurement professionals to develop the knowledge, skills, understanding and confidence to operate effectively within the new public procurement regime – driving increased value for money and social value for the taxpayer.

Judges comments: “A once-in-a-generation project, and to land it was an outstanding achievement. The reach, accessibility and blend of technical and behavioural learning are impressive. The strategy exemplifies what national capability uplift can look like.”

Curzon Consulting partnered with Convatec, a global medical products company, to execute a fast-paced, data-driven procurement cost reduction programme that delivered both immediate and long-term value.

Working across over 15 spend categories and using a wide range or procurement levers and strategies, the initiative achieved several millions USD savings within just four months—exceeding targets by 70%.

Beyond savings, the project enhanced procurement's credibility and capabilities, embedding strategic sourcing practices and sustainability improvements across the organisation. The project stands as a leading example of procurement excellence in a challenging and time-constrained environment.

Judges comments: “Curzon has been very effective at identifying opportunities, closing gaps in capacity and capability, and delivering results. This is a very solid demonstration of strong procurement activity.”

Not addressing supply chain emissions means that telecommunications operators (telcos) face very real impacts on the cost of capital. In addressing Scope 3 supply chain emissions, telcos have to influence suppliers who are some of the world’s biggest companies with strong supplier power. The challenge is, how do you engage with these suppliers when you have little buyer power, and the engagement will take a lot of effort and cost, not to mention expertise, to gain commitment from suppliers and drive emissions reduction. The project set up a collaborative initiative across the customer base to engage the suppliers and meet this challenge.

At Etihad Airways, procurement is a strategic function with significant influence on corporate decision-making. Led by Cassie Mackie, the department plays a crucial role in driving financial performance and operational excellence. The team is structured to align closely with key business units, providing valuable input across all operations. Procurement's value proposition extends beyond cost savings, encompassing revenue enhancement, risk management and competitive advantage. Cassie’s remit includes informing business strategy, leading high-stakes negotiations and spearheading digital transformation initiatives. This strategic positioning ensures procurement is a key contributor to Etihad's success, with Cassie's insights regularly shaping critical business decisions.

Judges comments: “A standout example of how a mature procurement function can impact business strategy and revenue creation, along with savings and risk management. They have achieved this with a reduction in staff by creating efficiencies so as not to impact performance.”

In under two years, Pragmatic Semiconductor's Procurement Team has evolved into a high-performing strategic partner. The team of five introduced governance, risk management and supplier relationship frameworks, playing a central role in major business initiatives including the successful delivery of a new semiconductor fab and capacity expansion plans. Pragmatic Park is the UK’s first 300mm semiconductor manufacturing site, set to become the largest by wafer volume by late 2025. Procurement's influence extends across sustainability, compliance and corporate strategy. Recognised internally for excellence and impact, the team has transformed procurement into a value-driving capability, supporting ambitious growth plans and long-term success.

Judges comments: “From a standing start to well-respected function in such a short time speaks to the quality of the process implemented. The results achieved are universally impressive and demonstrate the impact a well-planned strategy can make to an organisation.”

Seven Force Commercial Services provides commercial and procurement services to seven Police Forces across the eastern region; Essex, Kent, Bedfordshire, Cambridgeshire, Hertfordshire, Norfolk and Suffolk. Our aim is to use the collaborative buying power of our forces to obtain better value for money from our contracts, enhancing inter-operability and efficiency across the wider police service, promoting innovation and technological solutions for modern-day policing. Aligned with national initiatives, yet providing support for victims of crime at the local level, this high-quality, value for money supply chain increases social value benefits.

Judges comments: “A good example of a team being expanded and embracing the challenge. They got procurement involved to bring knowledge of innovation options to help shape tenders, and moved to outcome based contracts. The benefits yielded give this team credibility.”

In response to global supply chain shocks such as COVID-19 and the Russia-Ukraine conflict, The Global Supply Chains Intelligence Programme (GSCIP) was established in May 2021. Led by the Department for Business and Trade and used through partnership with other government organisations such as MoD, FCDO, CCS and NHS Supply Chain, GSCIP is transforming government understanding of supply chains through big data and AI. GSCIP is a pioneering initiative that integrates commercial and government data to provide new insights into supply chain risks and opportunities, through applying advanced data science techniques, thereby shaping strategic government policy and operational priorities.

Judges comments: “The GSCIP platform is transforming the understanding of supply chains through big data and AI. This is an innovative and strategic response to a dynamic global risk environment, which demonstrates strong technical ambition.”

Faced with declining recruitment numbers, evolving candidate expectations and outdated legacy systems, the Ministry of Defence embarked on a bold programme to reimagine how the UK armed forces engage, attract and enlist talent. The Armed Forces Recruitment Programme is a joint industry-military partnership that provides unified tri-service recruitment for the UK armed forces for the first time in history. A nine-year, £1.3B contract was awarded on schedule and within the forecast financial envelope which, through a world-leading, collaborative procurement model and the exploitation of technology and automation, will speed up recruitment, attract the best talent and boost national security.

Alba Rodriguez joined Costa Coffee during a team restructure in 2023. With a mostly new team, she saw an opportunity to reset Costa's approach to sustainability. Alba led the creation of a four-pillar strategy, aligning direct and indirect teams and embedding sustainability into supplier audits, carbon tracking and innovation. She is a Mental Health First Aider and part of Costa’s Diversity & Inclusion network. After joining the Nudge Global Impact Challenge in 2021, Alba became a mentor in 2022, supporting future sustainability leaders. Originally from Spain, Alba built her career in the UK, always driven by the belief that procurement drives real change.

Matt Lowe is a dedicated professional in the procurement and supply field, recognised for his achievements and commitment to excellence. At 29, he has consistently delivered results that exceed expectations considering his age and experience. Matt's innovative approach, dedication to promoting diversity and ability to drive meaningful change have been acknowledged by his colleagues, who encouraged him to apply for this award. He is passionate about leveraging technology and fostering inclusive cultures to create sustainable value. Matt has successfully completed his CIPS Level 5 and is already halfway through Level 6, aiming to achieve MCIPS by the end of 2025. 

Judges Comments: “Matt is CPO-ready. He is incredibly impressive in terms of what he’s accomplished – his experience, the locations he’s worked in, his engagement with domestic and global supply chain, and the stakeholders that he’s engaged. He’s outstanding.”

As a Procurement Manager, Lisa Massey exemplifies the CIPS values of ethical leadership, innovation and sustainable practice. Lisa built procurement functions that deliver strategic value, achieving over $1M in savings, reducing environmental impact through reshoring and improving supply continuity through proactive supplier collaboration. Her work at Byoma and Ooni showcases how agile, transparent procurement can drive commercial success and resilience. Lisa has successfully balanced career, study and motherhood, proving that determination and integrity can overcome any challenge. She aims to inspire future procurement leaders, champion inclusive workplaces and raise standards across the profession by driving positive, purpose-led change and challenging unconscious bias.