It's easy to get swept up in the latest buzz. AI tools, supplier consolidation, clever dashboards, ever-more-detailed metrics. They all have their place.
But every so often, it's worth stepping back to ask a simpler question. What's our supplier strategy actually for?
For councils, the answer matters more than most. You're spending public money, under real scrutiny, to fill roles that keep communities running. So let's strip it back.
A good supplier strategy does three things. It helps you reach quality talent. It lowers risk. And it keeps costs sustainable, not just low this quarter.
Finding the right mix
There's a long-running debate about supplier numbers. Some councils cut their lists hard. Others keep a wide network. The truth is, there's no magic number.
Trimming suppliers can make admin simpler. But it can also create a "jack of all trades, master of none" set-up. One supplier ends up covering every role, in every team, across every patch.
The result? Weaker talent pipelines, less specialism, and hiring managers settling for whoever's available. For a children's social work vacancy, that gap isn't an inconvenience. It's a risk.
So don't start with "how many suppliers do we need?" Start with "does our mix give us the coverage, expertise and reach we need?" Often a regional specialist or niche provider beats a big generalist.
Look past the headline cost
Cost will always matter to a council. Budgets are tight and every pound is public money. That won't change.
But aggressive rate-cutting and layered discounts can backfire. They look smart on a spreadsheet. In practice, they can push good suppliers, and good candidates, towards easier clients.
Speed matters too. A quickly filled post means little if the person leaves in three months. Then you're recruiting all over again, and paying the premium twice.
Use data, and talk to people
Data is one of the best tools we have. It shows gaps in coverage, spots sourcing trends, and flags risk early.
But dashboards only tell half the story. The richest insight comes from conversations. Hiring managers know the reality of the role. Suppliers know the market. Workers know what the job's really like.
The councils that pair the numbers with real conversations make better decisions. It's that simple.
Be the client suppliers want to work with
Plenty of organisations grade their suppliers hard. Far fewer ask how they look as a client.
Picture it from the supplier's side. Slow feedback, pay at the bottom of the market, patchy communication. Where do you think they'll send their best candidates?
Here's the good news. Even when pay is capped, you can still stand out. Strong onboarding, a quick response, genuine recognition, managers who stay engaged. People often stay for the experience, not just the payslip.
Let technology support relationships, not replace them
AI is changing how we all work, and there's real opportunity in that. More tasks can be automated, which frees up time for the work that counts.
But the best supplier partnerships still run on trust. Open conversations about challenges, workforce planning and the law help suppliers line up behind your goals. Technology should strengthen those relationships, never replace them.
The questions that matter
A supplier strategy doesn't need to be complicated. The strongest ones come back to a handful of questions:
- Have we got the right supplier coverage?
- Are we getting quality talent?
- Are we managing risk well?
- Are our costs sustainable and fair?
- Have we built a set-up where suppliers and workers can both succeed?
Answer "yes" to those, and you're most of the way there.
At Comensura, we help councils answer exactly these questions. Our vendor neutral approach means we never favour one supplier over another, so you get the best person for the role, every time.
That's a smarter way to work.
