Strong partnerships are essential to achieving effective public procurement outcomes. In the public sector, strategic collaboration among purchasing groups, government agencies, and key stakeholders fosters efficiency, compliance, and innovation—while generating greater value for buyers.
“Collaboration is the best opportunity to fully understand government priorities and policies. And it sets what the expectations are, in terms of what needs to be met from the government’s perspective,” says Ben Hamilton, OECM’s Vice President of Government Relations and Partnerships.
Governments and public sector entities not only purchase goods and services but also determine the broader procurement rules based on priorities and the changing political landscape, which include economic growth strategies and regional development.
Government relations is crucial in public procurement so businesses can communicate their capabilities and understand government priorities while enabling them to tailor their bids and proposals to better align with policy objectives.
Working with GPOs (Group Purchasing Organizations) like OECM can help broader public sector (BPS) stakeholders reduce and mitigate risks associated with procurement, ensuring compliance with public procurement rules.
One of the biggest challenges in public sector procurement is navigating complex regulatory compliance and legal issues. GPOs can provide the expertise, helping organizations with the complexities of the procurement process because they work with both the customer and the government, notes Hamilton.
“GPOs are the critical link between complex government needs and the need for simple and straightforward procurement,” he says. “GPOs working in the public procurement space need to be able to provide solutions above and beyond just cost.”
Bringing Collaboration to Life: OECM in Action
At OECM, the value of strategic partnerships is reflected through several active collaborations that are helping transform public procurement in Ontario.
For instance, OECM actively engages with several ministries to align on policy directives, streamline procurement for priority projects, and ensure that its procurement strategies are consistent, compliant, and responsive to evolving policy goals.
They also work closely with sector associations like the Council of Senior Business Officials, Council of Ontario Universities, and Colleges Ontario to share procurement best practices and co-develop innovative sourcing solutions that meet the unique needs of its school board and post-secondary institution customers.
These partnerships ensure sector voices are represented in procurement processes and that solutions are aligned with institutional priorities, including sustainability and equity in procurement.
Building trust through strategic partnerships with government agencies, industry allies, and customer and supplier stakeholders can offer a competitive edge, allowing for a more responsive procurement process and successful outcomes.
“When you build longstanding relationships, you are a part of the deliberations and discussions around different issues. It allows you to be a much better partner than you would be otherwise,” says Hamilton.
Empowering Smaller Entities Through Collaboration
As the public sector procurement landscape continues to increase in both size and complexity, greater emphasis will need to be placed on creating bridges and building stronger ties between industry partners.
By working collaboratively with a GPO, smaller organizations with limited resources, funding and staff can connect with other entities to share best practices, insights, and strategies.
“Public sector groups are often very small service agencies or small community healthcare entities that don’t have the resources to run large or complex procurements. They may not have the expertise in-house to comply with procurement rules,” says Hamilton.
He explains that this is how OECM delivers value for public sector buyers: by streamlining procurement processes and ensuring that the government’s overall policy objectives are met. OECM ensures compliance with the BPS Procurement Directives and other trade agreements through an open, fair, and competitive sourcing process.
“OECM makes it much easier for smaller entities to purchase with confidence, knowing the procurement process follows the BPS rules,” he says.
Adapting to Emerging Challenges
GPOs not only help organizations standardize and streamline their purchasing practices but are also better able to address challenges, such as the current tariff threat imposed by the U.S., which could impact procurement strategies.
“There is a lot of uncertainty among customers and governments with the tariff situation,” says Hamilton. “Public sector organizations are saying they don’t want to buy American, for example. It’s going to be up to us as their collaborative sourcing partner to develop innovative solutions to help BPS customers deliver on their unique procurement needs while ensuring government understands how to approach the risks so that we’re running effective procurements even during a time of confusion and disruption.”
OECM is currently working with its customers, suppliers and other partners to assess the impact of these trade issues and identify strategic sourcing alternatives that strengthen Ontario’s supply chain resilience.
Fostering the Future of Public Procurement
Engagement in collaborative procurement initiatives that focus on driving positive outcomes will be crucial for organizations to survive and thrive. The first step to ensuring success is to start building those important strategic relationships.
“Procurement professionals need to start by reaching out to government and identifying who the key decision makers are – politicians, senior staffers, or policy advisors. Building strong relationships across ministries, even those outside your immediate procurement focus, helps you understand the broader policy environment and emerging issues,” advises Hamilton. “Equally important is having that same level of awareness internally so your organization can align its procurement strategies with public sector priorities.”
As procurement continues to evolve amid policy shifts, supply chain disruptions, and heightened public expectations, strategic partnerships and collaboration will remain central to delivering value beyond cost savings, driving innovation, ensuring compliance, and building a resilient and responsive public procurement ecosystem.
This article was published in the April 2025 issue of the Ontario Public Buyers Association (OPBA) Caveat Emptor E-News.
