NP47926 Biologic, Biosimilar’s and Methotrexate Injections

Written by Kim Frater

Former Public Sector Buyer • Founder of Bid Trawler • 40+ years' public sector experience

"I believe public procurement shouldn't be complicated. Every guide I write explains the process in plain English so you can bid with confidence."

3 minute read  •  Updated September 2026

A practical guide to understanding what the buyer really wants and how to build a winning response.

This isn't just about the drugs

When you read a tender like this, it's easy to focus on the pharmaceuticals.

Biologics, biosimilars and methotrexate injections are the stars of the show.

But what Public Services Delivery Scotland is really looking for is a supplier who can ensure a consistent, reliable supply chain to NHS Scotland.

That's the real challenge here.

The framework is about supplying these crucial medicines over two years, with a total value of £334,866,015. But remember, securing a place on the framework doesn't guarantee any orders.

Think about NHS Scotland's priorities

NHS Scotland relies on these medications for patient care.

Disruptions in supply can have serious consequences.

If I were writing this tender, I'd focus on how I can provide a steady, uninterrupted supply.

Consider what NHS Scotland needs from a supplier:

• Reliability and continuity
• Responsiveness to demand changes
• Strong logistical capabilities
• Effective communication and reporting

These aren't just pharmaceuticals. They're lifelines for patients.

Pay attention to what they say

Public Services Delivery Scotland is clear about the framework's purpose.

Their documents spell out the need for "reliable supply and distribution."

They aren't merely interested in who can provide the drugs.

They want to know who can manage the supply chain efficiently.

Your proposal should reflect this emphasis on logistics and supply management.

Evidence always beats promises

One thing I noticed when I worked in the public sector was that almost every bidder claimed to deliver an excellent supply service.

Very few proved it.

If you have evidence, use it.

• Documented case studies of past supply success
• Testimonials from other healthcare clients
• Performance metrics demonstrating reliability
• Contingency plans for supply disruptions

These will all carry more weight than simple assurances.

Don't get distracted by the framework's value

The headline figure of £334,866,015 is impressive.

But remember, that's spread across the entire framework and all suppliers.

Your focus should be on how you can stand out as a reliable partner to NHS Scotland.

Winning a place is the first step. Winning call-offs is the second.

Direct award versus further competition

Winning a place on the framework is just the beginning.

Once you're on, work can be awarded directly or through further mini-competitions.

To be picked for direct awards, make sure you:

• Are easy to find and contact
• Have competitive pricing
• Are known for reliability
• Demonstrate flexibility in supply

For further competitions, you'll need to respond quickly and effectively.

Being ready to turn around a competitive proposal at short notice is crucial.

Think about the long term

This framework spans 720 days.

That's a long time in the pharmaceutical world.

Maintaining standards over this period is key.

Consider how you'll handle:

• Staff absences or turnover
• Fluctuations in demand
• Changes in regulations
• Any potential supply chain disruptions

Consistency is the hardest thing to deliver. Buyers know this.

One thing I'd keep reminding myself

At the heart of this tender are the patients who rely on these medications.

Every decision you make should reflect this.

Ask yourself: "Will this help NHS Scotland deliver better patient care?"

That's the question I'd keep front and centre when writing my submission.

Common mistakes

Avoid submissions that:

• Focus solely on the drugs, ignoring supply chain management
• Lack evidence of past performance
• Fail to address potential supply disruptions
• Overpromise without clear plans for delivery
• Ignore the framework's long-term nature
• Neglect the importance of communication with NHS Scotland
• Present unclear pricing strategies
• Lack a clear understanding of NHS Scotland's priorities

My Final Thoughts

This framework is a significant opportunity for suppliers in the pharmaceutical sector.

Public Services Delivery Scotland is looking for more than just a supplier of biologics, biosimilars and methotrexate injections. They want a partner who can ensure a reliable and efficient supply to NHS Scotland.

With a value of £334,866,015 over 720 days, the focus is on quality and reliability. It's not just about the drugs—it's about the service you provide.

Quality may outweigh price in such a critical supply framework. That's what I'd focus on in my submission.