From qualitative research undertaken in Scotland, the authors analyse procurement policy reforms. Utilizing a public service ecosystem framework, barriers to value creation were found, including overly bureaucratic practices, centrally devised rules, and conflicting organizational aims. The authors develop insights into ways policy design and implementation creates (or does not create) value across the many levels of an ecosystem where procurement policy reforms have impact, demonstrating the benefits of using a service ecosystem framework for understanding nuanced impacts and perceptions of policy implementation
