Traditionally, examination of the interface betweenSupply Chain (SC) Management and Project Management(PM) focuses on how the former may support the latter,particularly in the construction industry. This ispredominantly done by communicating project phaserequirements to suppliers through the usage of ‘hard’deterministic methodologies. Arguably, the alternativescenario according to which ‘softer’ PM methodologiesmay be used to facilitate SC development, has receivedlimited academic attention. This is particularly true for thepublic sector and specifically the case of local councils.Our paper examines, theoretically and empirically, therole that PM has played in dealing with the difficultiesrelated to SC development and procurement in theManchester City Council (MCC). In more detail, we lookat how the development and implementation of a novelPM methodology has fostered SC development andsupported organisational change throughout byappropriately addressing external (citizens, EU, UKgovernment) and internal (organisational structure)pertinent issues. Our research takes the form of alongitudinal study according to which relevantinformation has been recorded for the time period 2003 –2006. The information has been collected through a seriesof interviews and meetings with the individuals that havebeen influencing or participating to the developments.Additional data has been obtained through other recordedinformation (e.g. company reports) and some ‘in house’observations. Our paper concludes with the contributionof our work along with some interesting avenues forfurther research.