I've seen and worked under those managers pharmagrass, my observation is that pretty much every manager in the nhs at the moment was part of the drive to implement modern matrons. If memory serves correctly, because we needed clincians in control who would really understand patient needs.
Problem is the roles have changed from that into something much more business focused yet the people haven't. It takes a certain skill set and personality to focus on finances and management that just wasn't needed at the time they were recruited into their role. The amount of dross I heard spouted and plain old fear in the eyes of people who didn't really know what they were doing was far too common. Biggest problem was (imo) them accepting whatever they were told (illustrated by your price negotiation example), instead of having an eye and stomach for innovation and risk taking.
CCG's will go the same way. I'm not so involved now, but till a couple of months ago I was involved enough to see the cack handedness going on. Piss up in a brewery comes to mind. Two years I saw them achieve precisely fuck all - not even a coherent action plan.
I'm by no means an expert, but I've worked across public, private and charity sectors - if even I can spot cracks then there's something quite badly wrong.
But I've digressed slightly. I think drug and supplies should be done by one department in nhs England personally rather than individual trusts.
It would level off the playing field with regards to the postcode lottery business and mean higher wages could be invested in proper talent and experience.
Would also get rid of those stupid signs in our local hospital telling reps to piss off unless they've got an appointment 
Not that it stops them mind, I think they've got maps to the secretaries offices. If there's one thing I miss about the private sector it's being able to be rude to pushy reps.....