Sourcing

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The Strategic Sourcing team is a category aligned function. Our Category Management approach extends beyond the simple purchasing of goods/services, it guides the University toward enhanced Supplier Relationship development, advanced negotiations, strategy development, and increased benefits to the University.

Service

  • Greater efficiency in approach to Sourcing & service for Stakeholders
  • Standardizing and implementing a category specific best-in-class approach to contracting
  • Proactive Stakeholder support through future goal/project alignment, long-term budget planning support

Industry Knowledge

  • Deep understanding and SME level industry knowledge for category and market trends
  • Greater awareness of innovative products/service that could better serve Yale

Supplier Management & Risk Management

  • Strategic supplier relationships improving opportunities for shared value creation
  • Proactive recruitment and vetting of new, innovative suppliers
  • Identification and mitigation of potential supply chain risks
  • Scored supplier performance, supplier issue resolution

Negotiation

  • Better leveraging economies of scale
  • Better insights into University spending and forecasts
  • Addressing variability within supply base and contracts across departments

Maximize Value and Quality of the Purchases Departments Need to Make:

  • Comprehensive management of the end-to-end process, including:
    • Solicit, analyze, and negotiate proposals; being the face and lead on negotiations to protect department/supplier relationships.
    • Total cost of ownership and providing stewardship on overall value, not solely price.
    • Ensuring departments are compliant in their approach to purchase requisitions.
    • Lead supplier issue resolution for the Yale Community:
      • Coach/Mentor departments in working with a supplier (dealing with an issue)
      • Manage non-performance, non-compliant suppliers
      • Manage recovery of funds in the event of non-performance, non-compliance with the contract.
      • Negotiate extensions of warranties, licenses, etc.”
      • Verify Financial Health of Suppliers:
        • Leverage industry third-party resources to confirm the financial health of a supplier and perform reference checks on the quality and reliability of the supplier’s product/service.
        • Internal reference checks with other departments at Yale who have worked with the supplier.
      • Supplier Issue Resolution:
        • Coach/Mentor departments in working with a supplier/dealing with an issue
        • Manage non-performance, non-compliance
        • Manage recovery of funds in the event of non-performance, non-compliance with the contract
        • Negotiate extensions of warranties, licenses, etc.

Mitigate Risk:

  • Ensure that Yale’s terms and conditions are met in all contracts/agreements
  • Custom Equipment Builds: Manage balance between specifications being delivered to expected performance and at expected time intervals.
  • Validate the supply chain: ensure the supplier has the ability to guarantee stock availability
  • Ensure that Service Level Agreements (SLAs) around delivery dates and service availability are built into the contract and vetted
  • Ensure policy compliance, both internal policies (Privacy Office, Accessibility, Finance Policy and Procedures) and the policy and procedures for federally funded contracts.

Develop Strategic Partnerships:

  • Cultivate long-term strategic partnerships with critical suppliers resulting in a greater overall and a more simple and efficient purchasing process for Yale departments.