In the complex environment of higher education procurement, institutions are under increasing pressure to maximize value, manage limited budgets, and deliver high service levels to diverse stakeholders. While leveraging volume across departments or testing new suppliers remains common, the most impactful savings often come from working more strategically with existing suppliers. These suppliers already understand the institution’s systems, culture, and expectations—giving procurement professionals a head start in identifying efficiencies and avoiding costly disruptions.
You don’t always need an RFP to reduce costs. Sometimes, your best opportunity is right in front of you.
1. Strategic Flexibility: “Going Rogue” with Existing Suppliers (The Smart Way)
Procurement often discourages deviation from negotiated (and competitively sourced) contracts. But when done strategically, going a bit “rogue” within an existing supplier relationship—operating outside the strict scope of a contract—can be a savvy cost-saving move. Especially in higher ed, where needs evolve quickly and budgets shift mid-cycle, rigid agreements can limit opportunity.
Cooperative contracts exist for a reason. They offer stability and scalability, but also flexibility to respond to real-time needs. Instead of going off-contract with a new supplier, lean into your existing network and ask for:
This “smart rogue” behavior allows institutions to respond to new needs while maintaining consistency, minimizing risk, and preserving negotiated rates. When procurement facilitates the discussion, compliance and fairness are maintained.
Suppliers don’t want to lose you. Use this to your advantage. They’re often more flexible than expected when approached collaboratively. Going slightly outside the contract with a known partner is often far less risky—and more productive—than switching suppliers entirely.
2. Renegotiate with Purpose
Contracts should evolve alongside changing markets and institutional needs. Don’t wait for expiration dates to reassess terms. Consider proactive renegotiation when:
Suppliers are often open to new terms if you bring something to the table—like early renewal, longer duration, or better payment terms. For example, if IT storage needs double mid-contract, don’t just accept the escalator clause. Ask for updated volume-based pricing.
Even modest changes—relaxing order minimums, eliminating freight fees—can create noticeable savings over time. Approach renegotiation as a collaborative adjustment, not a confrontation.
3. Enhance Supplier Collaboration and Train Internal Customers
Strong supplier relationships unlock savings that go beyond the contract. Engaged suppliers can provide:
Often, existing suppliers will match or beat external pricing—if given the chance. Unfortunately, faculty and department staff may not realize this. They might assume they need to go outside for better deals.
That’s where the procurement department steps in. By training internal customers to bring competing offers to procurement rather than making maverick purchases; institutions retain volume discounts and consistency while still saving money.
Recommended strategies:
Reframing procurement as a strategic partner—not a gatekeeper—builds trust and protects institutional value.
4. Implement Demand Management Internally
Savings don’t just come from better pricing—they come from smarter buying. Procurement can lead demand management initiatives such as:
By engaging departments in these efforts and linking savings to mission-driven goals, procurement creates a culture of shared responsibility and smarter spending.
5. Standardize and Rationalize the Product Mix
Standardizing and rationalizing the product mix helps avoid hidden costs. Variety may suit personal preferences but drives up institutional spend.
Collaborate with suppliers and purchasing cooperatives to:
Reducing product variation improves contract compliance, enables deeper discounts, and simplifies inventory management.
6. Utilize Technology to Streamline Procurement
Modern tools like e-procurement platforms, punchout catalogs, and workflow automation reduce errors and accelerate adoption of preferred contracts.
Integrated supplier systems offer:
Encourage supplier integration with your platforms and reward those who adapt. These efficiencies benefit both parties and free procurement staff to focus on strategic priorities.
7. Reward Innovation and Flexibility
Suppliers who bring proactive cost-saving ideas should be recognized. Consider:
A janitorial supplier who suggests a dilution system that reduces chemical use may cost more up front but save significantly over time. Long-term partners often bring the most creative and impactful ideas—and they deserve your trust.
8. Where E&I Fits In
Everything above becomes easier when you have the right partner in your corner.
E&I Cooperative Services is the only member-owned, education-focused purchasing education-focused purchasing cooperative. We’re here to help institutions like yours get the most out of the suppliers you already work with—without starting from scratch.
Here’s how we support smarter savings strategies:
Bottom line: You can go rogue the right way. With E&I, working creatively within your existing contracts isn’t just possible—it’s powerful. We help you unlock the kind of flexibility, savings, and innovation that usually seem out of reach.
Higher education procurement is no longer just about price—it’s about enabling value, flexibility, and institutional resilience. While volume leverage is important, sustainable savings come from smarter, deeper engagement with the suppliers you already trust.
By pushing for flexibility, educating internal users, and treating your supplier relationships as strategic assets, you unlock savings that go far beyond the contract.
And with a partner like E&I helping you every step of the way, you can rethink what’s possible—without reinventing the wheel.
To learn more about how E&I Cooperative Services can help your institution achieve strategic savings through smarter supplier relationships, please visit us at www.eandi.org.
