WORKING OUT THE KINKS
Navigating today’s K-12 supply chain process
It’s a question Jamie Wilson doesn’t take lightly. When asked about the most significant challenges K-12 administrators face, she reflects on the schools not privy to today’s technological advances. Many, she admits, still rely on manual (pencil and paper) or rudimentary technologies (spreadsheets) to manage inventory and track orders.
The processes too often lead to errors, shortages and delays. As a result, teachers are forced to use their own money to purchase supplies and equipment. “Schools prioritize their limited resources to the classroom,” says Wilson, Superintendent of Schools for the Denton Independent School District in Texas. “Investment in technology that would assist in procurement and/or inventory simply does not make the budget prioritization list.”
In today’s K-12 landscape, too many schools also rely on a limited number of vendors for purchasing requirements. Overall, while the numbers reporting supply chain issues are dropping, issues remain. According to the National Center for Education Statistics’ “School Pulse Panel,” 23% of schools reported issues in November 2023, compared to 47% in October 2022. Today, 52% still report some type of supply chain procurement challenge.
Wilson says these challenges can make schools vulnerable to disruptions, especially when so many rely on single suppliers. When you combine the limited vendors with economic fluctuations disrupting the supply chain, securing goods and services on time and on budget is hard. “Districts need to identify multiple providers, use collaborative purchasing agreements, and collaborative bidding agreements to obtain the best prices and accessibility to needs.”
Today, more schools are operating on tighter budgets. The lack of funding often results in schools needing to expedite shipping, which results in higher costs. “Schools are funded at the local, state and federal level, each requiring their own reporting processes,” Wilson says. “These reporting requirements add complexity to equipment procurement and inventory.”
“Schools are funded at the local, state and federal level, each requiring their own reporting processes. These reporting requirements add complexity to equipment procurement and inventory.”
— Jamie Wilson, Superintendent of Schools, Denton Independent School District
The solutions are as simple as they are effective. For example, Wilson believes school districts can allocate scarce resources toward technology and automation by working with vendors to create “stock keep” relationships, shared management software and take advantage of data analytics that would allow for both cost savings and availability.
In addition, they can centralize procurement to district offices for buying power and reduction in product variety. Limiting the choices for specific solutions is never popular, but it allows for better access, support and pricing. “The best strategy is to leverage other government entities to maximize buying power and the stability vendors have to maintain adequate inventory,” Wilson says. “Find a way to diversify vendors. There should not be a sole source.”
Why technology matters
To enhance efficiency, the Austin Independent School District (ISD) in Texas is increasingly leveraging technology. Take the electronic procurement system, Bonfire, which notifies vendors when bid solicitations are posted. The platform helps streamline the proposal submission process by eliminating the need for traditional mail submissions. Bonfire also facilitates the evaluation team in scoring and ranking proposals within the system, aiding in the vendor selection process.
Annie Collier, Executive Director of Contract & Procurement, and Krystal Frank, Executive Director of Bond Procurement Services for Austin ISD, say the district also employs a separate procurement system resembling Amazon, which allows staff to conveniently order products. The system enables price comparisons between vendors and consolidates all approved district vendors into a centralized location.
“We believe in adopting a comprehensive record management system that seamlessly integrates with our procure-to-pay and eProcurement system,” they say. “This electronic contract management repository would serve as a secure archive, preserving contract records, ensuring the integrity of the district’s contract information, and fulfilling mandated reporting requirements to oversight agencies.”
During its annual staff training to provide updates on any changes in procurement procedures, Austin ISD has a vendor fair, where it brings in vendors to set up booths, meet end users and become familiar with their products. Staff also see vendors at various conferences, such as the Texas Association of School Business Officials (TASBO) to give an update of various products and services.
Austin ISD also has a dedicated Historically Underutilized Business (HUB) department, which provides and attends outreach events, but also provides a race and gender-conscious process designed to encourage greater MBE/WBE availability. “The program encourages participation in all phases of procurement, and opportunities for HUBs to broaden and enhance their capacities to do business with the district,” Frank says.
Still, the key is to keep finding and updating ways to stay ahead of the curve. For example, since COVID, Collier and Frank say having items delivered within a reasonable time has been an issue, especially technology equipment. “We provide updates to our end user to inform them of the delays and expected time of deliveries based on information from the vendors,” Collier says. “Also, due to the turnover of staff in administrative positions, training new staff is ongoing. We have created a Mentorship Program for new staff that are responsible for purchasing goods and services with available resources and contact information within the district.”
“We have created a Mentorship Program for new staff that are responsible for purchasing goods and services with available resources and contact information within the district.”
— Annie Collier, Executive Director of Contract & Procurement, Austin Independent School District
The People Approach
When it comes to building a supply chain pipeline, Michelle Bourgeois recommends remembering that vendors are people, too. Bourgeois, the Chief Technology Officer for District Technology Services at St. Vrain Valley Schools in Longmont, Colorado, says when you treat your most valued vendors as partners, they will better serve your district.
“More than simply communicating part numbers and quantities, we share classroom success stories and honest feedback for what they provide,” Bourgeois says. “For example, we had a vendor sell us a computer accessory with a poorly designed connector. When we began to see issues, we offered to have our students and staff provide input on a proposed redesign and gave feedback on the prototypes in development.”
Bourgeois also says that by fostering strong relationships with vendors, school districts can gain access to insights and expertise that can unveil innovative solutions across all aspects of education. “My goal is to foster ongoing positive dialogue with our vendors, so that we understand their strengths and limitations and they better understand our needs. Trust that is built through transparency and collaboration benefits both our district and our vendors.” In the end, the most critical element to mastering procurement in the K-12 space is to secure the goods and services your district needs to achieve its goals. This goes beyond simply buying things. When done efficiently and effectively, it is a strategic process that ensures and supports the organization’s growth, development and long-term success.
“My goal is to foster ongoing positive dialogue with our vendors, so that we understand their strengths and limitations and they better understand our needs.”
— Michelle Bourgeois, Chief Technology Officer, District Technology Services, St. Vrain Valley Schools
