2025 Annual Report

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UC Procurement Annual Report FY25

The FY25 UC Procurement Annual Report highlights how Procurement drives innovation, enables research, and promotes economic and community impact. It showcases key achievements, value delivery beyond cost savings, and the myriad ways we support UC's mission. Explore how UC Procurement makes a difference—one strategic endeavor at a time.

Who is UC Procurement?

UC Procurement partners with the UC community to optimize supply chain strategies, sourcing and processes to innovate, enhance value, reduce risk, and improve efficiencies to support UC's mission of teaching, research and public service. UC Procurement includes:

Systemwide Procurement (SWP)

Systemwide Procurement (SWP) is the procurement/supply chain hub for the UC system. We partner with campus procurement to develop and implement systemwide supply chain strategies and policies that leverage UC's purchasing power to optimize spend and deliver positive social and environmental impact.

Procurement Leadership Council (PLC)

Procurement or Supply Chain officers from each UC location, along with legal counsel and SWP functional executive directors, who form an advisory body to set goals and priorities and provide insight and direction for UC Procurement activities.

Campus/Health Procurement

Campus and health center procurement and supply chain organizations that support UC locations with sourcing, purchasing, contracting, logistics and payment services.

UC Procurement

UC Procurement Reached Benefits Targets!

UC Procurement achieved our $404M FY25 Benefit target for the fiscal year, which equals 3.9% of addressable spend*. Despite tariffs, we very nearly achieved our Strategic Plan target of “4% of Addressable Spend by FY25.” The other amazing achievement is that we reached this target with a level of accuracy in reporting that aligns with financial reporting principles, using updated target-setting, project management, and results-tracking capabilities that will enable us to continue to deliver in even more efficient ways going forward. Every team within UC Procurement contributed to this increase in both capability and results.

*Addressable spend excludes spend that is either not sourceable or not managed by UC Procurement.

Benefit Success Details

UC Procurement

Economic Impact Across California

UC’s educational, research and health care activities drive California’s standing as one of the world’s largest, most dynamic economies. Part of that dynamism stems from California’s diverse business landscape. Supplier diversity drives innovation, fosters new ideas, and bolsters the bottom line. It creates opportunity, promotes equity, and mitigates supply chain risks. By aiming to dedicate 25% of our addressable spend to partner with diverse and small suppliers, we build a more inclusive, resilient, and thriving supply chain for the University of California and our local communities.

UC's Economic Impact

Strategic Priorities

UC Procurement is committed to the five strategic priorities below. Through dedication to these priorities, we strive to empower our campuses, foster innovation, and shape a more sustainable and equitable future. This Annual Report is organized by these five priorities – click any card to delve into our progress in these areas:

Econ & Social Impact

Economic and Community Impact
As stewards of public funds, we aim to enhance economic opportunity and advance sustainable supply chain solutions.
Partnerships

Strategic Partnerships
We form collaborative and mutually beneficial supplier relationships that leverage strengths, resources, and expertise to create exponential value.
Drive value

Drive Value and Savings
UC uses best value sourcing to ensure the most advantageous balance between cost, quality, and performance over the lifecycle of a product or service.
Continuous Improvement

Continuous Improvement
Our ongoing efforts to enhance processes, products, and services via incremental changes to increase efficiency, quality, and effectiveness.
Caution

Risk Management

Our supply chain, legal, and policy strategies minimize risk to safeguard UC against financial, operational, and reputational damage.

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