2026 Annual Report - Continuous Improvement

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Continuous Improvement

Continuous improvement drives operational excellence. By constantly evolving and embracing innovation, UC Procurement increases efficiency, enhances service delivery, and maximizes value—ensuring we meet the University's needs while staying adaptable in a dynamic environment.

Campus Contributions Towards Continuous Improvement

UC Davis
UC Irvine
UCLA
UC Merced
UC Riverside
UCSF
UC Santa Barbara
UC Santa Cruz
Systemwide

UC Davis

UC Davis Athletics Banking on Instant Card Program

UC Davis Athletics has replaced cash advances for student-athlete travel meals with secure virtual Instant Cards, serving approximately 650–700 athletes. The program simplifies fund delivery and expense reconciliation, strengthens financial oversight, and saves coaches trips to the bank. Building on its success, UC Davis is expanding Instant Card use to guests and infrequent travelers to reduce out-of-pocket costs and reimbursements across campus.

UC Davis

UC Davis Raises Automatic Purchase Order Limit to $49,999.99

In May 2026, UC Davis increased the Automatic Purchase Order limit from $9,999.99 to $49,999.99, allowing routine requisitions below the new threshold to proceed without Procurement & Contracting Services review. Restricted commodities and funding sources still receive buyer review. The change is expected to reduce purchase orders routed to buyers by 7%, speeding routine purchases while freeing procurement staff to focus on higher-value and more complex transactions.

UC Davis

UC Davis Streamlines Covered Services and Data/Technology Forms

UC Davis modernized its Covered Services Carve Out and Data and Technology Assessment forms by migrating them into DocuSign Web Forms. Previously, carve-out requests used separate forms for services below and above $10,000, while technology assessments relied on a signed PDF. The new approach uses a single form with conditional routing, dropdowns, and embedded guidance. A planned Smartsheet integration will further improve backend data management.

UC Davis

Simplifying Small Business First Exceptions While Preserving Supplier Opportunity

UC Davis simplified the Small Business First exceptions process in October 2025 by eliminating the waiver requirement when departments cannot identify an appropriate certified small business (SBE) or disabled veteran business enterprise (DVBE). The campus continues to encourage certified-supplier partnerships and is investing in better SBE and DVBE discovery tools. Existing guidelines remain unchanged: purchases from $100,000 to $250,000 may bypass normal bidding when awarded to a certified supplier with at least two like-business quotes, while orders under $100,000 generally do not require public bidding. The campus expects administrative and processing improvements from this change.

UC Davis

New “Finally Closed” Status Streamlines Agreement POs

Starting in May 2026, UC Davis Procurement & Contracting Services began marking Purchase Orders for No-Cost and Revenue Agreements as “Finally Closed” upon completion of the agreement review. Under this new practice, the agreement remains valid, and departments can request that a PO be reopened if an amendment is needed, but it streamlines department processes, prevents unnecessary $0.01 encumbrances, and aligns system status with business purpose.

UC Davis

Airfare and Lodging Justifications Move into AggieExpense

UC Davis has streamlined travel expense reporting by eliminating separate PDF forms for airfare upgrades and above-limit lodging justifications. The required fields now appear directly in AggieExpense, keeping supporting documentation with the expense transaction and reducing attachment handling. Documentation requirements under UC Policy G-28 remain unchanged, and travelers must continue to justify business- or first-class upgrades for outbound and return flights when the reason is not a disability or medical need, but this is a welcome process upgrade.

UC Davis

UC Davis Pairs Payment Modernization and Practical Student Experience

UC Davis used a U.S. Bank-funded student internship to support Instant Card implementation through Prosci change-management methods and Lean Six Sigma principles. The intern developed resources, supported communications and supplier outreach, analyzed transactions in Tableau, and managed inquiries. Four months after launch, the program recorded nearly $50,000 in spend, reducing out-of-pocket reimbursements by the same amount. Annual spend is projected at approximately $200,000 in the first full year, and the legacy Central Travel System was retired. The initiative paired payment modernization with practical student experience in implementation, analysis, and campus service.

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UC Irvine

UCIBuy+ Transforms Purchasing Experience

In April 2026, UC Irvine Procurement Services launched UCIBuy+, modernizing campus purchasing and establishing a new foundation for procurement operations. The implementation combined process redesign, new guidance and training, and preparation for new workflows with a complete Procurement Services website relaunch on April 13. Department feedback and subject-matter expertise shaped updated content and navigation, creating a more integrated purchasing experience that pairs modern technology with clearer processes, resources, and support for the UCI community.

UC Irvine

Building Procurement Capability Through Procurement Fundamentals

In FY26, UCI launched the “UC Irvine: Procurement Fundamentals” course to give Department Buyers a consistent foundation in purchasing principles before receiving UCIBuy+ access. Training covers purchasing thresholds, competitive bidding, supplier sourcing, compliance requirements, and appropriate payment methods. By making course completion part of the Department Buyer access requirements, UCI linked system access directly to procurement readiness, strengthening buyer knowledge and establishing a repeatable training foundation for new and experienced departmental purchasers.

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UC Irvine

A Strong Foundation Prepared Campus for UCIBuy+

Ahead of UCIBuy+’s April 2026 launch, UC Irvine Procurement Services treated implementation as a campus change-management effort, not simply a technology deployment. Procurement developed guidance and training, communicated new purchasing processes, and supported Department Buyers and other campus users to prepare for new workflows. Department feedback also informed the redesigned Procurement Services website, while subject-matter experts validated its content. The coordinated approach established a stronger foundation for ongoing education, customer support, and process improvement after go-live.

UCLA

Effective UCLA: Advancing Operational Excellence

Through Effective UCLA, one of four flagship initiatives under the university's One UCLA strategic vision, UCLA Finance is modernizing the administrative systems and services that support the Bruin community. In FY2025-26, UCLA Procurement advanced this work by streamlining processes, expanding self-service capabilities, and improving the procure-to-pay experience. Together, these efforts show how procurement is translating UCLA's broader operational strategy into more responsive, transparent, and efficient service for campus users.

UCLA

A New Self-Service Experience for UCLA Vendors

In April 2026, UCLA launched a Vendor Invoice Portal that gives more than 40,000 suppliers self-service access to invoice status, payment information, and remittance details through existing PaymentWorks accounts. UCLA paired the launch with SEO- and GEO-enabled online guidance, step-by-step instructions, and FAQs. Since implementation, invoice- and payment-status inquiries have decreased by an average of 49%, freeing Accounts Payable and procurement staff to focus on more complex issue resolution and strategic support.

UCLA

Driving Efficiency Through AP Process Improvement

UCLA's cross-functional AP Efficiency Project increased processing capacity through automation and redesigned billing. In FY26, discount-eligible electronic invoices processed without manual intervention increased 84%. A new billing approach with a high-volume supplier consolidated more than 1,000 individual invoices into 12 monthly billings, reducing that supplier's invoice volume by nearly 99%. The team also automated handling of non-taxable purchases to improve accuracy and reduce rework, while continuing to evaluate additional opportunities in tax optimization and invoice intake.

UCLA

Reimagining UCLA’s PCard Program

UCLA launched a multi-phase PCard initiative in FY26 to make low-value purchasing faster, simpler, and more efficient. Early work increased default PCard limits and established a comprehensive baseline of the program's current state through user research. The initiative is positioning PCard as a just-in-time purchasing solution that can reduce reliance on more labor-intensive pathways, while the baseline measures will help UCLA track adoption, user experience, and program impact as the work continues into FY27.

UCLA

Streamlining the Path to Purchase

UCLA Procurement used JAGGAER automation to move policy requirements, approval thresholds, and routing rules earlier in the purchasing process, helping maintain an average purchase order lifecycle of two business days. The team also piloted an Insurance Certificate Repository that organizes coverage at the vendor level so Central Buyers can verify active insurance in seconds instead of searching individual requisitions. The pilot will inform a future campuswide Insurance Certificate Library designed to serve more than 4,000 Department Buyers as a single source of truth.

UCLA

New UCLA Leadership Appointments

UCLA Procurement strengthened its leadership team in FY26 with four appointments: Travis Henderson, Senior Director of Procurement Operations & Payment Services; Jen Clark, Associate Director of Vendor Relationship Management; Mindy Dietrich, Travel Accounting Manager; and David Grieve, Payment Card Services Manager. The new leaders join an experienced management team focused on strengthening procurement operations, supplier relationships, travel accounting, and payment services while advancing UCLA's strategic priorities and service to the Bruin community.

UC Merced

Expanding Self-Service Procurement Capabilities

UC Merced expanded self-service purchasing through training and targeted outreach, granting catalog access to 128 new users and moving an academic support organization to the Procurement Card program. The effort contributed to a 2.6% year-over-year increase in Procurement Card spending, representing about $175,000 in additional activity. By increasing controlled self-service options, Procurement improved the user experience and preserved staff capacity for strategic sourcing and contracting.

UC Merced

Supporting Student Success Through Strategic Sourcing

UC Merced Procurement partnered with Information Technology and campus stakeholders to source a modern CRM, advising, and case- management platform supporting student success. The competitive process included market research, supplier demonstrations, stakeholder engagement, and formal proposal evaluation. The selected approach is designed to replace multiple decentralized systems and integrate with existing enterprise technology, demonstrating Procurement's role in guiding complex acquisitions tied to institutional priorities.

UC Merced

Driving Operational Excellence Through Process Innovation

UC Merced Procurement partnered with Financial Information Systems to redesign the annual purchase order workflow in Oracle, creating a dedicated process that separates annual renewals from daily transactional activity. The new approach allows buyers to prepare transactions in advance, complete reviews, secure approvals, and validate pricing before the start of the fiscal year while maintaining compliance and balancing team workloads. The redesigned workflow produced a major improvement in service delivery: 92% of annual purchase orders were issued on time on July 1, compared with 37% in the prior year.

UC Merced

UC Merced Micro-Conference Builds Systemwide Capability

UC Merced's Property & Equipment Life Cycle Management micro-conference brought together more than 400 in-person and online participants from across the UC system. Featuring Stanford Senior Director of Property Management Ivonne Bachar, the November 2025 event focused on the full property lifecycle - from acquisition and system-of-record controls through reporting and disposition - while reinforcing UC and sponsor compliance requirements. The event strengthened cross-functional knowledge sharing and increased awareness of capital-asset classification, property controls, and campus procedures.

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UC Riverside

Redwood Self-Service Procurement Modernizes Purchase Requisitions

UC Riverside launched Redwood Self Service Procurement in Oracle in August 2025, replacing the classic purchase-requisition interface with a modernized buying experience for campus users. Procurement supported the transition with training guides and videos, known-issue tracking, live webinars, and office hours. This rollout gives departments a new pathway for creating and managing requisitions and allows for future Oracle Redwood updates. By pairing system modernization with structured change management, UCR is improving functionality, standardizing processes, and helping users purchase with greater confidence.

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UC Riverside

Campus Feedback Turns into a Flexible PI Approval Workflow

UC Riverside turned campus feedback into a more flexible approval option in Redwood Self Service Procurement. After departments surfaced a need to include Principal Investigators in requisition workflows, Business & Financial Services gathered feedback, tested an Oracle workaround, and deployed the Ad Hoc FYI Reviewer option. This feature lets users add an approver when creating a requisition, and routes the request to that person before the standard workflow continues. It is commonly used to include PIs on extramural-funded requisitions below $10,000, balancing policy consistency with departmental flexibility.

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UC Riverside

Building a Feedback-Driven Procurement Process Improvement Series

UC Riverside Procurement launched a topic-based Process Improvement Series to gather campus feedback on recurring Oracle Procurement challenges and strengthen procure-to-pay learning. FY26 sessions addressed supplier onboarding, branded materials, covered services, requisitions, furniture and audiovisual purchases, purchase orders, software, vendor risk assessments, reporting, life-science equipment, common forms, and events and catering. Each forum combined practical walkthroughs with real campus use cases, helping identify common pain points while providing clearer guidance. This series creates an ongoing structured feedback loop for improving systems, processes, and customer understanding.

UCSF

Introducing MyMarketplace: A New Shopping Experience in BearBuy

UCSF launched MyMarketplace, powered by Labviva, as a single-entry shopping experience for contracted goods and services in BearBuy. Its uniform interface and cross-supplier search make pricing and product options easier to compare. The implementation team expects all 70 supplier catalogs to be hosted in MyMarketplace by the end of calendar year 2026. The launch also prepares campus users for UCSF's Oracle Cloud procurement transition in 2027 by introducing a simpler, more consistent purchasing experience in advance.

UCSF

UCSF Sourcing Professional Wins Biobanking Publishing Award

UCSF Strategic Sourcing Senior Category Manager Dean Shehu and his coauthors received ISBER's Best Paper Award in Biopreservation and Biobanking. Their 2025 paper, 'Institutional Conversion to Energy-Efficient Ultra-Low Freezers Decreases Carbon Footprint and Reduces Energy Costs,' examines green biobanking and laboratory sustainability. Selected for its originality and potential field applications, the recognition highlights how procurement expertise can support energy efficiency, reduce operating costs, and advance UCSF's research mission.

UCSF

UCSF Launches Graphite Connect for Supplier Registration

UCSF launched Graphite Connect in February 2026 to replace forms and email-based data collection for new purchase order suppliers. The enterprise-wide platform provides a uniform registration process, consolidates supplier data, automates document collection (like insurance certificates), and improves visibility for suppliers, purchasers, and support teams. Modernizing the onboarding process now also supports a smoother transition to UCSF's Oracle Cloud purchasing process in 2027.

UCSF

SCM Helps Bring ChatGPT to UCSF

UCSF Supply Chain Management (SCM) helped deliver institution-wide ChatGPT access quickly by moving a complex, time-sensitive agreement through procurement. Buyer Leonard Casanares tracked down missing paperwork, resolved risk issues, verified UC policy compliance, and coordinated with Supplier Registration, Strategic Sourcing, and IT. The purchase order was issued two days before the deadline, enabling safe, secure, and ethical use of generative AI across research, education, and operations.

UCSF

Introducing LegalSifter: AI-Powered Contract Support

UCSF implemented LegalSifter in June 2026 to support the first review of contracts with near-real-time checks for UC terms. Buyers report faster initial reviews, particularly for complex agreements. By July 2026, Central Procurement processed contracted-supplier requisitions in an average of 1.85 days, compared with 4.27 days for non-contracted suppliers, illustrating the value of combining AI-assisted review with contracted purchasing channels.

UCSF

UCSF Builds Category Strategies Around High-Impact Spend

UCSF Strategic Sourcing developed category strategies across research, oxidized gases, mobile phones, value-added resellers, and IT hardware to reduce administrative burden, improve supplier management, and focus resources on high-impact spend. The scale is significant: UCSF engaged more than 1,400 research suppliers in FY2025, manages over 9,000 mobile lines, and spends an estimated $100-$200 million annually on IT software, hardware, and support across more than 600 suppliers. The strategies use spend analysis, contracted suppliers, catalog expansion, centralized delivery, and supplier relationship management to build a more efficient sourcing framework.

UCSF

Strategic Procurement Uses Tools and Nimbleness for Tribute

UCSF Supply Chain Management demonstrated its ability to respond quickly when an urgent campus need required a time-sensitive purchase. Staff worked across departments to secure approval, process the purchase, and confirm payment in less than an hour, ensuring resources were available for a city-wide tribute honoring the late Michael Tilson Thomas. The effort demonstrates the responsiveness and coordination UCSF procurement and payment teams can provide when campus priorities require immediate action.

Said Chancellor Sam Hawgood, "As part of a city-wide recognition of a leader whose impact helped shape San Francisco’s cultural life, this tribute highlighted the creativity and community that continue to define our shared values. Together, you demonstrated once again how the UCSF community rises to the occasion to make extraordinary things happen.”

UCSF

Greenphire Research Study Participants Payment Program Reaches Milestone

UCSF's Greenphire Program reached more than $1 million in research participant payments during its beta phase. As the program moved out of beta, UCSF introduced an enhanced funding model that eliminates the need to pre-fund studies through the BearBuy Payment Request Form and instead charges funding based on actual payment activity. The changes are designed to simplify processes and increase flexibility for research partners.

UCSF

Meeting and Entertainment Contracting Process Automation

UCSF Supply Chain Management is working to simplify BearBuy workflows for facility rentals, Meeting & Entertainment payment requests, and America To Go transactions. Working with Financial Operations Travel & Expense, the Systems and Solutions team developed planned enhancements that move approvals into BearBuy, capture additional information directly in the online form, and remove the Supplemental Form requirement from most Meeting & Entertainment transactions. The changes were announced in advance of implementation and are intended to reduce redundancy and paperwork while maintaining UC policy compliance.

UCSF

Navigating Service Procurements at UCSF

After analysis of service tickets and procurement queues identified service contracting as a challenging area for campus users, a cross-functional UCSF team developed a multipart procurement guide. The resource was published as a six-part newsletter series and consolidated into permanent website content covering service categories, Statements of Work, supplier guidance, documentation, and compliance. The initiative provides campus users with a reference for navigating the additional requirements associated with purchasing services.

UC Santa Barbara

Systematic Year-End PO Cleanup Improves Operations

UC Santa Barbara Gateway Systems Team introduced a mass-closure process for purchase orders that are fully invoiced and fully received. Closing completed orders releases residual encumbrances for carry-forward use, surfaces hidden lien or accounting issues, and reduces system clutter that can undermine reporting accuracy. By replacing one-by-one cleanup with a systematic year-end process, UCSB is strengthening financial stewardship, data quality, and operational efficiency while giving departments a clearer view of available funds.

UC Santa Barbara

A man holding two small shopping carts, one in each hand

Shared Carts Balance Workloads and Reduce Pricing

UC Santa Barbara promoted Gateway Shared Cart Groups to help departments distribute requisition workload more evenly and combine demand before orders reach suppliers. The feature allows multiple shoppers to contribute to shared carts while designated requesters manage submissions, reducing bottlenecks in high-volume units. It can also consolidate orders, creating volume pricing. This small system enhancement illustrates how thoughtful use of eProcurement tools can improve daily workflows and support better purchasing decisions.

UC Santa Barbara

UCSB Relaunches Procurement Training Series

UC Santa Barbara relaunched its Procurement training series for FY26 with seven weekly sessions covering Purchasing Basics, Vendoring Basics, Conflict of Interest, Restricted Commodities, Federal Purchasing, Contracts, and Independent Contractors. The series paired structured learning with live Q&A and advance question submission, giving campus staff direct access to procurement guidance on core purchasing and compliance topics. The program strengthens buyer readiness and creates a consistent learning channel for departments navigating increasingly complex purchasing requirements.

UC Santa Barbara

UCSB Completes 5-Year Financial Management Modernization

UC Santa Barbara launched Oracle Financials Cloud and a new Common Chart of Accounts on July 1, 2025, completing a five-year modernization effort. The rollout integrated 46 legacy systems and introduced FinHub with 59 reports and 10 dashboards, supported by 330 user testers and 600 town hall participants. Procurement prepared users through an eight-course e-learning curriculum, including five role-based required courses, and dedicated 230 live office hours (11.6% of annual working capacity) to troubleshooting. New purchasing integrations, training, and direct support helped departments navigate updated procure-to-pay processes while sustaining campus operations.

UC Santa Cruz

Modernizing Procure-to-Pay Through CruzBuy

UC Santa Cruz modernized its procure-to-pay process by moving Direct Pay, high-value receiving, and invoice processing into CruzBuy. Payment requests previously handled largely through DocuSign now use a guided workflow; receipt confirmation for purchase orders above $10,000 shifted from email to automation; and invoices moved from Banner into a single system of record. UCSC reported that the new receiving workflow typically saves two to three days in transaction closure. Training videos, updated guides, and live webinars supported adoption, reducing manual handoffs while improving auditability, data integrity, vendor visibility, and paper-storage efficiency.

UC Santa Cruz

OneCard Consolidates Travel and ProCard Into One Program

UC Santa Cruz consolidated its Corporate Travel & Entertainment Card and Pro-Card programs into the UCSC OneCard. The unified program combines travel and low-value purchasing with transaction limits, automated controls, receipt-level visibility, and reconciliation through CruzFly. By April 2026, UCSC positioned OneCard as the preferred payment method for eligible expenses, helping reduce paperwork and employee out-of-pocket spending. Rebates and supplier incentives generated through the program are reinvested in campus operations, connecting a simpler user experience with stronger oversight and institutional value.

UC Santa Cruz

Email Order Management Simplifies Supplier PO and Invoice Handling

UC Santa Cruz introduced Email Order Management to simplify purchase-order and invoice handling for suppliers that receive orders by email. A secure link in the message gives suppliers direct access to order details and a streamlined web form containing the key fields needed to submit an invoice - without requiring additional system access. The enhancement brings order management into a familiar workflow, reducing manual communication and making it easier for suppliers to provide complete information. UCSC expects the approach to support faster, more efficient invoice processing.

UC Santa Cruz

Raising Quote Threshold Streamlines Lower-Dollar Purchases

UC Santa Cruz raised the competitive-quote threshold from $10,000 to $15,000 to streamline lower-dollar purchases. Transactions at or below the new threshold can proceed without formal quotations when departments document price reasonableness. Federal purchases above $15,000 still require the Source Selection & Price Reasonableness (SSPR) form, and requirements for purchases of $100,000 or more remain unchanged. This change removes unnecessary steps for qualifying transactions while retaining controls that protect competition, documentation, and responsible stewardship.

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UC Procurement

UC Procurement Exchange

The Procurement Exchange is a monthly webinar series that standardizes knowledge sharing and strategy development across the UC community. The platform's video library delivers actionable training on process optimization, featuring specific sessions on lean-thinking tools like the "Five Whys," process mapping to reduce defects, and frameworks for executing mutual value supplier reviews. By equipping staff with on-demand resources covering policy updates, tariff mitigation, and cross-functional collaboration, the Exchange ensures the procurement workforce has the tools necessary to incrementally refine operations and adapt to evolving institutional priorities.

Procurement Exchange Video Library

SWP - Info., Analytics & Systems

Procurement Data Analytics Hub: A Foundation for Data-Driven Procurement

In March 2026, Systemwide Procurement Services launched the Procurement Data Analytics Hub, a centralized gateway to dashboards, reports, training, documentation, and other resources. The Hub organizes analytics around common business needs, making trusted information easier to find and use. Procurement professionals across UC now have a shared view of spend, sustainability, supplier engagement, strategic sourcing, and other measures, supporting greater transparency and more consistent decisions. Adoption is growing: the most frequently used dashboard has surpassed 2,000 views. As new capabilities are added, the Hub will continue to strengthen collaboration, analytical confidence, and data-driven procurement across campuses.

SWP - Info., Analytics & Systems

Strengthening the Systemwide Spend Data Foundation

UC Systemwide Procurement launched the Spend Data Foundation Improvements Program to improve the accuracy, completeness, and relevance of CalUsource Spend Analytics across all 10 campuses and UCOP. The Information, Analytics & Spend (IAS) Data team reviewed 43 data files and 3.3 million spend records, met individually with campus and UCOP teams, identified missing sources, and partnered with the Sourcing and Value Execution (SaVE) team to redesign the spend taxonomy. Working with technology provider GEP, the team reclassified more than $121.7 million in previously unclassified spend, reducing unclassified spend by 36.6% across five campuses, with six more locations in progress.

SWP - Info., Analytics & Systems

UC Spend Tool Expands Systemwide Spend Visibility

After more than 18 months of testing and iteration, the Data and Analytics team launched the UC Spend Tool systemwide in February 2026. The tool connects spend information across all 10 campuses and UCOP through flexible cross-tab views and preset portfolio strategies, helping procurement teams answer questions about suppliers, categories, and contract coverage more quickly. The rollout included recorded resources, live training, and presentations to four established work groups. More than 95% of initial training participants said the tool improved their workflow. Following launch, monthly visits increased about 250%, monthly active users grew about 70%, and 90% of UC campuses participated, expanding access to trusted spend insights.

SWP - Travel

Delivering an Exceptional Traveler Experience

The Central Travel Office (CTO) combined personalized assistance, proactive communication, and traveler education to support campus travel arrangers and travelers across UC. During FY2025-26, its three-person support desk handled more than 800 inquiries, while Southwest Airlines information sessions drew more than 1,200 participants. The CTO also continued its annual traveler satisfaction survey, reaching approximately 47,000 unique UC email addresses and drawing on 10 years of trend data. Overall satisfaction remained above 90%, and 62% of respondents said airfare booked through UC's preferred program was competitively priced or lower than public options.

SWP - Travel

Transforming Traveler Education into Better Decisions

During FY2025-26, the Central Travel Office (CTO) delivered 28 live webinars on sustainable travel, preferred supplier programs, airline changes, travel technology, and booking practices. Sessions averaged 260 attendees, more than 70% of whom were active UC business travelers, and earned an average satisfaction rating of nearly 98%. Each session was recorded for the ConnexUC Travel Portal, extending access to practical guidance throughout the year. Combining live engagement, on-demand learning, and supplier expertise helps travelers make informed purchasing decisions, understand preferred options, and consider more sustainable choices, including increased rail use.

SWP - Professional Services

Advancing Professional Services Category Management Across UC

Systemwide Procurement's Professional Services team advanced the second phase of its Consulting Services category strategy, focusing on HR Consulting Services. The team also worked with Sourcing and Contracting during UC's transition to category management, contributing practical feedback to refine the developing process. Alongside the Hays workforce initiative at UC Berkeley, these efforts show how category leadership connects sourcing priorities, continuous improvement, small-business participation, and risk mitigation. The team's practical input is helping shape category-management processes around UC's operational needs.

Two men sitting in front of three monitors, discussing strategy

Systemwide

Building the Next Generation of Systemwide Procurement

UC Systemwide Procurement (SWP) is on a continuous improvement journey to transform how it operates, expanding beyond traditional cost savings to incorporate revenue generation and boosted compliance to protect UC. SWP has moved into the next phase with a stronger focus on strategic category management, which drives value through deeper market knowledge and enhanced relationship management. The new Strategic Category Management and Strategic Sourcing Management teams developed new processes and systems and are prepping to integrate a suite of new technologies to support these big changes. It’s a huge undertaking, but it's a critical step that will increase SWP's abilities to support UC's mission.

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:

2026 Annual Report - Continuous Improvement

Continuous Improvement

Campus Contributions Towards Continuous Improvement

UC Davis

Systematic Year-End PO Cleanup Improves Operations

UC Procurement

UC Procurement Exchange

Delivering an Exceptional Traveler Experience

Transforming Traveler Education into Better Decisions

Systemwide

Building the Next Generation of Systemwide Procurement

Strategic Priorities

Economic and Community Impact

Strategic Partnerships

Drive Value and Savings

Continuous Improvement

Risk Management

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