POWER SHIFT

Partnerships drive change for procurement

In a time most districts expect to pass quietly, Dianna Drew’s phone rang. It was Christmas Eve, and several critical hard drives had failed across Grand Prairie Independent School District in Texas. There was no time to log a ticket, so Drew called her account representative directly. Within two days, replacement drives arrived, and systems were back online before staff returned. Operations never skipped a beat.

The outcome wasn’t driven by a contract or service agreement, but via a relationship. As Executive Director of Technical and Document Services, Drew reflects a broader shift in K–12 procurement—where partnerships are becoming just as critical as price.

K–12 procurement has long been defined by compliance, competition and cost control. In Texas, those guardrails are still the norm. Schools, stewards of public funds, still must follow strict bidding processes designed to ensure fairness and accountability. But within those constraints, the definition of value has evolved. “Price is the floor, not the ceiling,” Drew says. “Two vendors can meet the same specification at the same cost and deliver completely different relationships.”

This realization emerged over time. It evolved through experiences with vendors who disappeared after the purchase order closed and others who stayed engaged long after the transaction ended. In one instance, Drew worked closely with Canon USA to push beyond a traditional vendor relationship.

Using Canon’s uniFLOW platform, her team developed a fully automated document capture workflow that integrated directly into the district’s business information system. Staff could scan documents at any device, attach metadata through guided prompts, and automatically upload files into their Laserfiche repository—instantly and accurately.

“That kind of integration only happens when your vendor knows your systems, understands your goals, and is willing to build something with you rather than simply sell to you,” Drew says.

Another example highlights the role of trust under pressure. In the previous scenario—when the hard drives failed—Drew’s relationship with CDW ensured rapid response and continuity. “No SLA clause produced that outcome. A relationship did.”

Drew says creating the ideal partnership comes down to three qualities: a deep understanding of the K–12 environment, proactive value creation and availability when it matters most. Each becomes critical when managing risk—particularly in systems tied to safety and security. “When something fails at 10 o’clock on a holiday and the camera covering a school entrance goes dark—that’s not a ticket you submit. That’s a phone call to someone you trust.”

Partnerships Forged in Fire

At the St. Louis Public Schools in Missouri, the shift toward partnerships has been shaped by disruption. Take the pandemic, which exposed vulnerabilities across supply chains and procurement practices, particularly as emergency funding introduced new pressures and complexities.

For Procurement Manager Matthew Tague, St. Louis Public Schools, disruption alone did not redefine procurement, it clarified what was missing. As systems strained and urgency replaced structure, the limits of transactional buying became impossible to ignore. This continues to shape how procurement leaders like Tague approach the role today. “We find ourselves in 2026 working to get back to pre-2020 control.”

St. Louis Public Schools’ experience reinforced the need to move beyond transactional thinking. While price remains a tactical consideration, Tague emphasizes that value is strategic—and often rooted in alignment and consistency. “The key is to seek value from your suppliers. Anyone can find a cheaper price once, but it is the continued relationship and open dialogue that can really create measurable value.”

A clear example is the shift to punchout vending relationships, where end users can select pre-approved products directly from negotiated catalogs. This approach reduces time spent sourcing, improves compliance and streamlines accounts payable processes. “What makes this work is the compliance with freedom to pick from a stable of negotiated products with end user in mind,” Tague says.

Tague is deliberate in how he frames these relationships. Rather than using the term “partner,” he views vendors as collaborative stakeholders—entities with co-existing priorities rather than shared goals. His organization requires reliable service, while vendors require volume to remain competitive. “The key is constant communications—not just a quarterly business review but ongoing conversations about what is working and what is not.”

For procurement leaders looking to evolve in today’s landscape, Tague advises stepping back and examining the full lifecycle of procurement—from initial need to final disposition. “There is much more to procurement than ‘req to check.’ Seek the total cost, not just the immediate price.”

Not on Price Alone

Located in Northern San Diego, Encinitas Union School District is comprised of nine schools boasting state and national award recognition for their innovative programs and outstanding student achievements. As Director of Purchasing and Logistics, Cathy Brizes has witnessed the impact shifting price structures have created. 

Nowhere has it been more evident than Encinitas Union’s K–6 environment, where resources are often limited and decisions have immediate impact. The move from transactional buying to partnership-driven procurement has been both practical and necessary. “Previously, it was simple—three quotes and done,” Brizes says. “Cost drove the decision.”

Over time, the lowest price did not always deliver the best outcome, particularly when service gaps or communication breakdowns affected day-to-day operations. “We look at vendors differently,” Brizes says. “Cost still matters, but so do service, warranties, communication and how well they understand our district.”

More than anything, Brizes stresses the importance of conversation in building those relationships. Taking time to meet with vendors, listen to their perspectives, and share district needs often leads to more effective solutions—ones that go beyond what either side might have developed independently. “That shift came from experience. The right partner makes things run smoother and supports the needs of our schools.”

In today’s K–12 landscape, where budgets are tight and expectations are high, relationships can mean the difference between disruption and continuity. For procurement teams, success comes down to how intentionally those partnerships are built and sustained.