Wellness Check
Handling the pressures of procurement
By the time the morning hits its stride, Tyler Hansen’s day is well underway. Gathering information. Providing guidance. Supporting clients. As the Senior Strategic Sourcing Supervisor at Brigham Young University (BYU), Hansen understands that you must be curious about what others are doing and what vendors can offer. You never know when a phone call from someone last week can help with today’s problem.
As for mindset, it’s about being proactive. If you’re just waiting for people to come to you, Hansen says you’re missing the point. Anticipating needs, spotting trends, and staying ahead is what makes higher ed procurement professionals effective in their roles.
In today’s fast-paced, ever-shifting landscape, every higher ed procurement professional faces a unique confluence of challenges: rising costs, shifting regulations, supply chain volatility, staffing shortages, and a broader public questioning the value of a college degree. That’s where Hansen thrives. “We see ourselves as problem solvers. Every day is different. You never know what the next request will be or who’s going to call. You get to learn about so many industries, geographies, and commodities. It’s exciting to engage with a wide variety of people and needs.”
One of the lessons Hansen has learned is treating the job like it’s his own business. That means taking ownership of vendor relationships, customer interactions, and outcomes. “It becomes much more personal and rewarding. You’re not just collecting a paycheck; you’re driving value.”
“We see ourselves as problem solvers. Every day is different. You never know what the next request will be or who’s going to call.”
— Tyler Hansen, Senior Strategic Sourcing Supervisor, Brigham Young University
Part of that value equation is about getting the procurement role a seat at the leadership table in today’s higher education hierachy—something Hansen is seeing both of at BYU. The university is decentralized, which means in some areas his role has a seat at the table, while in other areas he is still working on it. “We can show our value in two key ways. First, we bring the right people to the table. We know the vendors and partners who will deliver the best product or service. That insight is huge. Second, we negotiate well. If others are negotiating better than us, we’re not doing our job. We need to prove that we’re getting the best pricing, the best terms. That’s where our value as procurement professionals really shines.”
There is no question that today’s procurement role is evolving. The position used to be about contracts and compliance. Now it’s about creating value. Brad Pryba, CEO of the National Association of Educational Procurement (NAEP), has seen the shift firsthand. “Procurement is no longer just about transactional efficiency. It’s about enabling institutional resilience and aligning operations with strategic goals.”
For procurement professionals working on the front lines, that means forging stronger internal relationships, innovating through uncertainty, and embracing technologies that support smarter, more responsive systems. As colleges and universities tackle today’s challenges like declining enrollments, tighter budgets, and rapid digital transformation, procurement is no longer just about transactional efficiency—it’s about enabling and supporting enduring institutional resilience and agility.
“We are seeing procurement take a leadership role in shaping partnerships that not only support operational excellence, but also reflect a commitment to institutional goals and community stakeholders,” Pryba says. “The role of procurement is expanding into a value-driven function that aligns financial stewardship with social responsibility and institutional innovation.”
On any given day, in any given week or month, the headwinds can shift. Supply chain disruptions linger. Budgets tighten. And talent is hard to find. For many institutions, there is a struggle to recruit and retain skilled procurement professionals—a challenge that only compounds the urgency. “We’re dealing with workforce shortages and growing sustainability mandates,” Pryba says. “That makes peer support and shared learning even more critical.”
“We are seeing procurement take a leadership role in shaping partnerships that not only support operational excellence, but also reflect a commitment to institutional goals and community stakeholders.”
— Brad Pryba, CEO, National Association of Educational Procurement
Procurement with Purpose
For Lindsay Weber, Assistant Director of Procurement at Texas A&M AgriLife, NAEP’s community is a lifeline. At AgriLife, procurement is more than supply acquisition—it’s part of the research mission. One day Weber and her team might be buying lab equipment. The next it might be farming tools or nutrition tech.
“Sometimes what we do is hard,” Weber says. “Every day is different, and that’s what I love. My agency is a little unique. We focus on agriculture and life sciences, so we’re not doing things like athletics or dormitories. We’re researching crops, baling hay, studying nutrition, and looking into how to grow food in challenging environments.”
Weber is honest about the commitment and demands of the job. She admits that she doesn’t always have the answers. But being surrounded by people who know what you’re going through means you can commiserate a little, get advice and learn from those who’ve faced similar challenges. For her, that sense of support is invaluable.
“Sometimes what we do is hard. Every day is different, and that’s what I love.”
— Lindsay Weber, Assistant Director of Procurement at Texas A&M AgriLife
“It really is compelling work,” Weber says. “I don’t think many people come out of college saying, ‘I want to be a procurement professional.’ But once you’re in it, you realize how connected you are to everything—from analytics and negotiation to communication and problem-solving. My skill set has grown so much. Stick with it. Learn everything you can. Once you start to understand the impact of your work, it becomes incredibly fulfilling. It’s about seeing the greater good in what we do.”
The Art of Timely Mindsets
To manage the pressure, procurement professionals are learning to lean into creativity and strategy. At BYU, the strategy involves fostering strong vendor relationships and staying ahead of trends. “You have to be curious,” Hansen says. “What are other schools doing? What can we apply here?”
The strategy also involves acting like an entrepreneur within the institution—owning vendor relationships, outcomes, and opportunities to add value. “You can’t just be a gatekeeper,” Hansen says. “You have to be a connector.”
Pryba believes that collaboration can be a powerful tool—one that enables innovation, even in the face of constraints. That belief underpins NAEP’s growing portfolio of strategic communities, professional development, and peer learning events. Pryba says the greatest value NAEP offers is community. “Our members learn from each other. They share ideas, challenges, and solutions. That collective wisdom drives meaningful change.”
In an era defined by disruption, higher ed procurement professionals are showing what it means to lead with purpose. By staying curious, connected, and mission-focused, they’re not just keeping up—they’re driving transformation across campus and beyond.
SIDEBAR
Advice for the road ahead
- Lead with curiosity – Stay grounded in your institution’s mission. Challenge the status quo when needed.
- Stick with it – Procurement can be complex, but the impact is real. The more you learn, the more fulfilling the work becomes.
- Focus on adding value – Bring the right people to the table. Negotiate with purpose. Solve problems before they become roadblocks.
- Stay connected – Lean on your peers. Share what works—and what doesn’t.
- Remember the bigger picture – When procurement thrives, institutions gain strength. Strategic, adaptable procurement leaders aren’t just responding to change—they’re helping shape what comes next.
Sources: Brad Pryba, CEO, National Association of Educational Procurement; Lindsay Weber, Assistant Director of Procurement, Texas A&M AgriLife; Tyler Hansen, Senior Strategic Sourcing Supervisor, Brigham Young University (BYU)
