Innovation Begins Before the RFP

How early vendor engagement and AI are reshaping higher ed strategy

One of the most interesting conversations from our recent Higher Education Advisory Board meeting had very little to do with technology. It was about relationships. And we found that really encouraging.

While AI has dominated every conversation and blog post, it was refreshing that our board members kept returning to a much simpler idea: The best innovation doesn’t begin when an RFP is released. It begins long before anyone starts writing one.

We called the concept partnering up front, and it’s something we believe deserves far more attention across higher education.

Too often, procurement is viewed as the department that appears once a decision has already been made. A need is identified, specifications are written, vendors submit proposals, and everyone races toward a deadline. By that point, however, much of the opportunity to innovate has already disappeared. Our board challenges that way of thinking.

Several members explained that the institutions making the greatest progress are engaging suppliers much earlier and not to circumvent the competitive process, but to better understand what’s possible. Those conversations help universities define the real problem before jumping to a predetermined solution. And that is an important distinction.

As Jim Dwyer, Vice Chancellor University Business Services at Washington University in St. Louis noted, “Organizations achieve far better outcomes when they enter the market with a clearly defined problem statement rather than a preconceived answer.” In other words, the conversation shifts from “Here’s what we want to buy” to “Here’s what we’re trying to accomplish.”

That’s where innovation lives.

It also changes the role of the vendor. It seems like the best suppliers aren’t simply responding to bids anymore. They’re becoming educators, sharing best practices from other campuses, introducing emerging technologies, highlighting trends, and helping institutions think differently long before procurement officially begins. What was really compelling to hear is that this doesn’t diminish the integrity of procurement. It actually strengthens it.

Several advisory board members emphasized that transparency remains essential. Procurement should always have a seat at the table, and formal competitive processes still matter. In fact, Gilberto A. Carles, Executive Director, Procurement Services University of Notre Dame reminded us that vendors helping write an RFP can create conflicts of interest and ultimately disqualify themselves. But that’s exactly why early engagement matters.

The conversation shouldn’t revolve around influencing specifications. It should revolve around understanding challenges. And that distinction is enormous, while artificial intelligence only reinforces this shift.

Throughout the meeting, procurement leaders described how AI is rapidly automating many of the administrative tasks that once consumed their days. Contract reviews. Spend analysis. Proposal summaries. Guided buying. Audit support. The efficiency gains are remarkable but what the time created also results in is better relationships.

Carmen Gonzales, Assistant Vice President Purchasing & Contract Services, Business Services from University at Buffalo explained, “AI finally gives us the opportunity to spend more time meeting with researchers, understanding departmental goals, strengthening supplier partnerships, and building trust across campus.” She noted that face-to-face conversations often solve more problems in 10 minutes than weeks of emails ever could.

Clearly, technology is making relationships more valuable. It is a reminder that procurement is no longer simply about purchasing. It’s about strategy. But it is also about connecting people with ideas before budgets are finalized. And that reduces friction before projects stall.

It’s about understanding institutional goals well enough that when an RFP eventually arrives, everyone already understands the mission behind it.

We recently explored this same idea in the latest edition of EnvisionED, where we introduced the concept of InSync—bringing procurement, campus leaders, and strategic partners together earlier in the planning process. Our advisory board discussion only reinforced how important that philosophy has become.

The institutions moving fastest aren’t necessarily buying the most technology. They are building the strongest partnerships. And as higher education continues navigating AI, cybersecurity, budget pressures, and changing student expectations, one thing became abundantly clear during our discussion: Innovation rarely starts with a purchase order. It starts with a conversation.