Procurement Pulse Newsletter - December 2026

Volume 1, Issue 10 | From the Office of Procurement and Contract Management
Publication Date: December 11, 2025

From the Office of Procurement and Contract Management

Tim Anderson - System Director, Procurement and Contract Management

Welcome to this Month's Edition

As we continue to strengthen our procurement practices across Minnesota State, it is increasingly clear that some of our greatest opportunities for systemwide efficiency lie within areas that are less visible but highly impactful. Indirect spend, which includes the day-to-day purchases that support campus operations, represents a significant portion of our collective financial activity. These purchases often occur in decentralized environments, which can mask the true cost of ownership and limit our ability to leverage strategic sourcing and consolidated agreements.

This month’s Information Beat articles focus on two related themes: understanding indirect spend and using procurement data to illuminate the hidden costs that influence institutional budgets. When examined at the system level, routine transactions reveal meaningful patterns, including unmanaged renewals, duplicated suppliers, fragmented purchasing, and variation in contract terms. These insights underscore the importance of accurate data, consistent processes, and increased visibility as we prepare for future Workday enhancements and our continued shared services discussions.

By taking a more intentional and data-informed approach to indirect spend, we can strengthen financial stewardship, reduce cost duplication, and build a more unified procurement environment that supports all 33 institutions. Thank you for your continued partnership and commitment to responsible purchasing practices across Minnesota State.

Introducing: Inside Workday Procurement

Keep informed on Workday impact to contracts and purchasing

As Minnesota State continues its transition to Workday, our purchasing and contracting landscape is evolving in important ways. To support this work and ensure our campuses remain informed and prepared, we are introducing a new recurring feature in the newsletter: Inside Workday Procurement.

This section will provide timely updates, clarify how Workday capabilities intersect with procurement activity, highlight upcoming changes, and offer practical guidance to help institutions navigate the transition with confidence. Our goal is to increase transparency, reduce uncertainty, and strengthen alignment as Workday becomes the foundation for our future Procure-to-Pay environment.

In each edition, Inside Workday Procurement will focus on one or more topics that directly affect campus teams, such as systemwide workflows, implementation considerations, changes to purchasing processes, and best practices to promote compliance and efficiency. As the project progresses, this feature will also elevate lessons learned, decision points, and opportunities to streamline work across the system.

Minnesota State is entering an important phase where thoughtful coordination and clear communication matter more than ever. Inside Workday Procurement is designed to support that effort and ensure that our purchasing community remains fully equipped for the changes ahead. I look forward to using this space to keep you connected to the latest developments and to help shape a smooth and successful transition for all 33 institutions.

Information Beat

Spotlight on indirect spend, hidden costs, and how procurement data informs better decisions.

Procurement and Contract Management

This month, Information Beat looks beyond individual transactions to show how indirect spend and contract terms shape campus budgets, risk, and long-term strategy.

Beyond the Transaction: Data-Informed Decisions

What procurement data reveals about indirect spend

Procurement data offers a clear view into institutional purchasing behavior and uncovers patterns that individual transactions cannot show. When spend information is aggregated across Minnesota State’s colleges, universities, and system office, indirect spend emerges as a substantial and growing share of overall purchasing volume.

Several themes appear consistently. A significant percentage of indirect spend is concentrated with a relatively small number of suppliers, particularly in technology, software subscriptions, consulting services, and maintenance. At the same time, many agreements renew automatically without strategic review, which can result in steady price increases when more cost-effective options may exist.

Fragmented purchases in categories such as office supplies, professional services, and departmental equipment add further complexity. Hundreds of small transactions outside formal sourcing channels can obscure the total cost of ownership and limit the ability to leverage consolidated contracts or systemwide pricing strategies. Viewing this activity through a data lens helps identify where guidance, consolidation, or new systemwide contracts could provide immediate value.

Behind the Buy: The Hidden Role of Contract Clauses

Indirect spend and the hidden costs impacting campus budgets

Hidden cost drivers at a glance

Unmanaged renewals that escalate annually without review.
Duplicated contracts for similar software or services across institutions.
Department-level purchasing that bypasses volume discounts.
Subscription creep as user counts grow without license optimization.
Frequent small-dollar buys that collectively exceed strategic sourcing thresholds.

Indirect spend often receives less attention than high-visibility purchasing categories, yet it represents a significant share of a campus’s total expenditure. Items such as software subscriptions, professional services, temporary staffing, printing, and routine consumables are frequently purchased through decentralized channels, which can mask their true cost and impact.

By pairing data analysis with a closer look at contract clauses—such as renewal terms, price adjustments, and termination rights—campuses can better manage risk and cost. This combination of insight and intentional contracting supports systemwide efforts to reduce duplication, negotiate stronger agreements, and reinvest savings in mission-driven priorities.

Inside Workday Procurement

Procurement and Contract Management

New Monthly Feature: Inside Workday Procurement is a new section designed to help campuses navigate Workday-related impacts on purchasing and contracts.

Workday Student is reshaping how Minnesota State manages student data, finance, and related services. This section highlights how that transition affects purchasing and contracting decisions.

As Minnesota State continues to implement Workday Student across the system, it is increasingly important that procurement decisions, especially large contracts and amendments, remain aligned with both local operational needs and our broader system strategy. The decisions we make today will directly influence our long-term efficiency, integration, and financial stewardship.

A helpful starting point for any new procurement or amendment is a simple question: Has Workday demonstrated that it can support the service or functionality being requested? If the answer is yes, we should ensure that the request aligns with Workday’s existing capabilities and integration pathways. If the answer is no, the next conversation should be with Workday to determine whether the capability is planned, whether it falls within their scope, and whether an interim solution is needed while development progresses.

At the same time, while the moratorium on certain procurements is intended to prevent duplication and unnecessary complexity, essential services cannot be paused. Instruction, compliance, accreditation, student success, and security requirements must continue without interruption. When the moratorium intersects with operational needs, the following considerations should guide decision-making.

Align with Workday’s Capabilities

Avoid implementing solutions that replicate functionality Workday is expected to deliver, unless it is clearly documented that the feature is unavailable now and will not be available within a reasonable timeline. This helps prevent duplicate systems and minimizes future integration and support challenges.

Consider Temporary or Interim Solutions

When a need is urgent and Workday cannot yet meet it, short-term or flexible contracting may be the most responsible path. These agreements should include early termination options or reassessment points so that Minnesota State can adjust as Workday capabilities mature.

Respect the Purpose of the Moratorium

Large-scale procurements should advance only when the service is mission-critical, no feasible Workday alternative exists, and delaying the procurement would disrupt operations or increase risk. Clear justification for moving forward is essential to demonstrate responsible stewardship.

Start with Workday

Ask first: Has Workday demonstrated that it can support this service or functionality? If yes, align with existing capabilities and integration pathways.

Use Interim Solutions Wisely

When needs are critical and Workday is not ready, consider short-term contracts with early exit options or reassessment points.

Document Exceptions

For any exception to the moratorium, document the risk of not proceeding, why Workday is not a fit, and how the contract supports long-term system strategy.

Coordinate and Communicate Early

Collaboration with information technology, legal, procurement, and the Workday implementation team ensures that new contracts do not conflict with system-wide goals, take full advantage of existing agreements, and support broader modernization and integration efforts.

Document the Rationale Clearly

Any request to proceed, especially if it requires an exception, should include concise documentation that outlines:

The risk of not moving forward,
Why Workday is not currently a viable option, and
How the requested contract supports long-term system strategy and integration.

Minnesota State will continue to maintain essential services; that is not in question. Our responsibility is to balance immediate needs with long-term alignment, ensuring that every decision supports a more integrated and efficient future. Thoughtful justification, clear communication, and strategic coordination will help us manage this transition responsibly and in the best interests of our institutions.

Contract Decision Process for Workday-Impacted Purchases

Use this interim decision tree when evaluating whether a new contract or amendment should proceed during the Workday Student implementation. This guidance helps determine whether Workday already provides, or will soon provide, the required functionality.

View the Interim Software Purchasing Software Decision Flow

Sourcing Sync

Celena Monn - Procurement and Contract System Manager

2025 Year-in-Review: A look back at the sourcing achievements, tools, and collaborations that shaped procurement across Minnesota State this year.

2025 Year-in-Review

Celebrating a year of growth, collaboration, and strategic advancement

As 2025 comes to a close, the sourcing community across Minnesota State has much to celebrate. This year brought significant progress in modernizing procurement practices, strengthening cross-functional collaboration, improving tools and templates, and expanding support for campuses. Whether through major process improvements or the daily work of individual contributors, each advancement reflects the dedication of sourcing professionals and partners across the system.

Collectively, these efforts reinforce a shared goal: to provide campuses with clear, efficient, and equitable sourcing pathways that support student success and institutional priorities. The highlights below capture some of the most impactful sourcing achievements from 2025.

Strengthening Processes and Expanding Capabilities

Minnesota State implemented a streamlined process for zero-dollar and revenue-based contracts, aligning with the long-term vision that all contracts reside within an eProcurement system. This change improves compliance, simplifies processing, and increases visibility and tracking for contracts that previously received less formal attention.

In addition, multiple procurement templates and guidance materials were modernized and clarified. These updates make it easier for campuses to initiate solicitations, evaluate proposals, and document decisions in a consistent and defensible manner.

One of the most notable milestones of the year was the expansion of the master contract portfolio. The library of systemwide master agreements grew substantially, supported by improved documentation and “read me first” guidance. This gives campuses more options for leveraging existing contracts, reducing cycle time, and promoting cost savings through consolidated purchasing.

Building Skills, Knowledge, and Collaboration

Throughout 2025, the sourcing community continued to build its capacity through targeted training and new collaborative structures. A new procurement training series with the Office of General Counsel (OGC) increased awareness of legal considerations, elevated contract quality, and strengthened risk management practices.

Regular Procure-to-Pay Q&A Open House Forums offered a space for campuses to bring forward questions, scenarios, and ideas. These sessions provided real-time support, surfaced common challenges, and helped inform future guidance and training.

To further align practice and strategy, Minnesota State launched a new sourcing advisory team, bringing together campus and system expertise to guide priorities and shape shared approaches. A new Sourcing Evaluator role in Marketplace also enhanced evaluation workflows by providing a secure and structured way for evaluators to score proposals.

2025 Sourcing Achievements at a Glance

Implemented a formal process for zero-dollar and revenue-based contracts.
Updated key sourcing templates and guidance materials for clarity and consistency.
Expanded the master contract portfolio to provide more systemwide options.
Launched a new sourcing advisory team to guide practice and priorities.
Introduced the Sourcing Evaluator role in Marketplace to support structured scoring.

Training and Collaboration Highlights

Co-developed a procurement training series with the Office of General Counsel.
Hosted recurring Procure-to-Pay Q&A forums for campus practitioners.
Enhanced communication around sourcing timelines, roles, and expectations.

These efforts helped align campus and system perspectives, reduce uncertainty, and support more predictable procurement outcomes.

Expanding Communication and Engagement

In 2025, Minnesota State placed renewed emphasis on communication, storytelling, and recognition within the sourcing community:

Launched the Sourcing Sync newsletter section to provide recurring updates on sourcing strategy, tools, and events.
Celebrated Procurement Month with activities that highlighted the contributions of procurement and sourcing professionals across the system.
Continued to expand and integrate supplier diversity considerations in sourcing processes, including enhanced scoring and visibility for diverse suppliers.

These communication efforts help ensure that sourcing achievements are visible, understood, and connected to broader system goals.

Looking Ahead to 2026

The foundation built in 2025 sets the stage for continued progress in 2026. As new tools, contracts, and training opportunities come online, the sourcing community will play a central role in advancing efficiency, equity, and strategic value across Minnesota State.

Supplier Diversity

Mo Yusuf - Fiscal Operations Supervisor, St. Paul College

Beyond Compliance: Supplier diversity at Minnesota State is both a policy requirement and a strategic opportunity to advance equity, expand competition, and strengthen local communities.

Beyond Compliance: Board Procedure 5.14.6

Embedding equity, accountability, and opportunity into every purchasing decision

Minnesota State’s Board Procedure 5.14.6 was established to ensure that supplier diversity is built directly into procurement practices across colleges, universities, and the system office. The procedure requires each institution to set measurable goals for engaging Targeted Group Businesses (TGBs), veteran-owned businesses, and economically disadvantaged small businesses, creating a framework that actively reduces disparities in public contracting.

To support those goals, the procedure also calls for adjustments to procurement processes that remove barriers preventing diverse suppliers from competing. Buyers are expected to intentionally include diverse suppliers in sourcing events and day-to-day purchasing decisions, broadening the vendor pool and fostering innovation and healthy competition.

What Board Procedure 5.14.6 Asks of Buyers

Set measurable goals for spend with TGB, veteran-owned, and economically disadvantaged small businesses.
Proactively include diverse suppliers in sourcing and purchasing decisions.
Adjust processes and requirements that may create unnecessary barriers to participation.
Track and report diverse spend, especially for contracts over $100,000.
Use data and reporting to drive continuous improvement and accountability.

A core feature of the procedure is its emphasis on tracking and reporting. Institutions must monitor their spending with diverse suppliers and provide transparent reporting, particularly for larger contracts. This ensures that supplier diversity is not simply aspirational, but a measurable outcome with clear visibility for leaders and buyers.

Ultimately, 5.14.6 empowers buyers by combining compliance with strategic advantage. By following the procedure, buyers can align purchasing decisions with Minnesota State’s values of diversity, equity, and inclusion while gaining access to a wider range of vendors, competitive pricing, and innovative solutions that strengthen both campus operations and the broader Minnesota economy.

Reference: Read Board Procedure 5.14.6 – Supplier Diversity

Supplier Spotlight: Minuteman Press Uptown

Minnesota’s largest Black-owned printing press, powering community impact through design and print

As Minnesota’s largest Black-owned printing press, Minuteman Press Uptown has carved out a unique role in the local economy by combining technical expertise with a mission-driven approach. Owned and operated by Frank Brown, the company is known for its commitment to quality, creativity, and equity, serving as a trusted partner for community organizations, nonprofits, and small businesses across the Twin Cities.

Minuteman Press Uptown offers a full range of services, including digital and offset printing, large-format signage, branded merchandise, and direct mail campaigns. Clients rely on the shop for everything from business cards and brochures to custom banners and promotional materials. Its ability to handle specialized, custom projects with flexibility and care sets it apart from larger, more corporate providers.

Minuteman Press Uptown – At a Glance

Location: Minneapolis, Minnesota
Ownership: Black-owned; owned and operated by Frank Brown
Services: Digital & offset printing, large-format signage, branded merchandise, direct mail, custom projects
SWIFT ID: 0000969570
Certification: Certified by the Minnesota Department of Administration

Beyond its technical capabilities, Minuteman Press Uptown plays a vital role in strengthening the local community. The business has forged partnerships with nonprofits such as My Very Own Bed, which provides beds to children in need. By producing professional, high-quality print materials for these organizations, Minuteman Press Uptown helps them expand their reach, tell their stories, and inspire donors, volunteers, and supporters.

For small businesses, the company is equally transformative. By offering accessible, affordable branding and print solutions, Minuteman Press Uptown helps entrepreneurs compete in crowded markets and establish a strong, professional presence.

Printing Opportunity: Frank Brown and his team have built a business that not only produces exceptional print materials but also creates opportunities for growth, representation, and empowerment in the communities Minnesota State serves.

e-Procurement Administration

Dan Ibarra - e-Procurement Administrator

Understanding Access in Marketplace: Four key layers determine what users can see and do in Marketplace: system access, institution access, module roles, and approval folders.

Getting the Right Access in Marketplace

Why you might be able to log in, but still cannot see contracts or sourcing events

Marketplace access is built in layers. Even if a user can log in, they may still be blocked from viewing or creating contracts, sourcing events, or approvals if other access elements are missing. Understanding these four layers helps diagnose issues quickly and route requests to the right place.

1. Accessing Marketplace from eServices (ISRS)

The first requirement is simply being able to launch Marketplace. Access is requested and granted through ISRS and exposed to end users via the eServices dashboard.

Users submit a request in ISRS using the appropriate Marketplace role (most commonly Contract Manager).
A designated finance approver must approve the request – Marketplace Support does not approve ISRS access.
Once approved, a Marketplace link appears on the eServices home page under Purchasing.

2. Operating on Behalf of an Institution

After logging in, users still need to be associated with a specific institution in Marketplace. Without this, they may see messages like: “The Contract cannot be created because your Organization has not added you to any institutions.”

In this situation:

Users should submit a ticket to the Procurement Team.
Only System Administrators can grant institution-level access.
Until institution access is assigned, users cannot create or search contracts or sourcing events.

3. Accessing Different Modules (Contracts, Sourcing, etc.)

Marketplace is modular. Having access to the environment does not automatically grant the ability to use every module. Permissions are controlled by roles assigned to the user.

Common contract-related roles include:

Contract Administrator – create, edit, and view all contracts for their institution.
Contract Manager – create and view contracts for their institution; edit contracts they created.
Contract Approver – view and edit contracts in their approval folders.

If a user can log in but cannot perform expected tasks in a module, they may be missing a role. Refer to the roles spreadsheet for detailed descriptions and permissions.

Marketplace Access – Four Layers

ISRS/eServices: Request a role and get basic Marketplace access.
Institution Access: Be added to a specific college/university or the system office.
Module Roles: Contract, Sourcing, or other functional roles to perform work.
Approval Folders: Access to specific workflow steps (e.g., HR Review, Purchasing Review).

4. Managing Approval Folders

Being assigned a Contract Approver or Sourcing Approver role does not automatically grant access to the desired approval folder.

To gain access to specific approval folders (for example, HR Review or Purchasing Review), users must:

Submit a ticket to the Procurement Team.
Include the folder or workflow step name (e.g., “HR Review”).
Specify the institution associated with the folder.

Providing complete details in the ticket ensures accurate and timely processing of access requests.

Quick Troubleshooting Checklist

I do not see a Marketplace link in eServices: Verify ISRS role request and finance approval.
I can log in, but cannot create/search contracts: Institution access is likely missing.
I see Marketplace, but not the right options: Request additional module roles (e.g., Contract Manager, Contract Administrator).
I am an approver, but no documents are routed to me: Confirm that you are added to the correct approval folder.

Putting It All Together

The access process starts in ISRS, continues with institution-level setup, and is completed by assigning module roles and approval folders. All four layers must be in place for users to work effectively in Marketplace.

If access issues persist or if this overview feels too high-level, please submit a ticket to the Procurement Team for one-on-one assistance and troubleshooting support.

Procurement Planner

Upcoming training and professional development opportunities

Minnesota State Trainings

Procure-to-Pay Q&A Forum – January 26, 1:30 PM

NASPO Training Opportunities

FREE Center for Procurement Excellence (CPE) hosted professional development opportunities

None noted this month

For additional details or registration links, please reach out to the Procurement and Contract Management team or visit the community training portal .

Stay Connected

Questions or Ideas? Email us at procurement@minnstate.edu .

Resource Hub: Access policies, templates, and training materials on our Procurement Community Site (internal employee access only).

Suggest a Topic: What would you like to see in future editions? Share your feedback at procurement@minnstate.edu .

Thank you for being part of Minnesota State’s procurement community. Together, we are building a more efficient, equitable, and resilient supply chain that reflects the diversity of our students and communities. Stay tuned for our next edition on January 08, 2026!