Implement

Develop Orientation Materials for Institutions, Management Companies, and Vendors

Orienting diverse stakeholders to values-based purchasing can require tailored materials.
  • Public & Private
  • FSMC & Self-Operated
Implement: 

Create Purchaser Factsheet for Vendors

This section of the Toolkit provides model recommendations and language for establishing purchasing institution orientation materials, both for self-operating institutions and those using a management company. The following recommendations provide model language and alternatives for how this information can be conveyed in an orientation factsheet about a purchaser (whether that purchaser is an institution or a food service management company purchasing on behalf of an institution). Orientation materials provide an opportunity to highlight key information that is tailored to values-based procurement. These materials provide common ground from which conversations and relationships can grow. 

Orientation materials for values-based vendors about purchasers should address four main categories of information: 

  • Introduction: A short paragraph providing key background information. 
  • Program Information: Additional details about needs, offerings, and priorities/preferences. 
  • Logistics: Key administrative requirements, logistics, and practices. 
  • Contact: A point of contact for continued communication. 

Introduction

The introduction to the factsheet should convey general information about the institution, its commitment to values-based procurement, and its food service management company (if applicable). General information includes the institution’s mission statement or a summary of its purpose/focus (or similar information about the management company, if applicable). The commitment to values-based procurement includes the institution’s purchasing goal(s), the date when its commitment began, and/or metrics or benchmarks that reflect its internal or external commitments (e.g., number of values-based vendors purchased from). If an institution lacks past examples of collaboration with values-based vendors, it is important to emphasize willingness to engage in this type of work. The primary goal of the introduction is to engage vendors and demonstrate the institution’s commitment to values-based procurement. 

Model Recommendation

[Institution]: Factsheet for Vendors
[Address]
[Website]
Email: [Email] | Phone: [Phone]

[Institution] is [enter short description of institutional mission or purpose]. A commitment to increasing purchases of [insert values identified in food purchasing guidelines] food is a key component of [Institution’s strategic plan or its other commitments, vision, or identity]. Through its food purchasing, [Institution] seeks to foster existing relationships and develop new relationships with [insert short description of vendor preferences, if relevant].

Examples of common strategic plans and commitments include:

  • [Institution’s] mission/vision/identity statement
  • [Management Company’s] mission/vision/identity statement;
  • Food Purchasing Guidelines;
  • Food Safety Plan;
  • Health & Nutrition Plan;
  • Sustainability Plan;
  • Climate Action Plan;
  • Corporate Social Responsibility (CSR) or Environmental, Social, and Corporate Governance (ESG) Plan;
  • Diversity, Equity, and Inclusion (DEI) Plan and/or commitments; or
  • Membership and/or involvement in programs that encourage values-based procurement or partnerships with values-based organizations.

Examples of vendor preferences include, but are not limited to:

  • Local vendors;
  • Small and mid-sized vendors;
  • Beginning vendors;
  • Diverse vendors (BIPOC; MWBE; LGBTQIA+);
  • Historically underserved producers (i.e. socially-disadvantaged; veteran; beginning; reduced resource);
  • Culturally significant producers; or
  • Vendors with particular certifications.

Alternative: Option to Include Past Success Stories

If an institution or its management company (if applicable) has strong, pre-existing relationships with values-based vendors, spotlighting these relationships can be a great way to demonstrate a commitment to values-based procurement. An institution or its management company (if applicable) can list all the values-based vendors that they purchase from. Purchasers should get permission from vendors before including them on the factsheet.

Option for Including Past Success Stories

[Institution] is a proud partner of [insert successful values-based vendor]. [Values-Based Vendor] engages in [insert particular values-based behavior]. Through contracting with [Institution], [Values-Based Vendor] provides their products to [Institution], helping [Institution] act on our commitments to [insert relevant Institutional commitments].

Option to List Values-Based Vendors

  • [Values-Based Vendor 1]
  • [Values-Based Vendor 2]
  • [Values-Based Vendor 3]

Alternative: Inclusion of Specific Values-Based Procurement Metrics

An institution may include specific metrics or benchmarks related to its values-based procurement in its introduction if those details help to establish the institution’s credibility and investment in this type of purchasing.

Option for Including Metrics

[Institution] is committed to values-based procurement and has been since [year]. Since then, it has: [insert preferred metrics].

  • Purchased [X percent; X pounds] of [insert description of products] from vendors engaging in [particular values-based behavior].
  • Spent [X amount of money] purchasing from vendors engaging in [particular values-based behavior].
  • [List accomplishments for each relevant values-based behavior]

Program Information

Information about the institution’s purchasing program should focus on the core components of its food purchasing. This includes whether the institution’s food operations are self-operated or handled by a management company, details about population served, a list of the top food products the institution purchases or seeks, and the institution’s food purchasing guidelines. This section may also highlight some of the unique food operations that the institution runs. The primary goal of this information is to present opportunities for values-based vendors to access or expand sales to the institution while also communicating administrative and logistical requirements.

Model Recommendation

[Institution’s Food Service/Dining Operations]: Program Spotlight [Institution’s] food operations are [self-operated; managed by Management Company]. [Institution] serves [insert short description of population served by various food operations, frequency, and type of meals]. [Insert notable details about population/frequency/meal types]. [Institution’s Food Purchasing Guidelines] set the preferences and requirements for food purchasing and are available [on a website, attached to these orientation materials, or upon request].

Notable details may include, but are not limited to:

  • Age range of population served
  • Food preparation requirements or restrictions (e.g., kosher; halal)
  • Regular fluctuations in population served (e.g., higher education institution with decreased population Thursday–Sunday; institution with a set hybrid/remote calendar; education institution’s weekly and academic calendar; entertainment institution with event-based purchasing)
  • Serving specific meals (e.g., breakfast, lunch, dinner, snack, or a particular combination of these)

Working with [Institution], vendors can expect [insert benefits, advantages].

[Institution’s] top products purchased include:

  • [Insert list of top products purchased]

[Institution] seeks to purchase from:

  • [Insert list of vendor preferences]

Alternative: Inclusion of Other Product Needs or Preferences

An institution or its management company (if applicable) may identify other products it seeks in its food purchasing or specific vendor preferences it prioritizes. Other products could include seasonal items, such as tomatoes in the summer and pumpkin in the fall, or specific food products, such as plant-based proteins, kosher or halal products, or food products specific to a region, that values-based vendors are well-positioned to provide.

Options for Including Additional Needs and Preferences

[Institution] seeks the following products:

  • [insert seasonal items with time range product is desired, e.g., tomatoes in the summer, pumpkin in the fall]
  • [insert specific food products, e.g., plant-based proteins, Kosher or Halal products, food products specific to a region]

As outlined in [Institution’s Food Purchasing Guidelines], [Institution] seeks to expand purchasing from:

  • [insert vendor characteristic(s)]

Logistics

Information about the institution’s or its management company’s (if applicable) purchasing logistics should focus on the core requirements and routine practices of engaging in a purchasing relationship with the purchaser. This includes introduction to any vendor certification processes; preferred food delivery days, times, and locations; estimated purchasing volumes (this will help inform vendors so they know if they can fulfill partial or complete orders) and preferred ordering schedule; kitchen capacity (e.g., notes on storage options, food preparation environment, whether the institution can process whole foods); and regular payment processes for food purchases. It is important that the purchaser recognize there may be follow-up discussion and negotiation about other logistics details depending on the values-based vendor. The primary goal of this information is to convey key logistics and administrative aspects of the purchasing program, so purchasers can provide clarity early in relationship development with vendors.

Model Recommendation

[Institution’s Food Service/Dining Operations]: Key Administrative and Logistics Information

Vendor Eligibility: In order to sell to [Institution], vendors must complete [if self-operated, insert key requirements from the Institution’s approval process; if through a management company, insert certification requirements from Institution’s Management Company]. [If additional information about vendor eligibility and certification is available online, include the link.] If you have any questions about becoming an approved vendor, contact [Designated Contact] at [email; phone].

Kitchen/Food Preparation Capacity: [Institution] has [insert details about kitchen capacity including storage and prep space]. [Flag any particular limitations or preferences related to kitchen/food preparation capacity.]

Ordering Preferences: [Institution] purchases food to serve a total population of [insert total population served; include additional details about purchasing volume]. Orders are regularly placed [insert ordering frequency].

Delivery Preferences: [Institution] prefers food deliveries on [insert day(s)] from [insert time range]. Deliveries will be made to [insert address for delivery location and any special instructions or notes].

Payment Processes: [Institution] requires [insert documents needed for processing payments]. Payments will be made [insert payment schedule].

Alternative: Onboarding Timeline

In this section, an institution or its management company (if applicable) may also include a general timeline for their onboarding process (e.g., how long it will take for vendors to complete forms and the purchaser to process them). This timeline may differ on a case-to-case basis, depending on both the vendor and the product (e.g., for vendors providing produce and prepackaged products, the process may be quicker, while vendors providing meat products may take longer due to safety standards and additional due diligence requirements).

Option for Including Onboarding Timeline:

Generally, it takes a vendor [insert time or time range] to be approved to sell to [Institution].

Alternative: Multiple Vendor Certification Processes

Some management companies may have multiple vendor certification processes that values-based vendors can qualify for (e.g., specialized processes for small/mid-size vendors, minority-owned vendors).[1] If available, management companies should list these processes.

Option to Include Multiple Vendor Certification Processes Vendor: Certification Process: Link:

Vendor Certification Link
[Vendor criteria] [Certification process description] [Link to certification]
[Vendor criteria] [Certification process description] [Link to certification]
[Vendor criteria] [Certification process description] [Link to certification]
[Vendor criteria] [Certification process description] [Link to certification]

 

Alternative: Flexibility in Ordering Practices

It can be helpful for an institution or its management company (if applicable) to highlight their ability to be flexible with values-based vendors regarding their ordering processes, including with item codes or order flows. Purchasers can state a general willingness to work with vendors and improve upon ordering processes.

Option to Highlight Collaboration and Flexibility in Processes

[Institution] invites further discussion from its vendors as to how we can improve our ordering processes and logistics.

Alternative: Inclusion of Delivery Site Map

If a delivery site is challenging to locate or not easily navigable via common GPS instructions, an institution may include a map or diagram of the site. The map should be in addition to other directions and special instructions provided.

Alternative: Consolidated Drop-Off Site

If there are multiple delivery sites at an institution, it can be helpful to create one consolidated drop off site. This can make deliveries easier for a values-based vendor, so that they do not have to make multiple deliveries for one institutional order.

Option for Including Consolidated Drop-Off Site:

To streamline deliveries, [Institution] utilizes one drop-off site for all deliveries from vendors. Deliveries should be taken to: [insert address of consolidated drop-off site].

Option for Including Willingness to Create a Consolidated Drop-Off Site:

Vendors may find themselves making deliveries to multiple drop-off locations within [Institution]. If concerns arise from the amount of delivery locations, and delivery to one consolidated drop-off location is preferred, please reach out to [insert Designated Contact] at [insert phone; email].

Alternative: Delivery Schedule or On-Demand Ordering

An institution or its management company (if applicable) may want to specify whether they will set up a delivery schedule or whether they will engage in on-demand ordering. A delivery schedule may be helpful for smaller farms when production planning, compared to on-demand ordering. If a purchaser knows what their delivery schedule will be, they can lay that out in the factsheet. If they exclusively or typically practice on-demand ordering, that can also be specified.

Option for Delivery Schedule or On-Demand Ordering:

[Institution] accepts deliveries of [insert product] on [insert day(s)] from [insert time range]. [Institution] orders [insert product types] on-demand rather than on a regular schedule.

Alternative: Payment Schedules

An institution or its management company (if applicable) may have multiple payment schedules or be open to discussing altering their typical payment schedule with vendors. For example, they may try to pay farmers weekly, rather than on a more typical 60–90 day payment schedule. Purchasers can include this in their factsheet either by laying out their primary payment schedule and alternative payment schedule(s), or by expressing flexibility for discussing factors that may lead a vendor to request a different payment schedule.

Option for Including Alternate Payment Schedules:

[Institution] typically pays vendors every [insert period of time]. For [insert types of vendors with which an alternative payment schedule can be used (e.g., small vendors)], [Institution] pays vendors every [insert period of time].

Option for Including Willingness to Vary Payment Schedules:

[Institution] is willing to discuss an alternative payment schedule for vendors who express interest and need. If the typical payment schedule of [insert period of time] does not work for a vendor, please contact [insert Designated Contact] at [insert phone; email].

Contact

The contact information should provide a point of contact for follow-up discussions and/or questions about the institution’s values-based procurement and opportunities for values-based vendors to sell to the institution or its food service management company. This section may also provide additional contacts if different team members handle different aspects of the purchasing relationships. The primary goal of this information is to provide a clear option for follow-up conversations and questions about specific information.

Model Recommendation

Contact Us!
Interested in selling to [Institution]? Contact [insert Designated Contact], [insert title/role], to discuss any questions you may have and learn about next steps to begin selling to [Institution].

[Designated Contact] is available at: [email]; [phone number].

Alternative: Inclusion of Additional Team Members

Many institutions and food service management companies will have several teams or individuals involved in aspects of the values-based procurement program. The best practice is to designate one individual to serve as the primary contact to streamline information and coordination. However, if there are other team members involved or responsible for specific aspects of the work, they may be listed in the orientation materials and made aware of their inclusion.

Option for identifying additional team members in orientation material:

[Designated Contact] is your first point of communication and can help you reach other team members. If [Designated Contact] is not available or additional team members’ input are needed, refer to the following:

Additional Contacts:

  • Vendor Approval/Certification: [Contact Name], [Title] – [email]; [phone number]
  • Finance/Payment: [Contact Name], [Title] – [email]; [phone number]
  • Food Purchasing: [Contact Name], [Title] – [email]; [phone number]
  • Delivery Logistics: [Contact Name], [Title] – [email]; [phone number]

Alternative: Contact Through Forms

An institution or management company may find it easier to provide a contact form for values-based vendors to fill out with questions or concerns. This may be helpful to organize communications at an early level of correspondence, so that communications go to a consolidated email, and the purchaser can ensure that the submissions contain necessary information to address the concern. Once a relationship has developed between a purchaser and a values-based vendor, correspondence can flow directly between vendors and identified team members.

Option for creating a contact form:

Questions or concerns for our procurement team? Fill out the form below and we will reach out to you promptly to resolve the inquiry.

Name:
Contact:
Title:
Email:
Phone Number:
Message:

Footnotes

[1] E.g., Farm to Fork Criteria, Bon Appétit, https://www.bamco.com/sourcing/farm-to-fork-criteria/.