Implement

Set Standard Operating Procedures: Institutions, Management Companies, and Vendors

This stage guides institutions in the creation and implementation of standard operating procedures (SOPs) for developing and maintaining relationships with management companies and values-based vendors.
  • Public & Private
  • FSMC & Self-Operated
Implement: 

Set SOPs between Management Company and Values-Based Vendor

A management company engages with prospective vendors (including distributors, aggregators, food hubs, and producers that seek to sell through the management company) and approved vendors throughout the implementation of a values-based procurement program. Some vendors may be identified by the institution as priority vendors for purchasing, and others will be identified by the management company based on the institution’s food purchasing guidelines and goals. SOPs for establishing and managing relationships with vendors document standardized processes for both parties. SOPs should be marked by the date of creation or revision to contribute to institutional memory and create a clear record of practices and changes. 

SOPs between Management Company & Prospective Values-Based Vendor

Model Recommendation

[Insert Date]
Standard Operating Procedures for Managing Values-Based Procurement: [Management Company] & [Prospective Values-Based Vendor]
1. [Management Company] and [Values-Based Vendor] will designate a primary contact to manage communication and vendor certification processes:
[Management Company Designated Contact]: [email]; [phone number]
[Values-Based Vendor Designated Contact]: [email]; [phone number]
2. [Management Company Designated Contact] will provide prospective values-based vendors with orientation materials that give an overview of the purchasing program, outline vendor certification and food safety requirements, list desired products, and detail delivery logistics.
3. Values-based vendors will be encouraged to share orientation materials that give an overview of the vendor, list projected products, and detail delivery practices.
4. After sharing materials, [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] will have a follow-up conversation focusing on any areas of interests, questions, or concerns (e.g., vendor certification requirements; production; delivery logistics). [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] will also discuss projected product price points and desired quantities to assess whether the purchasing relationship could be feasible and beneficial for both parties. [Management Company Designated Contact] should keep in mind that values-based vendors are priorities for [Institution] and procurement from these vendors advances important institutional goals stated in [insert reference to supporting documents (e.g., Institution’s food purchasing guidelines; Institution’s VBP announcement; Management Company’s food service contract)]
5. If the [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] want to proceed, [Management Company Designated Contact] will provide guidance and assistance in navigating the vendor certification process.

SOPs between Management Company & Approved Values-Based Vendor

Model Recommendation

[Insert Date]
Standard Operating Procedures for Managing Values-Based Procurement: [Management Company] & [Approved Values-Based Vendor]
1. [Management Company] and [Values-Based Vendor] will designate a primary contact to manage communication and food purchasing transactions and logistics:
[Management Company Designated Contact]: [email]; [phone number]
[Values-Based Vendor Designated Contact]: [email]; [phone number]
2. [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] will discuss desired products, price points, quantities, and frequency. Based on these conversations, [Management Company Designated Contact] will introduce the available purchasing commitment options: [insert the available commitments: individual purchasing commitment; standing purchasing commitment; forward purchasing commitment].
3. Based on the agreed upon purchasing commitment, [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] will establish a schedule for communication, purchasing, deliveries, and payment. [Management Company Designated Contact] will also explain any flexibility [Management Company] has to adjust schedules to accommodate vendor needs.
4. [Management Company Designated Contact] will provide details for deliveries including location, directions, and any special instructions. If there is a different or additional point of contact for site deliveries, [Management Company Designated Contact] will provide that information to [Values-Based Vendor Designated Contact].
5. [Management Company Designated Contact] will encourage [Values-Based Vendor Designated Contact] to record pictures of ordered product when it leaves the vendor site and when it is delivered to the delivery location.
6. If there is a concern or problem with delivered product, [Management Company Designated Contact] will arrange for a picture to be taken. [Management Company Designated Contact] will reach out to [Values-Based Vendor Designated Contact] to discuss any concerns, questions, and plans for future deliveries. The goal will be to ensure continuous improvement and mutually beneficial outcomes for both parties.
7. Every [insert time interval], [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] review completed purchasing commitments to assess the purchasing relationship, address any challenges or concerns, and discuss whether there should be expansion or adjustment in purchasing. [Management Company Designated Contact] will record and save notes from each check-in.
8. [Management Company Designated Contact] and [Values-Based Vendor Designated Contact] will conduct regular check-ins, either through site visits or phone calls, to ensure ongoing alignment and address any emerging needs, opportunities for improvement, or opportunities for growth.

Alternative: Additional Team Members

The best practice for vendor relationship management is to designate one individual within the institution or management company to serve as the primary contact for vendors in order to streamline information and coordination. However, if other team members are responsible for specific aspects of the work, they should be listed in the SOPs and made aware of the established processes. 

The Designated Contacts should be the first point of communication. If the Designated Contact is not available or additional team members’ input are needed, refer to the following:
[Management Company] Additional Contacts:
• Financial/Billing: [Contact Name], [email]; [phone number]
• Vendor-Management: [Contact Name], [email]; [phone number]
• Kitchen/Dining Logistics: [Contact Name], [email]; [phone number]
• Communications/PR:  [Contact Name], [email]; [phone number]
• Sustainability: [Contact Name], [email]; [phone number]
• Procurement/Supply Chain: [Contact Name], [email]; [phone number]
[Values-Based Vendor] Additional Contacts:
• Financial/Billing: [Contact Name], [email]; [phone number]
• Product/Farming: [Contact Name], [email]; [phone number]
• Communications/PR: [Contact Name], [email]; [phone number]
• Delivery/Logistics: [Contact Name], [email]; [phone number]

Alternative: Emergency Contact Protocol

In the event of an emergency or unexpected circumstances (e.g., severe weather, product shortages, transportation delays), both the management company and the values-based vendor should establish a clear communication plan to ensure swift responses and coordination.

In the event of unexpected circumstances or emergencies that disrupt purchasing, production, or delivery, the relevant Designated Contact should reach out at the earliest possible opportunity to inform the other party and discuss next steps.

Alternative: Vendor Feedback Mechanism

To promote continuous improvement and transparency, the management company may offer mechanisms for vendor feedback and comments. These opportunities should be highlighted in the SOPs, so the vendors are aware of these feedback channels.

[Management Company] welcomes feedback from vendors and provide the following options for vendor feedback and comments:
• [insert feedback options]

Feedback options include but are not limited to:
• Regularly scheduled check-ins
• Quarterly or annual relationship reviews
• Anonymous feedback form

Alternative: Training or Onboarding Resources

Values-based vendors may be new to selling to institutional markets, and they may require additional support in navigating the procurement process. If a management company offers vendor onboarding sessions, certification process trainings, or other support, these resources should be referenced in the SOPs. 

[Management Company Designated Contact] will provide [Values-Based Vendor Designated Contact] with available supports and resources related to working with [Management Company]. These resources include:
• [insert available resources and trainings]

Resource and training options include:
• Webinars or workshops on vendor certification processes and food safety requirements
• Guides on managing deliveries and logistics
• Direction to other relevant resources and support materials