Improving Procurement’s Queue Statistics and Service Levels
A testament to UCSF Strategic Procurement’s dedication and skill.
UCSF’s Supply Chain Management Strategic Procurement team prides itself on delivering exceptional service to the campus community. Whether through saving departments money or helping negotiate agreements for better results, they take their role seriously.
Over the past few months, the team has taken significant steps to enhance service to the campus by streamlining the procurement queue.
Impressive Improvements in Queue Management
Statistics from September 2024 through February 2025 illustrate a remarkable story of progress and efficiency:
| Sept | Oct | Nov | Dec | Jan | Feb |
Average Age of Queue | 33.4 | 39.8 | 36 | 25.5 | 24.9 | 16.0 |
Reqs in Queue | 222 | 194 | 174 | 185 | 134 | 146 |
Reqs older than 30 days | 36 | 39 | 39 | 37 | 24 | 19 |
While the average processing time for requisitions is just three to five days, previous old and stale requisitions continued to accumulate in the queue. These outdated orders diverted attention from more pressing requisitions and made it difficult to identify priorities.
To address this, the team implemented a monthly review of all requisitions older than 30 days—giving the team the ability to monitor longstanding orders and intervene if needed. To date, they have sent back numerous orders for cancellation, issued several longstanding orders, and continued to monitor the queue closely each month. All of which have led to a 52 percent reduction in average queue age and a steady decline in older requests.
The resulting improvements are noteworthy. The average age of the queue dropped from 33.4 days in September to just 16.0 days in February. The number of requests in the queue has significantly decreased, particularly from January onwards. Additionally, the number of requests older than 30 days has been steadily declining, showcasing the team’s efficiency in addressing older requests.
A Team Effort
The success of these improvements is fully attributed to the hard work and strategic approach of our buying team. They demonstrate exceptional skill in managing and prioritizing requests, ensuring urgent needs are met promptly while maintaining high service levels for all campus departments. Further, it is not simple or easy to diagnose the root cause of a delayed requisition because often there are several issues keeping the matter from issuance.
These improvements are a direct result of the hard work and strategic approach of the procurement team, who skillfully manage and prioritize requests to maintain high service levels. Diagnosing the root cause of delayed requisitions is often complex, requiring multiple interventions to ensure timely resolution.
“The decreased turnaround time of pending requisitions by Procurement is a direct result of the hard work of our buyers, who work diligently to meet all the needs of their customers and support the mission of the University. By decreasing the volume of stagnant orders, it allows each buyer more bandwidth to address higher priorities and also helps us keep our service level metrics accurate for our customers. I’m tremendously proud of the great work our team continues to produce, and I am grateful we have such a collaborative group.” — Tina Saloutos, Procurement Supervisor
Impact on UCSF and Its Suppliers
A streamlined procurement process benefits both UCSF departments and suppliers:
- For UCSF: Faster processing ensures timely delivery of essential goods and services, reducing disruptions and optimizing resource allocation.
- For Suppliers: Improved efficiency leads to faster onboarding and payments, strengthening relationships and reducing administrative burdens.
One supplier shared their appreciation for the team’s efforts:
“This testimonial highlights how our procurement team’s dedication not only improves internal processes but also creates a supportive and efficient business environment, contributing to mutual growth and success.”
Andrew Clark, Executive Director of Procurement, highlighted the significance of these improvements:
“Many of these older requisitions remained because UCSF struggled to resolve them. The team’s dedication to revisiting these while managing current work is remarkable. Their commitment to process improvement and problem-solving has made a tangible difference for the UCSF campus and our suppliers. All of this has made a tangible difference for the UCSF campus and our suppliers.”
Looking Ahead
As Procurement moves forward, the team remains committed to maintaining and further improving service levels. They continue to refine processes, embrace innovative solutions, and work collaboratively to meet the evolving needs of the UCSF campus.
Questions about this article? Contact SCM Response Team