Behind the scenes: how procurement supports operational excellence

As part of our Operational Excellence Program, we are shining a spotlight on teams across the Division, highlighting their work, achievements, and ongoing commitment to continuous improvement. 

Tariffs have been making headline news for months, and behind the scenes, McMaster’s Strategic Procurement team has been hard at work. They’ve been pivoting quickly to support university departments in “Buying Canadian” and adapting to new challenges. We spoke with Angelo Dilettera, Director, Strategic Procurement? and Tracie Felton, Senior Manager, Strategic Procurement, about how they help keep McMaster moving forward. 

Q: Explain Strategic Procurement in the most basic way is possible. What do you do? 

A: Simply put, we help the university buy goods and services while ensuring everything we do aligns with broader public sector directives and trade agreements like the Canadian Free Trade Agreement. Our job is to secure the best value for McMaster while reducing the university’s exposure to risk. Everything we do is grounded in fairness, transparency, and compliance. It sounds boring, maybe, but we’ve been asked to procure some pretty interesting stuff over the years! 

Q: When should departments get in contact with Procurement? 

A: Departments can approach us at any time and for any value, although McMaster is a fairly decentralized environment. Often, departments manage lower-value quoting themselves. But when they need advice, we’re here — with specialized buyers for different categories who can suggest suppliers or help departments get started on obtaining quotes. 

To get more specific: our procurement policy is tiered based on value. Once a purchase hits $25,000, it triggers a requirement for multiple quotes — a rule based on provincial directive recommendations. Above the $121,199 amount, we must issue a competitive public bid to ensure fairness and openness. There are exceptions, but they need to be well-justified. 

Right now, with the tariffs, we’re getting contacted more than ever about purchases. But that’s okay, we know it’s complicated and forever changing, that’s why we created a Q&A [link to Q&A]. 

Q: What are some common misconceptions about procurement at McMaster?
A: Many people think procurement is as simple as placing an online order — but it’s far more complex. We navigate logistics like tariffs, customs clearance, and compliance with international purchasing terms (known as Incoterms). These extra layers become even more important when dealing with high-value items or public sector funds. 

Q: How does Procurement Services support operational excellence?
A: We’re always looking for ways to improve our processes and better support McMaster’s needs. For example, we’ve embedded sustainability considerations into our procurement documents and encourage departments to factor sustainability into major purchases. We also look for opportunities to save costs and minimize risks — like negotiating better shipping terms or sourcing more products from Canadian suppliers to avoid international delays. 

Q: What are the top priorities for your team right now?
A: Right now, our biggest priorities are cost savings and risk management. With tighter budgets across the university, it’s more important than ever that we stretch every dollar as far as it can go — not just by finding the lowest price, but by negotiating smart contracts that offer long-term value. 

At the same time, the global supply chain continues to be unpredictable. Tariffs, shipping delays, and political factors can all impact the goods and services we need. To address this, we’re focusing heavily on securing reliable sources, building relationships with Canadian suppliers, and diversifying where we source critical items. 

We’re also putting a strong emphasis on sustainability and social responsibility in our procurement practices. It’s about finding suppliers that align with McMaster’s values, not just suppliers who offer a good deal. Ultimately, our goal is to support the university’s operations with purchases that are strategic, stable, ethical, and cost-effective — now and into the future.