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APUC Scotland |
APUC (Advanced Procurement for Universities and Colleges) Limited is the procurement centre of expertise for Scotland’s 51 universities and colleges. |
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Eastern Shires Purchasing Organisation |
ESPO is one of the UK's largest public sector professional buying organisations. It operates on a not-for-profit cost recovery basis and is committed to delivering best value to its customers, suppliers and local communities. Established in 1981 to provide a comprehensive procurement service to the public sector, ESPO has the purchasing power to achieve savings to pass on to customers. The value of ESPO's procurement activity in 2011/12 was more than £1 billion. ESPO serves: - The Education Sector (Schools, Academies, Colleges and Universities) - Local Authorities - Central Government Agencies and Ministries - The NHS and Emergency Services (Blue Light Sector) - The Third Sector including Charities and Voluntary Organisations |
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Higher Education Purchasing Consortium Wales (HEPCW) |
The Higher Education Purchasing Consortium Wales (HEPCW) was formed in 1996, replacing the original Welsh Universities Consortium which had been formed in 1970. The consortium members are Aberystwyth University, University of Wales, Trinity St David, Swansea University, Swansea Metropolitan University, Cardiff University, Cardiff Metropolitan University (UWIC), University of Wales, University of South Wales, Bangor University, Glyndwr University, Coleg Gwent, HPC Wales. |
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London Universities Purchasing Consortium |
Non profit purchasing consortium for Universities in London, UK |
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Massachusetts Higher Education Consortium (MHEC) |
The MIT Procurement office is a member of the Massachusetts Higher Education Consortium, a regional higher education group purchasing organisation. This regional group purchasing organisation leverages the combined buying power of local institutions to achieve mutually beneficial contracting opportunities. |
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Midwestern Higher Education Compact (MHEC) |
The Midwestern Higher Education Compact (MHEC), one of four statutorily-created interstate compacts, serves Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota and Wisconsin. MHEC contributes to the vitality of the Midwest by enhancing member states’ ability to maximize higher education opportunity and performance through collaboration and resource sharing. |
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North Eastern Universities Purchasing Consortium Ltd (NEUPC) |
North Eastern Universities Purchasing Consortium Ltd (NEUPC) is one of six UK Higher Education purchasing consortia established to deliver and manage a wide range of collaborative framework agreements designed to maximise third party expenditure within the higher education sector. |
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North Western Universities Purchasing Consortium UK |
The NWUPC strategy focuses on the following key objectives: To make full use of the Consortium's purchasing power to maximize benefit for its member institutions; To minimize the cost to the member institutions of implementing the strategy; To develop purchasing staff within the NWUPC and its member institutions; To enable the Consortium to play a full and constructive part in national Higher Education purchasing initiatives. |
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Southern Universities Purchasing Consortium UK |
Southern Universities Purchasing Consortium (SUPC) is the largest of the six regional higher education purchasing consortia that operate throughout the UK. SUPC was formed in 1974 when a handful of universities came together for the collaborative purchase of stationery. It has now grown to a membership of over one hundred higher and further education institutions and offers its members a wide range of collaborative purchase agreements covering most commodity areas. |
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USA: Educational & Institutional Cooperative (E&I) |
The Educational & Institutional Cooperative (E&I), is a national collaborative buying organisation dedicated to higher education. Working collaboratively with E&I enables the MIT Procurement Department to aggregate the Institute’s annual purchase volume with other peer institutions in order to maximise contracting and cost savings opportunities, increase it’s capacity and results without added cost to the institution, and redeploy staff resources to higher-yield opportunities. |
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