The Engagement Process
If you are an eligible diverse or local supplier interested in doing business with Georgetown University, please follow this process to get started. The steps identified below are for businesses with products and services traditionally sourced by Procurement Services for the daily operation of the University. Providers of construction services, as well as businesses with more consumer-oriented products that may be of personal interest to faculty, professional staff and students, will be referred to the appropriate department.
Step 1: Initial Contact
If you satisfy the eligibility requirements for our supplier diversity efforts, please complete and submit the Sourcing Engagement Form. Make sure to provide a description of your business and service. The Strategic Sourcing department will contact you if a need matches your company’s qualifications.
Step 2: Discovery
Once the Strategic Sourcing department receives your form, your information will be reviewed to determine if your company fits current sourcing initiatives. If you have already submitted the Sourcing Engagement Form and your company has new capabilities or product offerings, please update your information by resubmitting the survey.
Step 3: Sourcing
If Georgetown decides to consider your company for a product or service, the University will release a formal competitive bid using the following methods:
- A request for information (RFI) to request specific information or clarification on a service, product or market.
- A request for quotation (RFQ) to identify and select suppliers for a specific product or service.
- A request for proposal (RFP) to formally select suppliers for strategic products or services.
Timeline
Many factors contribute to the length of the engagement process including how quickly the business completes each step. The Strategic Sourcing department is committed to the timely completion of the engagement process. We track each participating business from initial contact through the completion of each required step.
