[Sponsored Content]

For more than four decades, Ralph G. Moore & Associates (RGMA) has been at the forefront of supplier diversity, now termed supplier inclusion consulting. With roots deeply embedded in corporate America, RGMA is now increasingly shaping how colleges and universities build inclusive, competitive supply chains. At the heart of this transformation is the “5 Levels of Supplier Inclusion Maturity Model,” a framework designed to guide institutions from early-stage efforts to world-class strategies.

The RGMA model spans from Level 1 (Early-Stage Program), where institutions are just beginning to explore supplier inclusion, to Level 5 (World-Class Strategy), where it is fully integrated across procurement, development, and ESG (environmental, social, and governance) functions with senior leadership serving as active champions. Many higher education institutions today hover near Level 2 or 3, according to RGMA President Ralph Moore, often viewing supplier inclusion as a compliance requirement or a “numbers game.” But RGMA’s tools are helping colleges realize the broader value proposition of a strategic, inclusive supply chain.

A Proven Model with Deep Roots in Higher Education

RGMA’s methodology isn’t theoretical—it has been field-tested in both the corporate world and academia. Jesse Moore, an RGMA consultant and a veteran in higher education supplier diversity, exemplifies this cross-sector influence. His leadership at Purdue University led to the institution becoming one of the first to quantify the economic impact of its supplier inclusion efforts. Between FY2014 and FY2017, Purdue increased its supplier contracts related to minority- and women-owned businesses from $24 million to nearly $70 million annually, supporting 852 jobs and generating $119.4 million in economic output for Indiana alone.

RGMA’s approach helped shape Purdue’s strategy by decoupling what was then supplier diversity from DEI (diversity, equity, and inclusion) work and embedding it within the procurement and development arms of the university. As Jesse Moore emphasized, “This isn’t about checking boxes—it’s about economic impact, operational excellence, and community engagement.”

The Power of the Dashboard

Central to RGMA’s offering is its digital dashboard, a dynamic subscription-based tool that allows institutions to measure their maturity, track progress, and receive actionable recommendations. Unlike traditional consulting binders that typically end up gathering dust from lack of use, the dashboard updates in real time. It evaluates a wide range of best practices—from opportunity assessments and reporting rigor to process design and supplier engagement.

Recommendations are tailored based on how clients respond to a robust questionnaire—not on spend, but on evidence of operational best practices. Each client receives a maturity ranking aligned with the RGMA 5 Level model. Anything marked in red becomes a top priority, and clients are encouraged to reassess and update quarterly.

The dashboard isn’t just diagnostic—it’s educational. It includes video tutorials, archived webinars, and downloadable best practice kits that include policy templates, job descriptions, and budget guides that equip procurement teams to implement meaningful change. In a decentralized higher ed environment, this support is crucial. Many universities have multiple dashboards for different departments (e.g., construction, facilities, administration) that are later aggregated into an institution-wide view.

“Procurement is decentralized in higher ed,” says RGMA’s Chief Technology Officer Reginald Layton. “Construction might be Level 4, but the rest of the institution is at Level 2.”

Strategy Over Semantics

In today’s political climate, many institutions are rebranding or distancing themselves from DEI-related language. RGMA’s leaders are clear-eyed about this shift and the need to recognize it on the supply side as well.  Ultimately, it’s not about what it’s called, but what it can do for the community.

“Don’t just change the name—change the game,” Ralph Moore says. Supplier inclusion isn’t about identity politics; it’s about performance. Diverse suppliers are every bit as competitive as majority-owned firms, and failing to engage them is a missed strategic opportunity.

Their message resonates in a sector increasingly under scrutiny. Institutions like the University of Chicago—which partners with over 90 minority- and women-owned professional service firms—are demonstrating that strategic supplier inclusion enhances not only procurement outcomes but also alumni engagement and student recruitment.

Looking Ahead

The RGMA team frequently stresses the economic value proposition of supplier inclusion. With changing U.S. demographics and federal pressure reshaping how public dollars are spent, their tools offer colleges a roadmap to not only meet new federal guidelines but thrive under them.

The message from RGMA is clear: supplier inclusion isn’t a trend—it’s a competitive strategy. And in the face of political backlash and budgetary uncertainty, colleges and universities have an opportunity to lead with transparency, data, and impact. Whether being used by a procurement officer, a university president, or a former DEI leader pivoting to a new role, RGMA’s framework and tools offer the structure, insight, and momentum to turn aspiration into action.