You’ve delivered cost savings. You’ve demonstrated value. You’ve earned your place in the C-Suite. What do you do now to advance the procurement function and secure its place for many years to come? This panel will discuss how to stay innovative and reinvent yourself, including:
• Strengthening the value of indirect procurement
• Creating a procurement “brand” to increase awareness of your accomplishments and capabilities throughout the organization
• Moving beyond the “X-step process” to generate more business improvements, not just cost improvements
• How procurement can contribute to revenue growth
• Implementing the next stage of the business relationship
• What’s beyond price and value?

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When procurement and the business are in alignment strategically, it’s much easier to deliver value. In this session, you will discuss how to demonstrate value to keep your engagements aligned, including:
• Becoming a chameleon by blending in to help meet goals
• Where do you sacrifice standards to a reluctant business partner?
• How to implement and follow processes without becoming lost in them
• Getting the CFO and CEO involved on the procurement steering committee
• Improving procurement’s image

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• Understanding and managing spend by business process, why procurement needs to own all spend
• Can you really manage spend if you don't own it all?
• Moving away from procurement status quo
• Quantifiable results to elevate procurement in the organization

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When procurement and the business are in alignment strategically, it’s much easier to deliver value. In this session, you will discuss how to demonstrate value to keep your engagements aligned, including:
• Becoming a chameleon by blending in to help meet goals
• Where do you sacrifice standards to a reluctant business partner?
• How to implement and follow processes without becoming lost in them
• Getting the CFO and CEO involved on the procurement steering committee
• Improving procurement’s image

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Inflation creeping up, cost reduction is going to be difficult. Building more collaborative relationships with your key suppliers enables you to identify more improvement and innovation opportunities, encourage investment, and improve execution and success rates. As procurement teams have to do more with less internal resources, they must depend more on their suppliers. This panel will focus on how to extract innovation from your supply base through exclusive commercial and gain-sharing relationships, and what you can do as a customer to keep them wanting your business.
• How to develop a preferred relationship with key suppliers
• How deeply and how early in the development process can you have your suppliers involved?
• Managing supplier engagements in practice
• Offloading and automating tactical processes to suppliers
• Monitoring, measuring and managing supplier performance – what does success look like?

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If one of your suppliers gets caught doing something they shouldn’t or isn’t 100% complaint with global laws and regulations, it will come back to hurt you. Discuss with your CPO peers how to work best with your internal audit and compliance teams, who precisely should be responsible for managing risk, and create solutions for benchmarking and mitigating risk in your supply chain.
• Segmenting suppliers by levels of risk
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• Market criteria for assessing risk

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If one of your suppliers gets caught doing something they shouldn’t or isn’t 100% complaint with global laws and regulations, it will come back to hurt you. Discuss with your CPO peers how to work best with your internal audit and compliance teams, who precisely should be responsible for managing risk, and create solutions for benchmarking and mitigating risk in your supply chain.
• Segmenting suppliers by levels of risk
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• Market criteria for assessing risk

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The maturity of the procurement function has created many opportunities to move beyond cost savings to drive revenue and profitability. This presentation provides you with tangible examples of how to:
• Overcome the mindset that indirect procurement is pure overhead
• Partner with finance to identify revenue enhancing activities and validate savings
• Build strategic internal alliances with the business, resulting in increased margins, savings and revenue that can directly impact EBITDA
• Obtain the resources needed to make this model work

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If one of your suppliers gets caught doing something they shouldn’t or isn’t 100% complaint with global laws and regulations, it will come back to hurt you. Discuss with your CPO peers how to work best with your internal audit and compliance teams, who precisely should be responsible for managing risk, and create solutions for benchmarking and mitigating risk in your supply chain.
• Segmenting suppliers by levels of risk
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• Market criteria for assessing risk

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The maturity of the procurement function has created many opportunities to move beyond cost savings to drive revenue and profitability. This presentation provides you with tangible examples of how to:
• Overcome the mindset that indirect procurement is pure overhead
• Partner with finance to identify revenue enhancing activities and validate savings
• Build strategic internal alliances with the business, resulting in increased margins, savings and revenue that can directly impact EBITDA
• Obtain the resources needed to make this model work

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If one of your suppliers gets caught doing something they shouldn’t or isn’t 100% complaint with global laws and regulations, it will come back to hurt you. Discuss with your CPO peers how to work best with your internal audit and compliance teams, who precisely should be responsible for managing risk, and create solutions for benchmarking and mitigating risk in your supply chain.
• Segmenting suppliers by levels of risk
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• Market criteria for assessing risk

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With many companies flush with cash following the end of the recession, merger and acquisition activity is picking up— which means quite a few headaches for the procurement team to realize the savings and synergies the M&A requires.
• What role should the CPO play in taking control of the savings?
• How sourcing’s role has evolved in M&A over the years, and how it will work in the future
• Determining what processes, policies and contracts to keep
• Assessing the talent of the acquired firm or divested unit- who stays and who goes?
• What happens post-merger: can the same sourcing strategies be effective in other parts of the organization?
• Winding down contracts in an acquisition or divestiture

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The Six Sigma approach has benefitted direct procurement by weeding out inefficiencies and creating true budget reductions, but can those principles be applied to the indirect space and achieve similar results? Learn what you can do from an operational perspective to drive savings to your organization.

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The drop in oil prices, wild currency fluctuations and global political instability have forced CPOs to rethink how they do business to achieve desired savings on everything from commodities and plastics purchases, to freight and transport agreements and even their travel programs. Discuss with fellow CPOs on how to structure contracts and supplier agreements to best weather through this period of uncertainty.

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The only way to get your stakeholders and internal customers to buy in to procurement is to stop ruling with an iron fist and help them think as strategically as you. This panel will deep dive into client engagement to help you make the most of your internal relationships.
• Investing in big data and developing processes that helps stakeholders make more informed decisions
• Talking about planned projects and savings together to create transparency
• Identifying the right levers to pull to determine where procurement can best deliver – price, cost, demand, and value
• The importance of having outside experience to build credibility

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Increasing regulatory requirements are forcing companies to monitor their suppliers in much more depth than ever before. Further, you must have a comprehensive program in place to mitigate supply disruption. Are you equipped to identify potential disruptions, monitor suppliers and adapt quickly to minimize the impact? This panel will help you:
• Identify risks that could impact your supply chain, their probability and potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more
• Measure, monitor and mitigate risks through a comprehensive risk management process
• Determine whether excess inventory, time, or resources is most important in mitigating risk, and how your suppliers optimize this buffer
• Implementing the technology and tools needed to monitor suppliers for red flags and alert you when something is amiss
• Risk sharing with your suppliers- does it work?

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Do you really know how much spend you have under management, and how much spend left to capture? To make your spend analysis more efficient, you need the best tools to get the best value. However, as companies amassed large amounts of data over the years, do your tools have the capability to truly integrate, analyze and manage that data to produce useable reports?
• Justifying an ROI for spend analysis tools
• Creating a framework for overcoming your data problem
• Project tracking data to ensure your spend goals are being reached
• It the problem really with your tool, or just how it’s set up?
• Showcasing and demonstrating the savings to the CFO

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The drop in oil prices, wild currency fluctuations and global political instability have forced CPOs to rethink how they do business to achieve desired savings on everything from commodities and plastics purchases, to freight and transport agreements and even their travel programs. Discuss with fellow CPOs on how to structure contracts and supplier agreements to best weather through this period of uncertainty.

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TABLE 1: Front-End Strategies for Reducing Indirect Costs TABLE 2: 2016: The Year of the Chief Spend Officer, The Evolution of the CPO
Hosted by: Gabe Perez, Vice President, Strategy & Market Development, Coupa Software Inc.

TABLE 3: How Small- and Medium-Spend Companies Can Get Attention from Suppliers
Hosted by: Ken Hartman, Global Procurement Manager, GCP Applied Technologies

TABLE 4: Subcontracting to Third Parties to Meet Stakeholder Requirements
Hosted by: Keion Samuel, Sr. Buyer, RJ Reynolds Tobacco Company

TABLE 5: P2P Optimization
Hosted by: Ermias Hailu, Senior Manager - Indirect Procurement, The Home Depot

TABLE 6: Tail Spend Management
Hosted by: Garry Christie, Director, Procurement, Advanced Micro Devices

TABLE 7: Marketing: How Can The Left Brain Help The Right Brain?
Hosted by: Patrick Fogarty, CEO Americas, Charterhouse

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TABLE 8: Transforming the Supply Chain for Greater Mission Impact TABLE 9: Move Beyond Cost Savings and Start Driving Business Value
Hosted by: Christian Lanng, CEO, Tradeshift

TABLE 10: MRO
Hosted by: Kathy Robb-Williams, Director of Procurement - Non Raw Materials, Prysmian Group

TABLE 11: Warehouse and Plant Management
Hosted by: Sean Smith, Supply Chain Director, Agropur Ingredients

TABLE 12: P-Card Innovation
Hosted by: Michelle Cambron, Procurement Operations Manager, KLA-Tencor

TABLE 13: Change Your Game in Category Management:Play to Elevate Procurement
Hosted by: Alan C. Veeck, Vice President, Denali Sourcing Services

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For the next hour, one of the Omni’s sommeliers will present a selection of some of his favorite wines. This is your opportunity to chat with your peers on top of mind issues and current events, because we know that your business is never static.

Some categories don’t have natural owners, or are considered too high profile and therefore out of reach of procurement. This panel will discuss why procurement hasn’t traditionally touched these categories, and how to make an aggressive business case for managing the final frontiers in the business:
• Emergency management and safety
• Lean process improvement
• Risk management and insurance
• Regulatory and audit
• Energy management

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When considering outsourcing a category or part of the procurement function, there are many considerations you must take into account to ensure that you’ll actually receive promised savings. This panel will discuss:
• Determining what is core to your company’s procurement function, and what can be outsourced
• Selecting the right BPO for your organization- it’s not one size fits all
• Achieving value creation and ROI based on what’s outsourced and where
• Have compliance costs and the dollar’s continued weakness begun eating away at outsourcing’s potential savings?
• What is the lifecycle of an outsourcing engagement? How does that evolve over time?
• BPO vs. GPO- benefits and drawbacks

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Procurement is one of the few organizational departments that can see across the entire company. Funneling certain functions into a centralized center of excellence can help make the tactical more proactive and create additional value to your stakeholders. Gain insight into:
• How procurement can and should be used as a shared service
• Using a center of excellence to handle transactional projects
• Strengthening connections with finance, audit, legal, sales and marketing to get the best deals on your sourcing projects and create more fruitful engagements
• Best-in-class CoE templates— moving beyond a “center of good”

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• Developing and maintaining strategic relationships with your key suppliers
1) driving understanding across your organization on the 'need'
2) establishing breadth and depth of those relationships to prepare for shifts in organizational structures
• Utilizing partners/key suppliers to drive innovative thought leadership - are there some best practices that can be shared when there is a need to think 'beyond the deal'?
• Driving the need in your organization to be transparent with key suppliers - for building greater alliances

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P2P brings together your stakeholders and your suppliers and automates the purchasing process. It’s sourcing’s role to ensure that the systems in place are seamless, automatic, and quick.
• Putting more structure into your P2P systems through best-in-class strategies and analytical tools to drive savings
• Implementing integrated process models to have better control over the cash flow
• Enhancing accounts payable by assessing resources and integrating with procurement and finance
• Advance accounts payable automation by achieving a 100% touchless system
• Implementing innovative tools and incentives to maximize supplier collaboration
• Sourcing the best P2P service providers

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• Practical examples of how social can make global supply chain management more effective
• Best practices for structuring a social network to connect with suppliers
• Determining how much data about suppliers you’re comfortable sharing with other users and buyers
• Connecting with other software users for real-time help and collaboration in performing processes

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• Developing and maintaining strategic relationships with your key suppliers
1) driving understanding across your organization on the 'need'
2) establishing breadth and depth of those relationships to prepare for shifts in organizational structures
• Utilizing partners/key suppliers to drive innovative thought leadership - are there some best practices that can be shared when there is a need to think 'beyond the deal'?
• Driving the need in your organization to be transparent with key suppliers - for building greater alliances

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