ProcureCon Indirect East 2016 (past event)
February 22 - 24, 2016
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Innovation and Transformation
07:15 - 07:45 Women in Procurement Breakfast
Women bring a different perspective to procurement and supply chain management and are increasingly becoming an integral part of many supply chain organizations. The ever-popular ProcureCon Women in Procurement Breakfast returns to provide an intimate setting for executives to discuss the challenges women in procurement face and celebrate their successes. Participation provides you with access to a growing network of peers you can connect with throughout the year.
07:45 - 08:30 Registration and Breakfast
08:30 - 08:40 Welcome Remarks
08:40 - 08:50 Chairman’s Opening Remarks
08:50 - 09:30 Keynote Presentation: Value Is in the Eye of the Beholder
Procurement practitioners are oftentimes their own worst enemy. Often bogged down in process, they have a tendency to alienate the value others see. This presentation will help you:
• Eliminate the constant need to justify procurement’s existence by changing the corporate culture to embrace spend management
• Build driving corporate culture adoption? Business partners own the decisions. You’re bringing the influence. Tools, spend analytics. How much willing to invest?
• Assess the value of your business’ procurement function, right-size it for your business, and get the investment you need to raise its visibility in your organization
• Become more aware of the capability of your team, your supply base, and the goals of the business to innovate internally
• Capture and demonstrate your value to the business to avoid having them make ill-informed decisions
• Eliminate the constant need to justify procurement’s existence by changing the corporate culture to embrace spend management
• Build driving corporate culture adoption? Business partners own the decisions. You’re bringing the influence. Tools, spend analytics. How much willing to invest?
• Assess the value of your business’ procurement function, right-size it for your business, and get the investment you need to raise its visibility in your organization
• Become more aware of the capability of your team, your supply base, and the goals of the business to innovate internally
• Capture and demonstrate your value to the business to avoid having them make ill-informed decisions
General Session
09:30 - 10:10 Panel Discussion: Bringing Innovation into Procurement for Lasting Value
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?
• 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?
CPO Network
09:30 - 10:10 Session 1: Value Alignment To Get the Results You Want
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
• 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
General Session
10:10 - 10:30 2016: The Year of the Chief Spend Officer, The Evolution of the CPO- 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
CPO Network
10:10 - 10:30 Session 1: Value Alignment To Get the Results You Want (Continued)
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
• 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
10:30 - 11:10 Networking Break
General Session
11:10 - 11:50 Panel Discussion: Driving Innovation Through Collaborative Supplier Relationships
Speakers:
Brent Perekoppi Commercial Director Direct Energy Regulated Services
Patrick Williams VP, Global Indirect Procurement, BDX Corporate/Shared Services BD
Jorge Chamot Account Executive SAP Fieldglass
Moderator:
Gabe Smith Vice President, Client Development - Americas Region Schneider Electric
Brent Perekoppi Commercial Director Direct Energy Regulated Services
Patrick Williams VP, Global Indirect Procurement, BDX Corporate/Shared Services BD
Jorge Chamot Account Executive SAP Fieldglass
Moderator:
Gabe Smith Vice President, Client Development - Americas Region Schneider Electric
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?
SAP Fieldglass
• 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?
Jorge Chamot
Account ExecutiveSAP Fieldglass
CPO Network
11:10 - 11:50 Session 2: Creating A Unifying Framework For Supply Chain Risk Management
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
W.W. Grainger, Inc.
• 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
Katie Smith
Head of Indirect ProcurementW.W. Grainger, Inc.
General Session
11:50 - 12:10 Transforming the Supply Chain for Greater Mission ImpactThe American Cancer Society is the world’s largest voluntary health organization dedicated to eradicating cancer as a threat. The Supply Chain business unity exists to focus Society and supplier resources to end cancer faster, and as the Director of Supply Chain Operations, William Falquero leads a team dedicated to solution design and development in the areas of process, infrastructure and execution support.
William Falquero
Director of Supply Chain OperationsAmerican Cancer Society
CPO Network
11:50 - 12:10 Session 2: Creating A Unifying Framework For Supply Chain Risk Management (Continued)
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
W.W. Grainger, Inc.
• 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
Katie Smith
Head of Indirect ProcurementW.W. Grainger, Inc.
General Session
12:10 - 12:30 Keynote Presentation: Tying Indirect Savings To Revenue
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
Deutsche Post DHL
• 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
Timothy Dougherty
Director of Procurement - AmericasDeutsche Post DHL
CPO Network
12:10 - 12:30 Session 2: Creating A Unifying Framework For Supply Chain Risk Management (Continued)
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
W.W. Grainger, Inc.
• 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
Katie Smith
Head of Indirect ProcurementW.W. Grainger, Inc.
General Session
12:30 - 12:50 Move Beyond Cost Savings and Start Driving Business Value
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
TradeShift
• 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
Christian Lanng
Cofounder & CEOTradeShift
CPO Network
12:30 - 12:50 Session 2: Creating A Unifying Framework For Supply Chain Risk Management (Continued)
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
W.W. Grainger, Inc.
• 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
Katie Smith
Head of Indirect ProcurementW.W. Grainger, Inc.
12:50 - 14:10 EPIC Awards Luncheon
It’s time to recognize & honor exceptional achievements in corporate procurement! There are many award programs out there, but none that focus on the drastic transformations achieved by you and your peers within indirect procurement organizations and that is why the EPIC Awards were created!
The 2016 EPIC Awards Categories:
• Individual: The Individual Award gives recognition to your efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals may be self-nominated)
• Rising Star: The Rising Star Award gives recognition to a younger, talented individual on your team, striving for outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals must be nominated by their manager or another team member to be considered for the award)
• Team: The Team Award was created to give recognition to your team efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Teams can be self-nominated)
• Supplier: The Supplier Award gives you the opportunity to recognize the role and importance of your Top Supplier Partner in achieving outstanding sourcing results. (Please note: Suppliers must be nominated by a practitioner client to be considered for the award)
• Innovator of the Year: The Innovator of the Year award will give recognition to an individual who has seen success from thinking outside of the box. The Innovator of the Year finalists will be chosen by a panel of judges and the winner will be chosen by the public. (Please note: Individuals can be self-nominated)
• Career: Highlighting procurement excellence and innovation over the course of a practitioner’s entire career
The 2016 EPIC Awards Categories:
• Individual: The Individual Award gives recognition to your efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals may be self-nominated)
• Rising Star: The Rising Star Award gives recognition to a younger, talented individual on your team, striving for outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals must be nominated by their manager or another team member to be considered for the award)
• Team: The Team Award was created to give recognition to your team efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Teams can be self-nominated)
• Supplier: The Supplier Award gives you the opportunity to recognize the role and importance of your Top Supplier Partner in achieving outstanding sourcing results. (Please note: Suppliers must be nominated by a practitioner client to be considered for the award)
• Innovator of the Year: The Innovator of the Year award will give recognition to an individual who has seen success from thinking outside of the box. The Innovator of the Year finalists will be chosen by a panel of judges and the winner will be chosen by the public. (Please note: Individuals can be self-nominated)
• Career: Highlighting procurement excellence and innovation over the course of a practitioner’s entire career
Track A: Category and Stakeholder Management
14:10 - 14:30 Case Study: Performance Based Transformation Through Stakeholder CollaborationMark Campbell
Director Talent Management, Legal, Consulting Services, Professional ServicIntel Corp.
Track B: Supplier Management and Contracting
14:10 - 14:30 Case Study: Procurement’s Role in M&A and Divestitures
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
• 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
Track C: Procurement Operations
14:10 - 14:30 Presentation: Applying Lean Principles in Indirect Procurement To Create New Efficiencies and Realize Savings
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.
Douglas County School District
Teresa Rausch
Director of Strategic Sourcing and Contract ManagementDouglas County School District
CPO Network
14:10 - 14:30 Session 3: Preparing for and Responding to Global Macroeconomic & Political Conditions
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.
Track A: Category and Stakeholder Management
14:30 - 15:10 Panel: Engaging Stakeholders and Internal Customers To Build True Partnerships
Moderator:
Michael Shaw Founder & Board Member American Council of Sourcing and Procurement Executives (ACSPE)
Speakers:
Phil Sampona Global Category Senior Manager – Professional Services FMC Corporation
Alan Rice VP, Corporate Procurement Southern Wine & Spirits
Pete Skaggs Senior Director of Global Procurement Equifax
Jeffrey Smith Sourcing Director DuPont
Michael Shaw Founder & Board Member American Council of Sourcing and Procurement Executives (ACSPE)
Speakers:
Phil Sampona Global Category Senior Manager – Professional Services FMC Corporation
Alan Rice VP, Corporate Procurement Southern Wine & Spirits
Pete Skaggs Senior Director of Global Procurement Equifax
Jeffrey Smith Sourcing Director DuPont
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
American Council of Sourcing and Procurement Executives (ACSPE)
DuPont
• 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
Michael Shaw
Founder & Board MemberAmerican Council of Sourcing and Procurement Executives (ACSPE)
Jeffrey Smith
Sourcing DirectorDuPont
Track B: Supplier Management and Contracting
14:30 - 15:10 Panel: Mitigating Disruption By Implementing A Comprehensive Supplier Risk Management Program
Moderator:
Will Beattie Head of International Business Development Chartered Institute of Procurement and Supply
Speakers:
Trupti Marshall VP, Supplier Management and CPO ABB Optical Group
Stephen Harrington Chief Procurement Officer M & T Bank
Ted Datta Strategic Account Director – UK & Ireland Bureau van Dijk
Will Beattie Head of International Business Development Chartered Institute of Procurement and Supply
Speakers:
Trupti Marshall VP, Supplier Management and CPO ABB Optical Group
Stephen Harrington Chief Procurement Officer M & T Bank
Ted Datta Strategic Account Director – UK & Ireland Bureau van Dijk
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?
Chartered Institute of Procurement and Supply
M & T Bank
• 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?
Will Beattie
Head of International Business DevelopmentChartered Institute of Procurement and Supply
Stephen Harrington
Chief Procurement OfficerM & T Bank
Track C: Procurement Operations
14:30 - 15:10 Panel: Sharpening the Effectiveness of Your Spend Analysis and Infrastructure Support Tools
Speakers:
David Elford Senior Director of Global Procurement Office Depot
Jeremy Brofford Director, Packaging, Indirect, & Contract Services Wendy’s Quality Supply Chain Co-op, Inc.
Quave Burton Global Expense Management and Services Vice President Abercrombie & Fitch
Matt Holzapfel Product Marketer Tamr
Moderator:
Nancy Jorgensen Product Marketing Director SciQuest
David Elford Senior Director of Global Procurement Office Depot
Jeremy Brofford Director, Packaging, Indirect, & Contract Services Wendy’s Quality Supply Chain Co-op, Inc.
Quave Burton Global Expense Management and Services Vice President Abercrombie & Fitch
Matt Holzapfel Product Marketer Tamr
Moderator:
Nancy Jorgensen Product Marketing Director SciQuest
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
Wendy’s Quality Supply Chain Co-op, Inc.
Abercrombie & Fitch
• 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
Jeremy Brofford
Director, Packaging, Indirect, & Contract ServicesWendy’s Quality Supply Chain Co-op, Inc.
Quave Burton
Global Expense Management and Services Vice PresidentAbercrombie & Fitch
CPO Network
14:30 - 15:10 Session 3: Preparing for and Responding to Global Macroeconomic & Political Conditions (Continued)
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.
15:10 - 15:45 Networking Break
Session A
15:45 - 16:50 Roundtable Discussions
Speakers:
Gabe Perez VP, Strategy & Market Development Coupa Software
Ken Hartman Global Procurement Manager GCP Applied Technologies
Ermias Hailu Senior Manager - Indirect Procurement The Home Depot
Garry Christie Director, Procurement Advanced Micro Devices
Keion Samuel Senior Buyer RJ Reynolds Tobacco Company
Joe Sarmiento Business Development Manager IBISWorld
Gabe Perez VP, Strategy & Market Development Coupa Software
Ken Hartman Global Procurement Manager GCP Applied Technologies
Ermias Hailu Senior Manager - Indirect Procurement The Home Depot
Garry Christie Director, Procurement Advanced Micro Devices
Keion Samuel Senior Buyer RJ Reynolds Tobacco Company
Joe Sarmiento Business Development Manager IBISWorld
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
The Home Depot
RJ Reynolds Tobacco Company
IBISWorld
Hosted by: Joe Sarmiento, Business Development Manager, IBISWorld
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
Ermias Hailu
Senior Manager - Indirect ProcurementThe Home Depot
Keion Samuel
Senior BuyerRJ Reynolds Tobacco Company
Joe Sarmiento
Business Development ManagerIBISWorld
Session B
15:45 - 16:50 Roundtable Discussions
Speakers:
Alan Veeck Vice President, Sourcing Services Denali Group
Michelle Cambron Procurement Operations Manager KLA-Tencor
Kathy Robb-Williams Director of Procurement - Non Raw Materials Prysmian Group
Sean Smith Supply Chain Director Agropur Ingredients
Christian Lanng Cofounder & CEO TradeShift
Alan Veeck Vice President, Sourcing Services Denali Group
Michelle Cambron Procurement Operations Manager KLA-Tencor
Kathy Robb-Williams Director of Procurement - Non Raw Materials Prysmian Group
Sean Smith Supply Chain Director Agropur Ingredients
Christian Lanng Cofounder & CEO TradeShift
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
Denali Group
TradeShift
Hosted by: William Falquero, Director of Supply Chain Operations, American Cancer Society
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
Alan Veeck
Vice President, Sourcing ServicesDenali Group
Christian Lanng
Cofounder & CEOTradeShift
CPO Network
15:45 - 16:50 Session 4: Free Flow
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.
Track A: Category and Stakeholder Management
16:50 - 17:30 Panel: Capturing Unmanaged and New Categories To Uncover Savings Opportunities
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
Godiva
• Emergency management and safety
• Lean process improvement
• Risk management and insurance
• Regulatory and audit
• Energy management
Elisabeth Schlag Lawrence
Director, Global Indirect ProcurementGodiva
Track B: Supplier Management and Contracting
16:50 - 17:30 Panel: Making the Most of Your Outsourcing Engagements
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
• 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
Track C: Procurement Operations
16:50 - 17:30 Panel: Creating a Procurement Center of Excellence
Speakers:
Kenneth Naughton Director, Global Procurement Center of Excellence Michael Kors
Frederic Khalil Principal, FKC Partners and former CPO & Shared Services Guardian Life
Katie Smith Head of Indirect Procurement W.W. Grainger, Inc.
Paul Williams Director - Procurement Center of Expertise Mondelēz International
Moderator:
Nancy Jorgensen Product Marketing Director SciQuest
Kenneth Naughton Director, Global Procurement Center of Excellence Michael Kors
Frederic Khalil Principal, FKC Partners and former CPO & Shared Services Guardian Life
Katie Smith Head of Indirect Procurement W.W. Grainger, Inc.
Paul Williams Director - Procurement Center of Expertise Mondelēz International
Moderator:
Nancy Jorgensen Product Marketing Director SciQuest
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”
W.W. Grainger, Inc.
• 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”
Katie Smith
Head of Indirect ProcurementW.W. Grainger, Inc.
CPO Network
16:50 - 17:30 Session 5: Building Top-Top Relationships with Key Suppliers
• 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
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
Track A: Category and Stakeholder Management
17:30 - 18:00 Interactive Case Study: Building and Implementing a Successful SRM Program
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
• 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
Track B: Supplier Management and Contracting
17:30 - 18:00 Interactive Case Study: The Rise of Social Media in Supplier Engagement and Communication
• 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
• 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
CPO Network
17:30 - 18:00 Session 5: Building Top-Top Relationships with Key Suppliers (Continued)
• 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
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