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Building and developing talent can be a key differentiator for a procurement organizations. As team members develop new capabilities, not only does morale and engagement increase, but the procurement team as a whole is able to generate more value for the organization. This session will cover a case study of how Dell’s Indirect Procurement organization has embraced talent development as a key differentiator and enabler for the organization.

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Times are changing. Can you say the same about your leadership and communication skills? For the first time in history there are 4 generations in the workplace, each with a preferred way of working. Today’s digital age and the multi-generational workforce require that a new leader rise. Social media, technology, and the explosion of Millennials into the workplace are putting new demands on leaders. Change is inevitable but the understanding and engaging of tomorrow’s employees must be intentional. Your organization’s future vitality depends on it.
Audience Outcomes:
• Gain a clear understanding of the Millennial generation.
• Learn the varying leadership and communication preferences of each generation.
• Harness tips for meaningful communications across generations.
• Grasp emerging trends in leadership and communication.
• Actionable and practical strategies to engage Millennial employees and build company loyalt

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Attracting and retaining great talent, while also grooming for the next generation of procurement leaders, is a perennial challenge. Your procurement leaders of tomorrow require different skills than your leaders of today possess. This panel will help you decide how to determine what qualities you want in your new hires, how to spot potential leaders, and develop a comprehensive training program.
• Determine the skillsets Generation Y needs to ensure success
• Is your company willing to put the people in place, and spend the time to realize the savings?
• How a CPO can work with universities to align curriculum to real life procurement skill-set needs
• How to develop a stable recruiting source
• What must-have skills are CPOs asking recruiters and headhunters to find for them?
• Developing an internal organizational culture to nurture them, and win the retention battle

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Disruptive innovation, compressed product life cycles and changing consumer expectations are driving companies to focus on becoming more efficient and reliable. But diffusing risk, flatter org structures and the broader impact of supplier solutions contribute to getting more people across more roles involved in the decision-making process than ever before. The challenge is that, all too often, the risk of the status quo is greatly underestimated. It's not until the supply chain is viewed as a core-enabling, end-to-end process, that risks can be properly identified, quantified, and addressed. How can you drive changes in the behaviors within your organization to break out of the status quo, explore alternate courses of action and achieve group consensus to make it happen? This discussion will walk through how SDI works with cross-functional teams within their clients’ organizations to drive the change management process, to help coordinate, align and optimize every link in the supply chain.

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You’ve all seen them. You might even have them. The acronyms after the names of your peers- CPSM, CSCP, etc. Do they still mean anything? Are they worth the cost of certification? Does the curriculum of external training and still offer useful skills to improve your job? Do managers still require certification to get hired? Are they still an indicator of knowledge, or job performance? In this no-holds-barred debate, we will discuss the merits and drawbacks of certification programs offered by associations such as ISM and APICS, university certificate programs, and internal custom coursework. After all, talent development is crucial to developing tomorrow’s leaders, and ensuring they have the right skills to succeed is at the top of the list.

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TOPIC 1: Effective Retention and Reward Structures

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Multinational organizations often don’t have centralized teams, and the challenges of managing a spread-out team today are different than were just 5 years ago. This session will discuss how to effectively manage your global team.
• Finding the right mix of global and local staff
• Bringing a globally dispersed and diverse team together despite the geographical and cultural distances
• Balancing remote vs on-site management
• Dealing with dotted-line reporting and local vs. global decision making in hybrid and global organizations
• Overcoming communication hurdles

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