Procurecon Indirect West 2016 (past event)
September 19 - 21, 2016
1.888.482.6012
View the Latest Edition of Procurecon West
Practitioners-Only Day—The Road to 2020
07:15 - 08:15 Registration and Breakfast
08:15 - 08:20 Welcome
08:20 - 08:30 Chairman’s Opening Remarks
08:30 - 09:10 CPOs Unfiltered: Driving Innovation into the Business
In this unscripted executive roundtable, leading CPOs will give you a window into their world, what’s driving their thought processes, and how they’re delivering value for their company. Think The View’s “Hot Topics,” but with Chief Procurement Officers! Potential areas of discussion include:
• Is a CPO’s role to innovate within procurement, or use procurement as a tool to enable business innovation?
• Elevating procurement’s value to keep their seat at the table
• The future of procurement: What will a CPO in 2020 be doing for the business?
Salesforce.com
• Is a CPO’s role to innovate within procurement, or use procurement as a tool to enable business innovation?
• Elevating procurement’s value to keep their seat at the table
• The future of procurement: What will a CPO in 2020 be doing for the business?
Linda Chuan
Senior Director of Global Corporate Services & Strategic SourcingSalesforce.com
09:10 - 09:15 Transition to Working Groups
Group 5
Introduction to Working Groups
09:15 - 10:25 Working Groups for Improving Business Functions
Attendees will break into these working group sessions, facilitated by area and category specialists, who will guide the group toward crafting an action plan of five ideas that you can implement immediately to begin getting results back in the office. The action plans will be reported back to the entire group during the afternoon sessions. Each group is limited to 30 participants to ensure practical takeaways. You can select your workshops at the time of conference registration.
Working Group 1
09:15 - 10:25 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. During this working group, discuss:
• How to determine 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
• The impact of compliance costs and global economic volatility on savings
• The evolution of the outsourcing engagement lifecycle
• How to determine 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
• The impact of compliance costs and global economic volatility on savings
• The evolution of the outsourcing engagement lifecycle
Working Group 2
09:15 - 10:25 Sourcing Diverse and Small Business Suppliers
Diversity is a monster issue. It’s always good to not have all global and large suppliers, whether or not there’s a diversity mandate. This working group will help you develop strategies for maintaining a strong supplier diversity program.
• Managing diverse suppliers to performance over price
• Best practices for sourcing diverse suppliers in 2016-2017
• How to evolve your supplier diversity initiatives
• Has supplier consolidation impacted supplier diversity?
• Due diligence strategies for diverse suppliers
• Managing diverse suppliers to performance over price
• Best practices for sourcing diverse suppliers in 2016-2017
• How to evolve your supplier diversity initiatives
• Has supplier consolidation impacted supplier diversity?
• Due diligence strategies for diverse suppliers
Working Group 3
09:15 - 10:25 Implementing Best-in-Class Supplier Scorecarding and Benchmarking Techniques
Whether you have a supplier that wants more of your business or a one who’s not performing up to your standards, you need an effective way to review and audit their performance that produces viable information for you to make informed decisions.
• Crafting mutually beneficial supplier scorecards so they know exactly how they’re performing against your SOW
• Obtaining the right mix of data to benchmark
• At what point do you determine your suppliers need to be audited—is there a regular schedule or review process?
• What are the best methods to audit and assess your suppliers?
• Working with underperforming suppliers
• Crafting mutually beneficial supplier scorecards so they know exactly how they’re performing against your SOW
• Obtaining the right mix of data to benchmark
• At what point do you determine your suppliers need to be audited—is there a regular schedule or review process?
• What are the best methods to audit and assess your suppliers?
• Working with underperforming suppliers
Working Group 4
09:15 - 10:25 Finding a Common Ground Between Hard and Soft Savings RequirementsSolving the disconnect between finance, who only wants to see bottom-line savings improvement, and sourcing, who believes that any costs taken out of a contract should be considered savings, is a perennial headache for procurement practitioners. In this working group, you’ll put your heads together and develop strategies for potentially solving this conflict.
•Why doesn’t a standard definition for savings exist across departments and organizations? Should there be one?
•Reinvestable vs harvestable savings- should you only take on projects that will be recognized?
•Changing incentive structures so procurement has reason to tackle soft savings
•Methodologies for tracking savings
•Getting procurement, finance, and the stakeholders in alignment- can it be done? Should it?
Working Group 5
09:15 - 10:25 Mastering the Art of Influence and Negotiation
Dealing with people is perhaps the biggest reason why negotiations fail, whether it’s with your key suppliers or your internal stakeholders. Both the substance and the conflict must be taken into account when working toward a solution. While face-to-face negotiation seems to be a dying art due to millennials’ lack of interest in personal interaction, it’s still the most important function of a sourcing executive—how are you going to save money if you won’t negotiate? Discuss with your peers how to hone your skills to get the deal you need to get done, done.
• Performing an emotional intelligence review to determine strengths and weaknesses
• Best practices for getting through to suppliers and customers
• Determining the outcome you need, and where you’ll be willing to compromise before negotiation begins
Working Group 6
09:15 - 10:25 Using Effective Contract Management Processes To Deliver Value & Mitigate Risk
Working in volatile and international markets, many companies need to maintain a close focus on value delivery and risk management. What strategies can you implement to leverage your supplier relationships and contracts to manage supplier and market risk and ensure sustainable value delivery through the contract lifecycle.
• Segmenting contract portfolios
• Delivery value for money throughout the contractual relationship
• Demonstrating year over year continuous improvement within the contract
• Understanding the value of contract management as a lever in spend management
• Using non-disclosure agreements as a risk mitigation tool with key suppliers
• Examining how to manage complex contracts and cross-organizational demands
• Measuring the importance of process vs technology vs people in effective contract management
Toyota Industries North America
• Segmenting contract portfolios
• Delivery value for money throughout the contractual relationship
• Demonstrating year over year continuous improvement within the contract
• Understanding the value of contract management as a lever in spend management
• Using non-disclosure agreements as a risk mitigation tool with key suppliers
• Examining how to manage complex contracts and cross-organizational demands
• Measuring the importance of process vs technology vs people in effective contract management
Kevin Alexander
CPOToyota Industries North America
10:25 - 10:45 Networking Break
Group 7
Introduction to Working Groups
10:45 - 11:55 Working Groups for Mastering Complex Categories
These working group sessions are designed to help you develop strategies for dealing with complex or non-traditional categories that many procurement practitioners are now responsible for. Each group will be facilitated by a category expert and two practitioners, and they will guide the group toward constructing five ideas for tackling these categories and report back the results to the entire group during the afternoon sessions. Each group is limited to 30 participants in order to maximize interactivity.
Working Group 1
10:45 - 11:55 Marketing
With content-led marketing, advertisers are in a midst of an evolving new world- how should you adapt and evolve to capitalize on this change?
• Taking marketing procurement to the next level - what does marketing procurement 3.0 look like?
• How changes in the marketing environment are impacting marketing and marketing procurement KPIs
• How do you know you’re really contributing to the company goals through marketing procurement?
• With more agency consolidation and globalization, how will this impact the function?
• Integrated marketing – how can you work with agencies and suppliers in a more structured and organized way?
• The impact of big data on the procurement function
• Taking marketing procurement to the next level - what does marketing procurement 3.0 look like?
• How changes in the marketing environment are impacting marketing and marketing procurement KPIs
• How do you know you’re really contributing to the company goals through marketing procurement?
• With more agency consolidation and globalization, how will this impact the function?
• Integrated marketing – how can you work with agencies and suppliers in a more structured and organized way?
• The impact of big data on the procurement function
Working Group 2
10:45 - 11:55 HR & Benefits
As companies have better understanding of how the Affordable Care Act, Same-Sex Marriage and Employer Health Exchanges play into how healthcare and benefits are sourced, how can procurement work better with HR & Benefits to bring further clarity to rein in the variety of costs associated with each?
• Working with HR and Benefits managers and vendors to ensure contracts contain costs without sacrificing quality
• The sometimes controversial ways companies are solving these issues
• How procurement is working with HR to find additional savings in areas such as recruitment and supplier negotiation
Raytheon Company
• Working with HR and Benefits managers and vendors to ensure contracts contain costs without sacrificing quality
• The sometimes controversial ways companies are solving these issues
• How procurement is working with HR to find additional savings in areas such as recruitment and supplier negotiation
Mariam Georgaroudakis
Strategic Commodity Management TeamRaytheon Company
Working Group 3
10:45 - 11:55 Professional Services
Whether you’re sourcing legal, consulting or other professional services, you need to change your buying mindset. Discuss why sourcing services is more difficult than sourcing goods, and how to get buy-in from stakeholders to ensure a win-win for everyone.
• Getting users to follow procurement’s processes
• How to penetrate spend in the legal department and work with them on contract development and negotiation
• Extracting savings through alternative pricing structures, eliminating redundant fees, and contract consolidation
• Creating a template for consultant engagement
• Benchmarking freelance and boutique consulting houses
• Getting users to follow procurement’s processes
• How to penetrate spend in the legal department and work with them on contract development and negotiation
• Extracting savings through alternative pricing structures, eliminating redundant fees, and contract consolidation
• Creating a template for consultant engagement
• Benchmarking freelance and boutique consulting houses
Working Group 4
10:45 - 11:55 Information Technology
With every department in your company spending some of their budgets on IT, each with different needs and different processes, it’s important to have a unified and coherent program. Discuss during this session:
• Developing relationships with the IT Stakeholders and getting the CIO’s buy-in
• Understanding future needs- not just current ones
• How product lifecycle and upgrade cycles impact the cost and buying process
• Exploiting your sourcing knowledge to show how it dovetails with their category expertise
• How the emergence of cloud and SaaS platforms impacts sourcing strategy
• The interplay of IT with other indirect categories- who owns the project?
• Developing relationships with the IT Stakeholders and getting the CIO’s buy-in
• Understanding future needs- not just current ones
• How product lifecycle and upgrade cycles impact the cost and buying process
• Exploiting your sourcing knowledge to show how it dovetails with their category expertise
• How the emergence of cloud and SaaS platforms impacts sourcing strategy
• The interplay of IT with other indirect categories- who owns the project?
Working Group 5
10:45 - 11:55 Travel & Meetings Management
Procurement practitioners believe they’ve gotten their travel and meetings spend to a point where they feel they’ve squeezed out all the savings. What’s next in program management? Go beyond re-writing the program and focus on changing the user's mindset permanently for soft benefits and hard bottom line results.
• Benchmarking your travel and meetings programs; have you really extracted all the savings?
• Structuring relationships and negotiating fees
• Innovations in meetings management
• The impact of airline consolidation and plunging oil prices on negotiations with your program provider
Manitowoc Foodservice, Inc.
• Benchmarking your travel and meetings programs; have you really extracted all the savings?
• Structuring relationships and negotiating fees
• Innovations in meetings management
• The impact of airline consolidation and plunging oil prices on negotiations with your program provider
Christian T. Widmann
Senior Manager of Global Indirect CommoditiesManitowoc Foodservice, Inc.
Working Group 6
10:45 - 11:55 Contingent Labor and Workforce Management
What you need to know about the risks and opportunities of managing different levels of contingent employees:
• Co-employment and compliance issues, who’s responsible for violations?
• Benchmarking labor costs against current market trends, not last year’s budget
• Sourcing talent
• How large a role should MSPs play in your contingent labor workforce?
• Rolling out contingent labor programs globally
• Developing playbooks to manage contract labor outside of the United States
• If there’s a mandate to reduce employees, does staff augmentation really save money?
• Co-employment and compliance issues, who’s responsible for violations?
• Benchmarking labor costs against current market trends, not last year’s budget
• Sourcing talent
• How large a role should MSPs play in your contingent labor workforce?
• Rolling out contingent labor programs globally
• Developing playbooks to manage contract labor outside of the United States
• If there’s a mandate to reduce employees, does staff augmentation really save money?
11:55 - 12:55 Procurement Practitioners Networking Lunch
12:55 - 13:15 Keynote Presentation: State of the Industry
13:15 - 14:25 Working Group Report Backs
The facilitators of the morning working groups will each take 5 minutes to present the outcomes from their session.
14:25 - 14:50 Industry Vertical Breakout Discussions
Attendees of ProcureCon Indirect West will be broken into groups based on their industry vertical for a small-group discussion to find solutions to niche issues directly related to their specific industry.
Table 1: Industrial and Manufacturing
Table 2: Financial Services
Table 3: Public, Non-Profit, University
Table 4: Consumer Businesses
Table 5: Technology & Telecommunications
Table 6: Media & Entertainment
Table 7: Business and Professional Services
Table 8: Energy & Resources
Table 9: Healthcare & Life Sciences
Table 1: Industrial and Manufacturing
Table 2: Financial Services
Table 3: Public, Non-Profit, University
Table 4: Consumer Businesses
Table 5: Technology & Telecommunications
Table 6: Media & Entertainment
Table 7: Business and Professional Services
Table 8: Energy & Resources
Table 9: Healthcare & Life Sciences
14:50 - 15:10 Strategic Sourcing and Supplier Risk Management
15:10 - 15:50 Networking Break and Opening of The Solutions Zone (Conference Opens to All Attendees)
15:50 - 15:50 Case Study: New Perspectives on BPO Management
Track B: Breaking the Rules
15:50 - 16:10 Questioning the Value of Procurement
Do vendor changes really save money? Underestimate disruption, cost of change, other details. The company then questions procurement. Don’t always push for a vendor change or consolidation to save money.
Track C: Procurement Operations
15:50 - 16:10 Presentation: Extracting Information from Multiple Sources and Using Procurement Analytics To Convert Data Into Intelligence
Everyone is looking at ways to make their spend management processes even more efficient. However, as companies amassed large amounts of data over the years, the challenges associated with categorizing data and making it meaningful have also grown.
• What type of framework do you need to create to overcome your data problem?
• Are there any tools that can talk to your current systems?
• Are there cultural or political hurdles you must first overcome?
• Can your data even be trusted?
• Do the codes align to real business functions?
• How much human analysis do you need to allocate to clean your data?
Intel Corporation
• What type of framework do you need to create to overcome your data problem?
• Are there any tools that can talk to your current systems?
• Are there cultural or political hurdles you must first overcome?
• Can your data even be trusted?
• Do the codes align to real business functions?
• How much human analysis do you need to allocate to clean your data?
Mani Janakiram
Director of Supply Chain Strategy and AnalyticsIntel Corporation
Track A: Building a Roadmap
16:10 - 16:50 Panel: Understanding How Business Metrics, Not Procurement, Drive Value
Once you’ve exhausted a good amount of P&L savings, how do you reposition procurement to maintain your relationships with your category owners to ensure they still see the value of procurement?
• Developing category agnostic value drivers
• Self-assessment of your procurement organization to measure the true value you’re bringing
• Ensuring the quality of your supply base stays strong so business owners continue to use procurement
• Research and data analytics to provide insight into the business
• Aligning procurement’s metrics with the category’s
ACSPE
• Developing category agnostic value drivers
• Self-assessment of your procurement organization to measure the true value you’re bringing
• Ensuring the quality of your supply base stays strong so business owners continue to use procurement
• Research and data analytics to provide insight into the business
• Aligning procurement’s metrics with the category’s
Michael Shaw
Advisory Board MemberACSPE
Track B: Breaking the Rules
16:10 - 16:50 Panel: Third Party Vendor Risk Management
Speakers:
David Kern Director of Procurement TripAdvisor
Suzette Neyra-Jones Director, IT Strategic Sourcing Intel Americas, Inc.
Lorry J. Freeman Director, Third Party Risk Management MUFG Union Bank
Moderator:
Eileen McCulloch Operations Director, Network for Value Chain Excellence W.P. Carey School of Business at Arizona State University
David Kern Director of Procurement TripAdvisor
Suzette Neyra-Jones Director, IT Strategic Sourcing Intel Americas, Inc.
Lorry J. Freeman Director, Third Party Risk Management MUFG Union Bank
Moderator:
Eileen McCulloch Operations Director, Network for Value Chain Excellence W.P. Carey School of Business at Arizona State University
Suzette Neyra-Jones
Director, IT Strategic SourcingIntel Americas, Inc.
Lorry J. Freeman
Director, Third Party Risk ManagementMUFG Union Bank
Eileen McCulloch
Operations Director, Network for Value Chain ExcellenceW.P. Carey School of Business at Arizona State University
Track C: Procurement Operations
16:10 - 16:50 Panel: Improving Procurement Operations
Whether you’re automating tactical processes to focus on the strategic, implementing a new technology tool, or crafting new contract management templates, you need to make sure you have the resources available to you.
Discuss:
• What are the criteria and metrics for Best in Class procurement ops organizations?
• The impact of policy vs. relationship
• Implementing systems—funding, justifying, bandwidth, who’s absorbing it, how to get them to use
• How to make it easier for people in your company to buy stuff—is there a UI that’s user friendly?
• Optimizing your mix of tools- eSourcing, P2P, contract management- and consolidating where necessary
• Should operations be centralized globally or regionally?
• Benchmarking your organization against other organizations- how do you stack up?
Professional Purchasing Partners
Apollo Education Group
Discuss:
• What are the criteria and metrics for Best in Class procurement ops organizations?
• The impact of policy vs. relationship
• Implementing systems—funding, justifying, bandwidth, who’s absorbing it, how to get them to use
• How to make it easier for people in your company to buy stuff—is there a UI that’s user friendly?
• Optimizing your mix of tools- eSourcing, P2P, contract management- and consolidating where necessary
• Should operations be centralized globally or regionally?
• Benchmarking your organization against other organizations- how do you stack up?
Joseph Richardson
President & CEOProfessional Purchasing Partners
Krish Suresh
Senior Director & GPO- Shared Services and Procure 2 PayApollo Education Group
Track A: Building a Roadmap
16:50 - 17:10 Sponsor Session: EdgeverveTrack B: Breaking the Rules
16:50 - 17:10 Next Generation Spend Analytics & Data Visualization — Strategies To Move the Needle From Tactical To Strategic
• A brief look at the history of spend analytics.
• The rise and fall of the current solutions and why they failed to provide true spend visibility.
• How the future of spend analytics will help you go from simple data analysis to being a strategic asset within your organization.
• The rise and fall of the current solutions and why they failed to provide true spend visibility.
• How the future of spend analytics will help you go from simple data analysis to being a strategic asset within your organization.
Track C: Procurement Operations
16:50 - 17:10 Upgrading to the Suite: The Journey to Source-to-Pay Transformation at Carlson Rezidor Hotel Group
17:10 - 18:15 Interactive Roundtable Discussions
Speakers:
Richard Waugh VP Corporate Development Zycus Inc.
Jake Wojcik Senior Vice President Insight Sourcing Group & SpendHQ
Nicholas Kline Strategic Sourcing Manager Toyota Motor Sales
Alex Brown Chief Procurement Officer GLOBALFOUNDRIES
Anup Pillay VP - Indirect Procurement The Coca Cola Company
Barb Sexton President ISM Arizona
Andy Murray Head of Technical Procurement Nestlé North America
Phil McDonald Director, Strategic Sourcing Carlson Rezidor Hotel Group
Kevin Ahlborn Senior Manager, Strategic Sourcing LinkedIn
James Tucker VP Go To Market Strategy & Operations Ariba
Greg Tice Director, Global Indirect Procurement Asurion Insurance Services
Cynthia Radford Senior VP Innovatix
Richard Waugh VP Corporate Development Zycus Inc.
Jake Wojcik Senior Vice President Insight Sourcing Group & SpendHQ
Nicholas Kline Strategic Sourcing Manager Toyota Motor Sales
Alex Brown Chief Procurement Officer GLOBALFOUNDRIES
Anup Pillay VP - Indirect Procurement The Coca Cola Company
Barb Sexton President ISM Arizona
Andy Murray Head of Technical Procurement Nestlé North America
Phil McDonald Director, Strategic Sourcing Carlson Rezidor Hotel Group
Kevin Ahlborn Senior Manager, Strategic Sourcing LinkedIn
James Tucker VP Go To Market Strategy & Operations Ariba
Greg Tice Director, Global Indirect Procurement Asurion Insurance Services
Cynthia Radford Senior VP Innovatix
TABLE 1: Strategic Sourcing and Supplier Risk Management
Hosted by: James Tucker, Vice President, Go-to-Market Strategy & Operations, Ariba Spot Buy
TABLE 2: Next Generation Spend Analytics & Data Visualization — Strategies To Move the Needle From Tactical To Strategic
Hosted by: Jake Wojcik, Senior Vice President, Insight Sourcing Group & SpendHQ
TABLE 3: Contract Lifecycle Management
Hosted by: Barb Sexton, President, ISM Arizona
TABLE 4: The Impact of the ACA on Contingent and Contract Employees
Hosted by: Anup Pillay, VP - Indirect Procurement, The Coca-Cola Company
TABLE 5: Supplier Segmentation and Rationalization
Hosted by: Alex Brown, Chief Procurement Officer, GLOBALFOUNDRIES
TABLE 6: Tail Spend Management
Hosted by: Andy Murray, Head of Technical Procurement, Nestlé North America
TABLE 7: TBA
Hosted by: Edgeverve
TABLE 8: Marketing: Creative Agency Management
Hosted by: Nicholas Kline, Strategic Sourcing Manager, Toyota Motor Sales
TABLE 9: Dealing with Rogue Spend
Hosted by: Kevin Ahlborn, Senior Manager, Strategic Sourcing, LinkedIn
TABLE 10: Upgrading to the Suite: The Journey to Source-to-Pay Transformation at Carlson Rezidor Hotel Group
Hosted by: Phil McDonald, Director, Strategic Sourcing, Carlson Rezidor Hotel Group & Richard Waugh, VP Corporate Development, Zycus Inc.
TABLE 11: TBA
Hosted by: Cynthia Radford, Senior VP, Innovatix
TABLE 12: Achieving Savings by Participating in Group Purchasing Organizations and Consortiums
Hosted by: Greg Tice, Director, Indirect Procurement, Asurion
James Tucker
VP Go To Market Strategy & OperationsAriba
Greg Tice
Director, Global Indirect ProcurementAsurion Insurance Services
18:15 - 19:30 Welcome Reception in the Solutions Zone
19:30 - 23:59 New! Women in Procurement Dinner
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 session gets an upgrade for 2016, as a dinner. Without the time constraints the breakfast has in forcing your networking to end to attend conference sessions, you’ll have at least two hours in an intimate setting 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. Space is limited to just 30 attendees, so be sure to RSVP as soon as you can!
