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.

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?

Integrating supplier contracts after a merger or acquisition is the easy part, but what happens to all those supplier contracts after you’ve spun off or sold a division? This presentation will help you manage the complex negotiation and supplier contracting process.
• How do you efficiently and quickly renegotiate hundreds of contracts?
• Avoiding anti-trust pitfalls
• Remaining on good terms with suppliers afterward