Day 2: Tuesday, September 29, 2015

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
• Design a comprehensive program to mitigate future supply risks and limit nasty surprises
• 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

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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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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

Once the opportunities for cost savings have diminished to close to zero, how can procurement adapt to the new reality? What are you doing now that couldn’t be conceived of two years ago, and how can you use that hindsight to forecast what you’ll be doing tomorrow? Does it make sense to look at procurement from an analyst perspective to develop new procurement processes? In this presentation, Joanna Martinez, CPO of Cushman & Wakefield will give you strategies on what to do once the savings have been squeezed out.

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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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In a world where spend data and visibility is a basic requirement for even average procurement performance, why is data clarity so difficult to achieve for most organizations? After spending millions of dollars on technology from ERP systems to P2P platforms, why do many procurement organizations continue to struggle with both the analysis & optimization of spend data, as well as the incorporation of an IT Risk Management Approach?

Procurement can be more involved in how standards are set for the data that is specific to their needs. Procurement can also get involved earlier to help ensure that contractual terms, service levels, and requirements for suppliers meet the security needs of the company while also ensuring that costs are considered. But what exactly should procurement be looking for?

Discuss with your peers:
• What does a typical procurement-related spend analytics process look like?
• What standards are typical for procurement-specific data intelligence?
• What risks can stem from gathering too much or not enough data?
• What are some of the strategic-related risks in addition to security risks?
• What are the risks associated with spend analytics and spend data for procurement as compared to other data?
• How can you engage and partner with IT to understand how procurement data needs might differ from other IT-related data concerns?
• How can procurement help to mitigate supplier-related data breaches?

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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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No one wants to become the next Target, Home Depot or Sony, but too many companies leave privacy and security with IT to deal with. Procurement and Legal should be getting involved to make sure the contracts, and level of service, fit the needs of the company to keep costs in check and data secure. But what exactly should procurement be looking for? Discuss with your peers:
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• What to do in case of a breach, and how to limit indemnification
• How much data you’re comfortable with suppliers storing
• How to contract a security or data management supplier

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No one wants to become the next Target, Home Depot or Sony, but too many companies leave privacy and security with IT to deal with. Procurement and Legal should be getting involved to make sure the contracts, and level of service, fit the needs of the company to keep costs in check and data secure. But what exactly should procurement be looking for? Discuss with your peers:
• Aligning your risk management program with your cybersecurity program
• Who should own and manage the data?
• What to do in case of a breach, and how to limit indemnification
• How much data you’re comfortable with suppliers storing
• How to contract a security or data management supplier

By nature, procurement transformation is going to result in a great deal of change. As you continue down the journey, you need to make sure you have the right processes and infrastructure in place, the right people managing those processes. Then, you need to change the organization’s mindset, the culture, and even your approach to manifest the change you require. It’s not easy, and this session will arm you with strategies to make it work.

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You’re not the subject expert, but you do have an arsenal of strategies and tactics you can use to be a key influencer with engineering when structuring and sourcing long term capital projects:
• Employ the procurement process to influence engineering in their decisions at the beginning instead of at the end
• TCO considerations, including how to take maintenance, repair and operational costs into account
• Change management considerations upwards from the shop floor
• Preparing for asset replacement or life extension – and how R&D comes into play
• Deploying the best practices from the procurement toolbox to create operational efficiencies (including project management, performance management supplier discussions, continuous improvement opportunities)

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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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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

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

Learn how to use BI analytics to shape how you manage the global workforce. Business outcomes include cost containment, organizational transparency, risk management, and higher talent quality. Utilizing analytical tools give organizations the ability to make strategic workforce planning decisions and real-times adjustments based on tactical insights.

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

If you have a mature Strategic Sourcing Organization or are just beginning to build one, learn how to create maximum savings value for your organization:
• Creating a value statement for the CEO/CFO –selling the solution
• Gaining organizational acceptance--breaking down the maverick behavior
• Building the team—hiring true Sourcing professionals
• Training the organization of the philosophy of strategic sourcing and Sourcing levers
• Building and defining a global team—cultural challenges
• Defining savings methodology and gaining organizational acceptance The score of the game
• Purchasing tools and technology—where to start
• Data analysis and gathering
• Getting the message out to the organization
• Tracking success and publishing results

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In the near future, it is very likely that the next round of “good” jobs will include the field of supply chain management. That is already happening as major corporations are seeking our graduates from newly established supply chain management programs. In this session, you will discuss:
• How CPOs can build a career path for new hires and junior managers where none previously existed
• Establishing a comprehensive, adaptable training program for employees at all levels
• Building a competency model for high-performing teams
• Modeling the capacity for employees and justifying new hires to keep your team high performing
• Other innovative retention and reward strategies

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Sometimes, the best way to mitigate risk is to get ahead of the game by becoming involved in the process earlier than usual.

• Getting ahead of proof of concept to establish scope, evaluate suppliers, and set pricing strategies
• Standardizing contract language to get through process faster.
• Proactive vs reactive engagement with suppliers and stakeholders
• Conducting research and due diligence before the sourcing event even begins.
• Determining the risk measure that can’t be tied to hard dollars such as IP, anti-fraud and implementation costs

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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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In the near future, it is very likely that the next round of “good” jobs will include the field of supply chain management. That is already happening as major corporations are seeking our graduates from newly established supply chain management programs. In this session, you will discuss:

• How CPOs can build a career path for new hires and junior managers where none previously existed
• Establishing a comprehensive, adaptable training program for employees at all levels
• Building a competency model for high-performing teams
• Modeling the capacity for employees and justifying new hires to keep your team high performing
• Other innovative retention and reward strategies

During your busy day of active listening, keynotes and networking, this is your chance to take control of your event experience. Sangria will help get the conversations flowing as you discuss niche topics in a small group setting facilitated by a subject matter expert.

TABLE 1: 2016: The Year of the Chief Spend Officer, The Evolution of the CPO
Hosted by: Gabe Perez, VP, Strategy & Market Development, Coupa Software

TABLE 2: Topic TBD
Hosted by: Sara Tyre, Senior Vice President, Vendor Manager, Bank of America

TABLE 3: Actionable BI Analytics for Managing the Global Workforce
Hosted by: Ted Sergott, SVP Product Development, PRO Unlimited

TABLE 4: The Rise of the Freelancer Management System
Hosted by: Erik Manuevo, VP of Services, Upwork

TABLE 5: Procurement Outside the Box: How CACI Goes Beyond Savings To Leverage the True Value of P2P
Hosted by: Corey Roberts, Project Director, CACI

TABLE 6: Uncover Real Savings from Ongoing Operations to Support Revenue Growth
Hosted by: Dan Ashton, Director, Product Marketing, Rimini Street

TABLE 7: Warehouse and Plant Management
Hosted by: Joseph Teesdale, Global Procurement Manager - Indirect Spend, Cisco

TABLE 8: MRO
Hosted by: Tim Childress, Sr. Manager Procurement, RJ Reynolds Tobacco Company

TABLE 9: What’s New in Supplier Scorecarding and Benchmarking?
Hosted by: David Rodriguez, Senior Procurement Manager- HR & Professional Services, BD

TABLE 10: Using Market Analysis To Become More Strategic
Hosted by: Lyle Dixon-Smith, Senior Vice President, Business Development, IBISWorld

TABLE 11: Category Management Imperatives to Take Your Organization to the Next Level
Hosted by: Alpar Kamber, Managing Partner, Denali

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For the next hour, one of the Wigwam’s renowned 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.