Day 3: Wednesday, September 30, 2015

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Indirect Purchasing at Volvo have almost doubled their savings the last two years from previous years, a direct result of its transformation in all areas of indirect procurement. It’s also no coincidence that Volvo Cars is the fastest growing premium European Car brand with 20 months continuous month-over-month sales increase, doubling its profitability in this time. Volvo’s CEO directly attributes the profit growth to cost savings/improvements. Chris Sandford, Global Purchasing Director, Indirect from Volvo Cars, will tell you how they did it.

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Procurement practitioners can’t always assume that their goals are aligned to the CFO’s. The relationship is often contentious due to a lack of trust and a CFO’s inability to grasp the perceived value the CPO brings. But how can the CPO work with the CFO to build a strong relationship? How can a CFO sort between good procurement and bad procurement practices? This session will bring you the CFO’s perspective on how to build credibility, align goals, develop a common vision for measuring success, and become true partners.

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At GEP we have been delivering complex procurement technology solutions for years. This has taught us some interesting lessons in how best to deliver successful implementations, some of which fly in the face of received wisdom or even common sense. In this short session we’d like to share some of those with you in our customers’ own words.

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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?

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Five years ago, EFX’s HR & Procurement functions had limited interaction and there was some reluctance when procurement came in to manage the spend in the category. Gaining trust and building influence was just the beginning, and now that they have a solid foundation, they're looking to evolve their relationship to the future and create a truly valuable partnership. During this case study, you'll gain insight on their procurement/ stakeholder relationship, and lessons you can adapt within your organization.

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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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Working in volatile and international markets, many companies need to maintain a close focus on value delivery and risk management. Find out how you can 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

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