Companies today are faced with the challenge to gain holistic visibility and management control over their entire workforce. We are at a turning point economically and we need to understand if our clients are feeling strength or strain. he most obvious way is measuring time-to-fill or successful placement as those metrics can show us when a pay or bill rate is too aggressive. However, when organizations focus on cutting costs by slashing their contingent rates only, this typically causes what we call, "Aversive behaviors." Workers that were hired from contingent staffing companies may now come in on a more unregulated services (SoW)contract or as an Independent Contractor. Contingent rates are just one piece of a complicated puzzle. Cutting them, without other measures in place, can cause us to lose track of people within our organizations due to the wrong avenues available for hiring talent. If you’re having difficulties in tracking the resources and have poor insight into the population of workers, this is increasing security risks and mis-classification of your workforce. By implementing customized levels of services procurement, the results will show improved SOW visibility, reduced risk and restored compliance. What avenues are open at your organization?

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• How can the CPO change the image of procurement? What nuances or new dimensions can the CPO introduce?
• Getting past the “procurement” stigma—how to become the next CEO or CFO
• Does procurement’s reporting structure need to change?
• Getting (or maintaining) the executive support you need to succeed
• The CPO as strategist- using data and market intelligence to drive greater efficiency
• Identifying and communicating the ROI that procurement is delivering to the business
• Could communication with stakeholders be improved?
• Where are you locating additional sources of innovation?

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• How can the CPO change the image of procurement? What nuances or new dimensions can the CPO introduce?
• Getting past the “procurement” stigma—how to become the next CEO or CFO
• Does procurement’s reporting structure need to change?
• Getting (or maintaining) the executive support you need to succeed
• The CPO as strategist- using data and market intelligence to drive greater efficiency
• Identifying and communicating the ROI that procurement is delivering to the business
• Could communication with stakeholders be improved?
• Where are you locating additional sources of innovation?

Procurement executives are continually challenged to maintain sustainable savings, overall operational efficiency, and risk mitigation in today's highly volatile commodity markets and risk-prone global supply chains. Your company may have achieved some early returns in sourcing savings or procurement compliance. But how do you keep the momentum going? We will explore how a truly integrated Source-to-Settle process offers a tremendous ROI, with spend analysis driving effective sourcing, suppliers well-managed and contracts compliantly purchased off of. A successful journey begins with the vision and a solid business case and continues through effective deployment of technology and the necessary process change management.

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Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.

• How to measure, monitor and mitigate risks through a comprehensive risk management process
• Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more
• Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?
• At what point do you alert the CFO if there are problems?

Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.

How to measure, monitor and mitigate risks through a comprehensive risk management process

Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more

Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?

At what point do you alert the CFO if there are problems?

Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.

How to measure, monitor and mitigate risks through a comprehensive risk management process

Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more

Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?

At what point do you alert the CFO if there are problems?

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As procurement leaders look to expand their influence and overall impact, they should consider borrowing a page from the consulting industry’s playbook. Leading consulting firms have unique and differentiated offerings, sell their services based on relationships and a deep understanding of the needs of their clients, and drive value by maximizing the output and performance of their most critical resources – their people. The operating model characteristics of high performing consulting firms are similar to those that lead to high performance in procurement. In this session, we will explore:

• Common challenges faced by both procurement executives and consulting executives
• Why high performing procurement professionals and consulting professionals share similar skill profiles and career paths
• How procurement’s influence can be advanced by leveraging account planning techniques common in the services industry
• How procurement resources should be managed to drive maximum ROI to the business

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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? Talk through the headaches you are facing to master your data.

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As procurement works to have more spend under management, convincing business units to give up control is one of today’s biggest headaches, especially in non-mandated environments. So, how can you sell procurement and create a campaign to build credibility and showcase the value you can add to their unit? Where do you begin to build and foster relationships with internal stakeholders? What types of collaborative efforts can you implement to work with them instead of against them? What are the best approaches to take against reluctant stakeholders? How do you reinforce the importance of “playing your position”?

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When you’re responsible for setting strategy, sourcing suppliers, and realizing savings but don’t own the scope or the budget, how can you contribute to bring value to your internal customers?

• Improving connections with stakeholders to locate untapped sources of value
• Changing processes to better align with your customers’ business model
• Working with stakeholders to managing savings to budget- should the savings be shared with the business unit?
• Encouraging contract compliance
• How procurement can become a trusted advisor

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The MRO category still remains one of the most fractured, especially in decentralized, non-mandated corporations. This panel will focus on:

• Leveraging data and increasing purchasing power among your facilities to realize savings and create efficiencies
• Breaking the integrated model so each component can be sourced independently
• Are there any tools that can help extract hidden savings that wouldn’t be seen otherwise?
• Can mandating suppliers in the MRO space yield cost reductions?
• Bringing energy savings down to the kilowatt

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TABLE 1: In-Depth: Why Achieving Cost Savings Can No Longer Be About Cutting Rates
Hosted by: John Thornton, Director of Human Capital Solutions, Allegis Global Solutions
Ron Hetrick, Director of Market Analysis, Allegis Global Solutions

TABLE 2: In-Depth: Procurement Excellence in the Networked Economy
Hosted by: Sundar Kamakshisundaram, Senior Director, Solutions Marketing, Ariba

TABLE 3: In Depth: Optimizing Your SOW Program
Hosted by: Lorraine McClure, Manager, Contracts and Supplier Management, Fannie Mae

TABLE 4: In-Depth: Why You Should Run Your Procurement Organization Like a Consulting Firm
Hosted by: Doug VanWingerden, Senior Vice President, Insight Sourcing Group

TABLE 5: In-Depth: Connecting Silos Across The Enterprise
Hosted by: Matthew Schaenzer, Commodity Manager, Intel Corporation

TABLE 6: How Procurement Can Help Save 1,000 Lives A Day
Hosted by: Ian O’Brien, Vice President of Supply Chain, American Cancer Society

TABLE 7: Embracing a Category Management Mindset: How to Think Like a Strategic Category Manager
Hosted by: Alan Veeck, Denali Group

TABLE 8: “Stickier” Source-to-Pay: User Adoption Best Practices
Hosted by: Richard Waugh, VP Corporate Development, Zycus Inc.

TABLE 9:
Hosted by:

TABLE 10: Collaborating With Your Internal Clients: How To Treat Your Clients As Customers
Hosted by: Louis Williams, Senior Manager – Strategic Sourcing, United Rentals, Inc.

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For the next hour, enjoy a glass of wine recommended by one of the Wigwam’s renowned sommeliers. This is your opportunity to chat with your peers on anything else that might be top of mind right now, because we know that your business is never static.

Over the past few years, discussions surrounding supplier diversity have become quieter. Is it because supplier diversity mandates no longer exist? That companies have all achieved excellence in supplier diversity? Has supplier consolidation impacted supplier diversity? This panel will discuss how to maintain a strong supplier diversity program, best practices for sourcing diverse suppliers in 2015, and how to evolve your supplier diversity initiatives.

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When supplier relationships sour, or need to be ended for political, regulatory, or other purposes, sourcing takes on a very different role. Often this part of the sourcing process is overlooked – and procurement leaders often underestimate how expensive it can be. This panel will discuss:

• Ensuring your benchmarks and scorecards are set up measure exactly what you need to be measured
• Assessing your capability for pulling back or ending agreements?
• The impact of the termination on the supplier—Does it matter?
• Dealing with exit penalties
• How to end the relationship gracefully with minimal business disruption

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Reducing energy and utility costs is easier said than done, especially when you’re managing a network of plants, factories and warehouses that consume a large quantity of energy. This session will break down the facets of energy spend and sourcing (bill pay, rebates and taxes, sourcing, energy management systems), and discuss strategies for driving efficiencies within the energy category. What regulations do you need to be aware of, and is self-generation even a consideration?

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How does a company nurture future leadership and establish a CPO? An ideal professional development program should be designed not just to motivate your team, but also to retain them to eventually move into leadership roles. Junior level positions are only now held for an average of 2.5 years and automation and technology have altered the skillsets needed for junior talent, making the costs of training and retaining future leaders even more valuable. How can you motivate, challenge and inspire young talent and nourish them to deliver breakthrough performance?

• What does the supply chain profession look like for young talent coming out of the best schools?
• What does an ideal procurement or supply chain internship program look like?
• Should we even change our interviewing skills?
• Talent recruitment is now global: What unique talent recruitment challenges exist?
• Motivation strategies for navigating an often slow moving corporate culture
• KPI and performance measurement
• How to identify potential high performers and groom them

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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 joint presentation, you’ll get two very distinct viewpoints on what to do once the savings have been squeezed out.

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A key benefit touted in the media following a merger announcement is the savings that will be realized. What role should the CPO play in taking control of the savings? How has sourcing’s role evolved in M&A over the years, and how will it work in the future? What happens post-merger: can the same sourcing strategies be effective in other parts of the organization? How do you determine whose processes, policies and contract to keep? What about talent? How do you wind down contracts in an acquisition or divestiture?

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In a center-led or decentralized organizations with many independent operating businesses, how does the procurement department establish processes, sell its value, and connect those units to establish a cohesive way to manage suppliers and realize savings? Discuss the successes, challenges and results of connecting your vast organization.

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How does a company nurture future leadership and establish a CPO? An ideal professional development program should be designed not just to motivate your team, but also to retain them to eventually move into leadership roles. Junior level positions are only now held for an average of 2.5 years and automation and technology have altered the skillsets needed for junior talent, making the costs of training and retaining future leaders even more valuable. How can you motivate, challenge and inspire young talent and nourish them to deliver breakthrough performance?

• What does the supply chain profession look like for young talent coming out of the best schools?
• What does an ideal procurement or supply chain internship program look like?
• Should we even change our interviewing skills?
• Talent recruitment is now global: What unique talent recruitment challenges exist?
• Motivation strategies for navigating an often slow moving corporate culture
• KPI and performance measurement
• How to identify potential high performers and groom them

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