Confidential Page 1 9/11/2014 - IQPC CorporateConfidential Page 1 9/11/2014 February 11-13, 2015 Omni ChampionsGate Resort, Orlando, FL ... management one person should have ... Working

Confidential Page 1 9/11/2014

February 11-13, 2015

Omni ChampionsGate Resort, Orlando, FL

Confirmed speakers to date:

1. Joanna Martinez, Chief Procurement Officer, Cushman & Wakefield 2. Craig Demarest, Senior Director, Chief of Procurement, RJ Reynolds 3. Tracy Joshua, Vice President, Procurement Indirect, Kellogg Company 4. Frank Sanders, Director of Corporate Strategic Procurement, Intel 5. Linda Winter, Director, Corporate Services Sourcing, PG&E 6. Keith Woody, Senior Director, Global Indirect Procurement, Asurion 7. Cindy Straitiff, Director Strategic Sourcing, Constellation Brands 8. Aaron Frank, Director, Procurement Operations, Invesco, Ltd. 9. Marc Ensign, Director, Strategic Sourcing, Services/Outsourcing & Supplier Diversity, Sonoco 10. Christian T. Widmann, Director of Indirect Commodities, Manitowoc Cranes 11. Sean Smith, Director of Strategic Sourcing, Agropur Ingredients 12. Mel Ohl, Vice President, Indirect Procurement, Pitney Bowes 13. Sarah Robinson, Vice President Sourcing North America, The Hertz Corporation 14. Cindy Campo, Director of Professional Services Procurement, State Street Bank

Day 1: Wednesday, February 11, 2015 (Practitioner Only Day): Mastering Procurement Operations

7:45-8:30 Registration and Breakfast

8:30-8:45 Welcome Remarks & Chairperson’s Opening Remarks

8:45-9:25 Panel Discussion: Redefining Procurement’s Role In Today’s Enterprise – What Really Matters? Chief Negotiating Officer? Chief Business Intelligence Officer? Chief Get S**t Done Officer? As a CPO’s role continues to move from tactical to strategic, it is becoming more imperative that the function is more clearly defined by the CEO or CFO and the enterprise at large. One way to do this is to insert yourself into the conversation and ensure that there is alignment of the enterprise’s cultural appetite and the collective capabilities you need to bring to deliver sustainable value. Judging the “maturity” of the enterprise is often more important than applying a traditional Maturity Model to building one’s procurement organization. This panel will take a deep dive into ways of changing the value of procurement and the approach to gain broader recognition of that value- and even if ‘Procurement’ is still the right word for the role.




9:25-9:55 Out of the Box Keynote

9:55-10:00 Transition to Working Group sessions

10:00-11:15 Working Groups For Improving Procurement Operations Attendees will break into these working group sessions, facilitated by an expert and two procurement practitioners, 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 results 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: Automation of The Tactical to Focus on the Strategic Technology plays a critical role in procurement innovation, by enabling practitioners to focus more on strategy, and less on the day-to-day transactions. The constant firefighting creates chaos and takes away from planning and staying ahead of strategic initiatives. Firefighting may not disappear, but it can be significantly minimized. Get creative during this working group session to find out how to gain competitive advantage by streamlining your operations to keep you thinking strategically, while tending to the tactical things, at the same time.

Working Group 2: Harvesting Innovation From Outside the Enterprise Innovation doesn’t always have to mean new and cool; it could be just a new way of doing things to achieve better results. The more you bring your supplier into this process, the more successful your project outcome will be. 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. Discuss how to further develop your relationships with your suppliers to extract innovation from your supply base, with the ultimate goal of having your suppliers want to be a part of your innovation processes.

Overcoming ‘traditional’ buyer-supplier attitudes and perceptions of limited information sharing, trust, capabilities and understanding of partner needs

Working Group 3: Creative Resource Management: Overcoming Talent Shortages To Build Your Optimal Team Have your training and recruitment programs kept up with your transformation? Even with the advent of supply chain MBA programs, it’s estimated that graduates will only fill 20% of the openings, clearly indicating a talent shortage in the field. When rising up through the ranks no longer is a guarantee for success, discuss during this working group how to optimize your procurement team, including:

Conducting an employee skillset analysis

Sharing resources across departments to locate potential future leaders

Determining how much spend under management one person should have

Ensuring mid/senior level external hires have a clear career trajectory

Determining if you’re willing to sacrifice




Developing a preferred relationship with your key suppliers

How deeply and how early in the development process can you have your suppliers involved? What’s best practice, what are the constraints, how do you ensure your suppliers follow your corporate protocol?

How do you manage your supplier engagements in practice: how do you receive supplier ideas, how are other functions engaged, how do you staff the project team? How do you liaise between the supplier and the internal departments?

some savings to keep a less-than-ideal team fully staffed

Reducing tactical headcount, and increasing “relationship managers”

Working Group 4: Build Vs. Buy: Assessing Your Company’s Goals and Capabilities To Determine If Outsourcing Can Drive Down Costs and Deliver Efficiencies

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?

What is your comfort level in outsourcing sensitive company information?

Calculating the true benefit of outsourcing

Should outsourcing always be the answer?

Working Group 5: Aligning Procurement Best Practices Across The Globe Globalization has helped CPOs source the lowest costs and best values for goods and services, but sometimes, the country’s goals may get in the way of procurement’s goals. Share insight with your peers to improve your global indirect procurement strategies.

How do you get started in developing a global strategy across your divisions?

How can you best communicate best practices between countries and implement them across the enterprise?

What categories are ripe candidates for global sourcing?

Working Group 6: P2P Transformation and Optimization

How do you build a successful P2P program to eliminate value leakage?

Auditing the procure-to-pay audit cycle

Sourcing the best P2P service providers

Strategies for optimizing P2P

Driving process innovation through P2P




What do you need to have in place to effectively deploy a BPO?

11:15-11:30 Networking Break

11:30-12:45 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: Marketing Understand what makes marketing procurement truly different than other categories, and learn how to develop a true partnership with your company’s marketing organization.

Understanding the role of the various primary stakeholders in a marketing engagement (marketing, procurement and agency) and the expectations of each

Where are the big nuggets of opportunity – as you first enter the marketing category and as your involvement matures?

What should procurement bring to the table and where does procurement falter?

How can you ensure procurement for marketing KPIs relate to marketing goals and KPIs?

How can you get marketing not just to

Working Group 2: Legal Services Working with the legal department for managing spend, contracting outside counsel, and sourcing non-counsel legal services can be quite contentious when everyone thinks they’re expert negotiators. How can procurement build credibility within legal, and how can legal effective use procurement?

Benchmarking law firms for competitive advantage

Pros and cons of various legal compensation models

Understanding why penetrating legal is a multi-year investment requiring a different type of specialization

Understanding the differences in sourcing processes in legal vs hard goods and other services

Working Group 3: HR and Benefits

Understanding the potential for savings

Strategies for working with HR on health and benefits administration

Developing a process-based approach for engaging procurement services

Showcasing the cost-benefit of procurement controlling the spend




realize procurement exists, but to also follow procurement’s rules?

Sourcing, RFP and negotiating strategies for marketing suppliers

Working Group 4: IT Hardware and Software 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:

Strategies for reducing maverick spend

Understanding future needs- not just current ones

How product lifecycle and upgrade cycles impact the cost and buying process

Ensure that costs and contracts deliver real savings and efficiencies.

Determining if the same processes can be used to source hardware, software, and networking

Developing relationships with the IT Stakeholders

Understanding IT’s goals and objectives to get the CIO’s buy-in

Exploiting your sourcing knowledge to show how it dovetails with their category expertise

Working Group 5: Consulting Services

Creating a template for consultant engagement

Extracting savings through contract consolidation

Getting users to follow procurement’s rules

Benchmarking freelance or boutique consulting houses

Eliminating redundant fees

Establish Terms and Conditions for goods and services

Cindy Campo, Director of Professional Services Procurement, State Street Bank

Working Group 6: 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?

How to keep cut costs from creeping back into future contracts

Running metrics and analysis based on your consumption patterns to identify negotiation leverage

Have the increased clout of global airline and hotel networks finally made global travel deals possible?

12:45-1:45 Networking Luncheon

1:45-2:45 Working Group Report Backs




The facilitators of each morning working group will each take 5 minutes to present the outcomes from their session.

2:45-3:05 Exclusive Practitioner Day Sponsor Session

3:05-3:40 Networking Break and Opening of The Solutions Zone (conference opens to all attendees)

Track A: Procurement Process Track B: Procurement Technology Track C: Risk Management

3:40-4:20 Panel Discussion: Employing New And Innovative Practices To Drive Savings Each year, procurement practitioners say it’s getting harder and harder to meet savings targets, as most hard savings have been negotiated out in the past 5 years. This session will discuss how to use innovative techniques to succeed in procurement’s most valued metric.

Have savings targets become outdated?

Forcing savings by building them into the budget

Will sharing savings targets encourage better attention to costs?

Can cost avoidance ultimately lead to real savings?

Using spend visibility and analysis tools to reduce suppliers and capture additional savings

Standardizing processes across the enterprise to reduce inefficiencies and capture savings

Panel Discussion: Increasing User Adoption In Your Technology Platforms to Unlock Value

How does new technology impact sourcing and procurement?

What can your technology platform do for you?

What data will you need, where will it live, and how will you access it? Central Data Store? ERP? Best of Breed Application?

Benefits and drawbacks of moving from hosted servers to the cloud- security, negotiation and outsourcing concerns

What are the key features that will drive user adoption?

What training and support will be required to get your users on-board?

How do you identify the right vendor(s) to provide this technology and help you with adoption?

How long should implementation, on-boarding, and adoption take? What metrics will you use for success?

Panel: Smart Approaches To Managing Supply Risk On The ‘Right Shore’ From The ‘Best Source’ Off-shoring, near-shoring, re-shoring, in-sourcing, out-sourcing…Many company footprints are changing continuously and procurement needs to have strategies in place to take changing market needs into account, especially in emerging markets. What tools, services and best practices can aid you in this continuous demand and supply evolution? We touch on:

Technological advances, capacity planning & optimization techniques

How do your offshore programs impact your onshore programs and vice versa?

Determining the right number of suppliers and where to source from based on your global demand and production footprint

How global nuances such as crop rotation, commodity hoarding, etc. impact your risk management and procurement programs

Deep diving into your suppliers’ overseas




suppliers

4:20-4:40 Presentation: Leading Procurement With A Project Management Approach In procurement today, project management is becoming ever more important as a key skill in your toolkit. In a time when procurement is increasingly integrated with the business, you want to spend your limited resources where you make the biggest difference.

Which projects to take on?- Finding the right balance

Best practices in prioritizing and advancing projects taken into development

Structurally reassessing your project pipeline on a continuous basis in line with changing business priorities

Using your project management platform as an effective cross-functional communication and reporting tool

Case Study: Implementing a Full-Scale eProcurement Upgrade

Presentation: Constructing A Framework For Managing Risk, Sourcing Suppliers And Building Relationships In Asia China, and greater Southeast Asia, is at once the largest producer and the largest consumer of products and raw materials in the world, impacting pricing and strongly influencing oil, food and rare earth metals. The region’s continuing reputation as the ideal low-cost area to source suppliers is countered by a number of political and social concerns. Face-to-face relationship building is key in ensuring your Asian suppliers are as strategic as they can be. But how do you qualify and source new Asian suppliers? How important is it to have a physical procurement team presence in the region? This presentation will analyze Asia’s unique role in the global marketplace, how to best manage the risk created by China’s influence, and understand the uncovered opportunities for establishing a strategic global sourcing network across Asia.

4:40-5:00 Sponsor Session

Sponsor Session Sponsor Session

5:00-6:00 Interactive Roundtable Discussions (2 rotations) After a busy day of active listening, keynotes and networking, take control of your own event experience. This is your opportunity to network with industry peers with very similar challenges, interests and responsibilities as you discuss niche topics in a small group setting facilitated by a subject matter expert. After 30 minutes, you will be able to choose a second topic to participate in.




Table 1: Table 2: Table 3: Table 4: Table 5: Table 6:

Table 7: Table 8: Table 9: Table 10: Table 11: Table 12:

6:00 Welcome Reception In The Solutions Zone




Day 2: Thursday, February 12, 2015: Accelerating The Journey To Competitive Advantage

7:15-8:30 Women In Procurement Breakfast (Pre-Registration Required) 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 Breakfast returns to provide an intimate setting for female executives to discuss the challenges they face and celebrate their successes. Participation provides you with access to a growing network of peers you can connect with throughout the year.

7:30-8:30 Registration and Breakfast

8:30-8:35 Welcome Remarks

Frank Musero, Executive Director, ProcureCon Events, Worldwide Business Research (WBR)

8:35-8:45 Chairperson’s Opening Remarks

8:45-9:05 Opening Keynote: Incorporating Interwoven Trends In Business, Economics, And Government To Produce Unexpected Innovation Global megatrends are producing changes in the world economy. Some of these trends impact directly on supply management (e.g. pressure on natural resources) while others first impact business models (e.g. changing consumer landscape) and then cascade down to supply management. This session will identify some of these external trends and help you understand how the interaction of trends, business models and supply strategies can lead to new opportunities for value creation.

General Session CPO Network (limited to 30 CPOs & Global Heads of Indirect from $1B+ revenue cos.)

9:05-9:45 Panel Discussion: Retaining Your Competitive Edge By Focusing On Innovation The new role of procurement really became defined immediately after the global financial crisis as companies began drastically to implement severe cost cutting strategies yet still needed to remain

Session 1: Becoming A Better CPO

How can the CPO change the image of




competitive and retain a strong customer base. As parts of the world return to growth and procurement becomes more and more embedded within company operations, procurement leaders are now being asked to support their businesses to expand as the global economy begins to recover. The work has only just begun, and procurement must now innovate to keep their company competitive.

When all unnecessary cost has been stripped out of the business, how can procurement leaders assist in branding and new product and market development?

Moving on from cost savings: How can procurement add real value to business processes to increase competitive advantage?

Aligning business goals with those in the C-Suite

How important is stakeholder satisfaction in determining the value of a CPO?

Can procurement become a steward for the business?

Has procurement become so pigeonholed in its role, that credibility has diminished and aren’t seen as likely business innovators?

procurement? What nuances or new dimensions can the CPO introduce?

Getting past the “procurement” stigma—how to become the next CEO or CMO

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?

9:45-10:05 Sponsor Session: Allegis

10:05-10:25 CPO Case Study


11:00-11:20 Sponsor Session: Ariba

Session 2: Mitigating Supply Disruption By Implementing A Comprehensive Risk Management Program 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

11:20-12:00 Panel Discussion: Overcoming Gender and Generational Differences In the Procurement Function More women and Generation Y are in the procurement workforce than ever before. Many of them are poised to move into leadership positions if they haven’t done so already, and it’s imperative that your business adapt its communication styles and processes to what they perceive as indicators of success.

How should you determine what is “Core” to your success? What should be kept and what will need revamping?

What communication changes will be needed to coexist with the stakeholders?




What types of relationship skills do you need to build or change without getting bogged down in the minutia?

Do mentoring programs work? How about reverse mentoring, or integrated/ interactive mentoring?

Encouraging usage of the critical thinking skills they bring to the tale table

Overcoming compensation concerns (Salary, Stock, Bonus)

How do you manage a team where work-life balance is important?

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?

12:00-12:20 Sponsor session:

12:20-1:40 ProcureCon and My Purchasing Center’s Third Annual EPIC Awards Luncheon It’s time to recognize & honor exceptional achievements in corporate procurement! There are many award programs out there, but none that focus on the drastic transformations achieved by you and your peers within indirect procurement organizations and that is why the EPIC Awards were created! The 2015 EPIC Awards Categories:

Individual: The Individual Award gives recognition to your efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals may be self nominated)

Rising Star: The Rising Star Award gives recognition to a younger, talented individual on your team, striving for outstanding corporate/indirect sourcing and procurement results. (Please note: Individuals must be nominated by their manager or another team member to be considered for the award)

Team: The Team Award was created to give recognition to your team efforts in achieving outstanding corporate/indirect sourcing and procurement results. (Please note: Teams can be self nominated)




Supplier: The Supplier Award gives you the opportunity to recognize the role and importance of your Top Supplier Partner in achieving outstanding sourcing results. (Please note: Suppliers must be nominated by a practitioner client to be considered for the award)

Innovator of the Year: The Innovator of the Year award will give recognition to an individual who has seen success from thinking outside of the box. The Innovator of the Year finalists will be chosen by a panel of judges and the winner will be chosen by the public. (Please note: Individuals can be self nominated)

Career (NEW for 2015): Highlighting procurement excellence and innovation over the course of a practitioner’s entire career

Track A: Executing Procurement Fundamentals

Track B: Optimizing Procurement Transformation

Track C: Indirect Category Management for Manufacturing

CPO Network (limited to 30 CPOs & Global Heads of Indirect from $1B+ revenue cos.)

1:40-2:00 Sponsor Session: Fieldglass

Sponsor Session Sponsor Session Session 3: 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

2:00-2:40 Panel Discussion: Constructing A Framework To Build Procurement Influence With Internal Stakeholders 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

Panel Discussion: Maximizing Stakeholder Engagement To Drive Collaboration And Savings 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

Panel Discussion: Best Practices and New Strategies For Tackling Inefficiencies in MRO Spend 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




instead of against them? What are the best approaches to take against reluctant stakeholders? How do you reinforce the importance of “playing your position”?

with the business unit?

Encouraging contract compliance

How procurement can become a trusted advisor

otherwise?

Can mandating suppliers in the MRO space yield cost reductions?

Bringing energy savings down to the kilowatt

human analysis do you need to allocate to clean your data? Talk through the headaches you are facing to master your data.

2:40-3:00 Presentation: Change Management in Procurement 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.

Presentation: Connecting Silos Across The Enterprise 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.

Presentation: Transportation— Managing Complex Manufacturing Supply Chain Logistics Manufacturing supply chain operations teams are faced with a number of transportation and logistics procurement challenges including changes in shipment volumes, equipment types and special handling requirements, capacity issues, and a large potential pool of carriers supporting plants and warehouses. This session will address the capacity challenges procurement must deal with in the current logistics market and market expectations going forward in terms of:

Understanding the logistics risk of your global supply chains, most notably in terms of shipment rates

Evaluating potential shortages in truckload capacity and




adjusting your supply chain in response

Assessment on how carrier mergers, acquisitions and bankruptcies continue to affect the market

Global factors to consider, including currency fluctuations and sustainability regulations

3:00-3:20 Sponsor Session Sponsor Session Sponsor Session


3:55-4:50 Interactive Roundtables (2 rotations) Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7:

Interactive Roundtables (2 rotations) Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14:

Session 4: Free Flow 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.

4:50-5:30 Panel Discussion: A New Look At Category Management

Panel Discussion: Exit Strategies: Unwinding Supplier Relationships When They’re Just Not Working

Panel Discussion: Energy And Utility Sourcing And Management

Session 5: Making The Next CPO: Constructing A Professional Development Program To Attract,




Category management, despite its simple terms, doesn’t have a universal definition. This panel will revisit category management to ensure the approach is still relevant to today’s procurement function, including:

Conducting audits on “mature” categories to limit bad habit creep

What level of experience should your category managers have?

Should categories themselves be redefined, combined or eliminated to ensure they all make sense in today’s business climate?

Strategies for capturing unmanaged categories to uncover new savings opportunities

Any More 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

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?

Motivate And Retain Junior Talent 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?

5:30-6:00 Presentation: Managing The Post-Savings Hangover: Approaches To Reinventing Procurement Once the opportunities for cost savings have diminished to close to zero, how can procurement adapt

Presentation: Sourcing And Procurement’s Role In M&A 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

Presentation: Partnering With Engineering To Effectively Manage Capital Expenditures You’re not the subject expert, but you do have an arsenal of strategies and tactics you can use




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. Joanna Martinez, Chief Procurement Officer, Cushman & Wakefield

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? Craig Demarest, Senior Director, Chief of Procurement, RJ Reynolds

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)

• Motivation strategies for navigating an often slow moving corporate culture

• KPI and performance measurement

• How to identify potential high performers and groom them

6:00-7:30 Networking Reception On The Lawn After a busy day of solution-focused sessions, relax with fellow speakers and attendees. Take advantage of the opportunity to network and share ideas off-line under the desert sunset.




Day 3: Friday, February 13, 2015: Influencing Top Line Activities

7:45-8:50 Breakfast & Registration

8:50-9:00 Chairperson’s Opening Remarks

9:00-9:40 Panel Discussion: Identifying And Managing Supply Chain Disruptors To Maintain Competitive Edge One of the key identifiers of an innovative sourcing organization is the ability for the CPO and the entire strategic sourcing team to stay at least one step ahead of the trends. New technology developments have the potential to completely disrupt entire ways of doing business, changing what you buy, creating new suppliers and forcing new sourcing requirements. This panel will discuss how technology has impacted sourcing needs, and how you can look ahead and provide that intelligence back to your business. Sarah Robinson, Vice President Sourcing North America, The Hertz Corporation

9:40-10:20 Panel Discussion: A Holistic Approach To Responsible Sourcing Going green, sustainability, socio-economic issues and global laws and regulations is making it more critical for companies to better managing ethical, political and environmental risk. The need to be aware of controversy, and avoid fines and criminal sentences is more important than ever. The panel discusses:

What is responsible sourcing, how it’s measured, and how it should be measured?

The rapidly changing regulatory environment such as conflict minerals, global bribery acts, etc., their impact on the supply chain, and the tools and processes you can use to develop effective and flexible risk mitigation procedures

The socio-economic issues such as labor conditions and human rights that are under fire, how to handle potential weak links in your supply base that might damage your reputation, and also the steps that you can take as a procurement practitioner to manage these potential risks

Determining what materials in your packaging or product manufacturing processes can “go green,” and ensuring your key suppliers are brought in line with your goals

Creating a roadmap and planning for continuous improvement

Complying with global environmental concerns such as deforestation, palm oil, and animal habitats

10:20-10:40 Sponsor Session




10:40-11:10 Networking & Refreshment Break For All Attendees & Final Visit To Solutions Zone

11:10-11:40 Presentation: Driving Innovation Into Your Contracting Process

Writing effective contracts to share, rather than shift, risk

Contract lifecycle management: determining when to renew, rebid or renegotiate

When to bring in the legal team to strengthen and innovate contract language

What’s new in negotiation tactics?

Securing better deals by using dynamic contracting

Do templates help or hinder innovation when contracting?

11:40-11:50 Innovation Spotlight

11:50-12:30 Panel Discussion: Innovation In Supplier Relationship Management: How Key Suppliers Drive Your Company’s Competitive Advantage Beating up your critical suppliers over price and making unilateral demands are two sure ways to lose their business. But how can you collaborate with your suppliers to gain competitive advantage? Procurement is the bridge between the outside world and the enterprise, and here’s your chance to develop relationships that will grow your company’s revenue and profit.

Pursuing most favored-status with critical suppliers capable of building competitive advantage

Increasing suppliers’ margins

Giving your critical suppliers a seat at the table

Creating and extracting extra value from suppliers- How to really do it

Employing proper performance management and evaluation strategies

Creating a shared services function to leverage spend and ensure only one person or team is negotiating with your suppliers

12:30-12:40 Innovation Spotlight

12:40-1:10 Industry Vertical Roundtable 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: Manufacturing Table 2: Financial Services Table 3: Public Sector Table 4: Consumer Businesses Table 5: Technology, Media & Telecommunications Table 6: Business and Professional Services Table 7: Energy & Resources Table 8: Healthcare & Life Sciences

1:10-2:15 Luncheon

2:15 End Of ProcureCon Indirect East

Documents

Confidential Page 1 9/11/2014 - IQPC CorporateConfidential Page 1 9/11/2014 February 11-13, 2015 Omni ChampionsGate Resort, Orlando, FL ... management one person should have ... Working