Welcome Address

Chairperson’s Opening Remarks

Jeff Flannery Managing Partner and Founder The Teldar Group

Jeff Flannery is the Managing Partner and Founder of The Teldar Group, the world’s leading executive search firm specializing in procurement and supply chain executives. The Teldar Group has helped several Fortune 500 companies build world class procurement organizations. Prior to founding the Teldar Group, Jeff began his procurement career with PricewaterhouseCoopers in their supply chain consulting practice. Later, he joined Freemarkets where he managed one of their largest accounts, HJ Heinz. Jeff has consulted and recruited for numerous Fortune 500 clients on four continents including BP, Chevron, IBM, ConAgra, Danaher, and Nestle, just to name a few. Mr. Flannery holds a Bachelor of Arts in Finance from the University of Northern Iowa and a Masters of Business Administration in Strategy from Indiana University.

Opening Keynote: Great People Making All The Difference

Farley Blackman VP – Sustainable Cost Management BP, Plc.

Creating a performance-driven culture is critical to realizing strong business results. To achieve this, you need the right people in the right place within your procurement functions. Introduce a world-class talent management process to procure and develop the talent to build accountable, high-performance teams with the following steps:

• Creating job profiles and development plans for your procurement organization to match today’s skill-set requirements
  
• Conducting individual assessments to identify training needs of your team members
  
• Continuing the education of your procurement team to improve team member retention and development

Workshop #1: Feeding The Talent Supply Chain By Collaborating With The Higher-Education Community

Dr. Jayanth Jayaram Associate Professor of Management Science and Ph.D Program Coordinator, Moore School of Business University of South Carolina

As companies are investing more time and resources into optimizing their supply chain processes, they realize they don’t have the manpower, capability, or the in-house talent to efficiently and effectively execute the critical path operations to carry out the business strategy. Demand for skilled supply chain professionals is already exceeding supply and the shortage will only worsen going forward. Find out how to recruit bright minds and fresh talent through:

• Exploring educational opportunities from universities offering formal degree supply chain management classes
  
• Collaborating with universities to outfit young talent with a contemporary procurement and supply chain skill-set
  
• Developing mentor programs and internships within your organization for hands-on-training in order to get them up to speed with the skills required to get the job done well
  

Workshop #1 – continued: Feeding The Talent Supply Chain By Collaborating With The Higher-Education Community
Roundtable discussions
Moderators:

	Dr. Jayanth Jayaram Associate Professor of Management Science and Ph.D Program Coordinator, Moore School of Business University of South Carolina
	Farley Blackman VP – Sustainable Cost Management BP, Plc.

Taking Inventory of Critical Talent Management Skills

Jeff Flannery Managing Partner and Founder The Teldar Group

Despite the poor economy, the procurement talent market is the tightest it has ever been. Companies are still fighting to find talent to help bring their procurement organization to world class status. One crucial result of the tight labor pool is that salaries are skyrocketing. It takes longer to find candidates, and when they are found, due to the reality of the market, they are often lost to counteroffers or to competition. This key session will help you learn the strategies that world class companies use to find and attract talent quickly including:

• Build a balanced team of superstars and role players
• Hire for talent, not technical skills
• Measuring how your compensation plan may be hindering or helping to attract top talent
• Common mistakes organizations commit that causes them to chronically suffer from a talent shortage
• How to be an employer top talent WANTS to work for

Lunch For All Attendees

Hosted by: Brian Owens Senior Vice President, Industry Solutions IQNavigator

Daniel Hanyzewski Staffing Director Global Functions NIKE, Inc.

Talent Management of the Indirect Workforce – A New Paradigm

Services procurement is continually increasing as companies outsource, offshore, utilize flexible workforce strategies and leverage external providers for more and more services. As they manage their services purchases more closely, enterprises are finding that their service providers’ workforces are a key factor in the resulting service deliverable quality and overall value. With the ever-changing employment landscape throughout the world, proactively managing the “indirect workforce” can deliver significant benefits and is increasingly becoming a competitive necessity.

This session and roundtable discussion will focus on the foundations of the indirect workforce transformation, and identify and interpret trends shaping tomorrow’s best-in-class business strategies. In addition, this workshop will explain how these conditions will affect how organizations develop, manage and use services supplier relationships and answer questions about how to effectively and quickly engage contract talent, globally. In our uncertain and dynamic marketplace it becomes important to begin to prepare your organization for tomorrow.

Workshop #2: Supply Chain Skills Assessment Case Study

Mark Triguba Director of Supply Chain Johnson Controls

Even though technology is an important factor of supply chain success, it cannot replace having the right professionals with the right skill sets in place to drive the supply chain organization. At Johnson Controls an initiative has been rolled out across North America to match the company’s overall corporate vision with supply chain talent to achieve corporate goals. After identifying company targets for savings and efficiencies, Mark developed a list of potential skills and experience needed by employees to fulfill corporate goals and objectives and started the search for talent throughout the company. Results thus far include a lower cost of ownership and a double amount of savings achieved in the spend area. He shares with you the key steps to successfully implementing the supply chain skills assessment in your company.

Workshop #2 – continued: Developing A Skills & Talent Survey For Your Company Workshop

Mark Triguba Director of Supply Chain Johnson Controls

Welcome Address

Opening Keynote: Leveraging The End-To-End Supply Chain (Procurement, Manufacturing And Logistics To Deliver Results')

D.K. Singh Sr. VP, Enterprise Procurement ConAgra Foods

Accounts Payable, Supply Management and Procurement professionals have always had a reputation of working in silos, rather than working together to achieve greater process and cost efficiency. Yet bridging the silos could save your company as much as 10% in procure-to-pay effectiveness savings. Creating cross-functional goals and metrics can help ensure your supply chain is information-rich, flexible and built around your macro customer needs. In this session DK explores how AP, Supply Management and Procurement can work together to drive end-to-end process improvement and bottom line efficiency across the supply chain.

• Creating a formal communication structure between procurement, supply management and accounts payable
  
• Identifying and implementing metrics that reward cross-departmental supply chain integration versus siloed departmental objectives and making it stick
  
• Exploring the critical metrics to gauge how well your supply chain is performing; what do they measure, who is collecting the data and who is accountable?
  
• Assessing best collaboration practices and structural or emotional barriers to overcome

Workshop #1: Advanced Cost Analytics For Procurement

	Len Prokopets Principal Archstone Consulting
	Patti Muldowney Director Archstone Consulting

As standard sourcing practices and capabilities reach maturity within an organization, most of the value from common practices such as spend aggregation and negotiations has been extracted. With the demand for cost control accelerating in the current economic climate and organizational complexity increasing, there is a need for more sophisticated cost analytics to identify and capture the next level of cost savings and benefit to the organization. Total Cost of Ownership (TCO) and related cost analytic tools, such as “should cost” analysis, can provide enhanced visibility and scenario modeling to achieve additional savings in the sourcing and supplier management arena.

This session will provide an overview of advanced cost analytic tools and examples of the application of these tools in practice.

Roundtable Discussion: Building Cost Analytics Capabilities Within Your Organization

Integrating advanced cost analytic capabilities into sourcing and procurement processes requires training, cross-functional coordination, knowledge management, and time to build and customize capabilities to support a range of categories and the specific requirements of business units across the organization. In this discussion, we explore the foundational requirements for establishing a cost analytics program, successful approaches to building cost analytics competencies, and strategies for allocating resources across the growing demand for analytics. Attendees can bring their own experiences to the discussion tables.

Case Study: High Performance In Procure-To-Pay: Driving The Critical Convergence Between e- Procurement And Accounts Payable

Daniel Carlson Head, Finance and Sourcing Operations Novartis Institutes for BioMedical Research, Inc.

Purchasing and AP undeniably belong together and in this session we shed a bright light on the art and science of integrating procurement and P2P processes. The benefits are obvious; through streamlined, integrated processes, eliminating manual touch points, AP and buyers are freed up to focus on strategic, value-based activities such as lowering TCO (Total Cost of Ownership) versus tactical ones.

• Conducting a gap analysis to identify where you are, where you need to be and creating a blueprint for your e-procurement implementation
  
• Including all key stakeholders in the plan design process – end users, key suppliers, procurement and AP – to achieve agreement and governance
  
• Creating spend management guidelines that drive channel compliance
  
• Developing tools and training that effectively encourage adoption
  

Workshop #2 Driving End-To-End Source-To-Pay Connectivity With Suppliers, Allowing Procurement To Focus On Lowering TCO

Darryl Husenits General Manager - Supply Chain Management Consol Energy

Consol Energy is currently rolling out their end-to-end source-to-pay process to key suppliers. 60 suppliers are now integrated with the systems and Darryl expects to include 200 more by the end of the year, allowing for improved system efficiency, $25 million in cost savings and a procurement team that can focus on lowering TCO, relationship building and driving continuous improvement. In this case study, Darryl explores how to accelerate internal and external e-procurement user adoption and bottom line savings through defined cross-functional quality metrics, hosted catalog content and electronic connectivity to key suppliers.