ProcureCon Indirect East 2012 Speakers

Advisory Board Member

LinkedIn Profile: www.linkedin.com/in/aaronc

Adam Boal is the Vice President of Promotional Purchasing for L’Oreal. L’Oreal’s procurement organization is a mixture of advanced and start-up and functions with a hybrid design in a mandated environment.

During the last 12 months, Adam has been transitioning from managing indirect spend for Colgate at a contractual and strategic level to promotional purchasing, managing technical experts, and the details of every launch at L’Oreal.

While still with Colgate, Adam’s division set a record for most savings and most savings per dollars managed. As he’s transitioned to L’Oreal, Adam’s next set of achievements are focused on proving his new role.

Adam is currently challenged with carving out time in the marketing timelines to ensure proper time for the procurement process, developing KPIs and effective SLAs with the business wile also managing more work in a lean environment.

When it comes to procurement, Adam is most passionate about is having an effect on the bottom line and helping his business win in the marketplace.

Annual total indirect spend: +700M
Number of Employees Indirect organization: 7

Alan Rice is the Senior Director of Indirect Procurement at Southern Wine & Spirits of America. The procurement organization is in the start-up phase at just a little over a year old with a decentralized design in a non-mandated environment.

Alan is currently building a new procurement team at Southern Wine & Spirits and has previously build indirect procurement teams at companies such as Hanes Brands Inc. and Nortel Networks.

During the past 12 months Alan has been challenged with creating a center-led procurement department in a decentralized enterprise, as well as implementing strategic sourcing as a company-wide methodology. On the other hand Alan’s most recent achievement was creating a new indirect procurement group, getting the approval of the necessary budget and a successful roll-out of a Strategic Sourcing Initiative that resulted in millions in savings in the first year.

Looking forward Alan will have to deal with the challenge of unraveling vendor relationships that have been in place for a very long time that are not in the company’s best interests.

When it comes to procurement, Alan is most passionate about modernizing indirect procurement organizations and implementing best practices while evaluating the professional standing of the procurement professionals on his team.

What’s your ProcureCon session focus & related background:

Amber Kelleher is Director of Global Education for the Association of Corporate Travel Executives (ACTE). She has an extensive background in international executive education and holds a Master of Business Administration (MBA) from Thunderbird School of Global Management.

The focus of the session is how to integrate the voice of the business traveler when procuring and managing corporate travel products and services. I will be joined by three travel and procurement gurus:
• Maria Chevalier, Global Director Travel & Meeting Services, Global Procurement, Hewlett-Packard Company
• Miriam Moscovici, Director, Strategic Marketing, BCD Travel
• Angela Naegele, Vice President - Global Procurement, Reed Elsevier, Inc.

What do you personally bring to the table when it comes to procurement expertise?

I manage ACTE’s global education team, which provides travel and procurement-related education and training for ACTE members around the world.

What services does your organization provide to the procurement community?

ACTE is a trade association that provides research, education and networking opportunities for the corporate travel industry.

Angela Naegele currently holds the position of Vice President, Global Procurement for Reed Elsevier. Angela joined Reed Elsevier, one of the world’s leading media companies, in December 2007 to assist in the creation of a centralized Global Procurement Organization.

She assembled and staffed global teams to support Travel, Meetings/Events/Exhibitions, Marketing, and Supplier Diversity. Prior to her current position she spent almost two years at IBM in the Business Transformation Outsourcing business supporting external clients and over 12 years in senior management positions in the AT&T Global Procurement Organization.

Naegele holds a BA in Economics and International Business Management from North Carolina State University.

Annual total indirect spend:$1.56 Billion
# Employees Indirect organization:50
% of spend under management:75%
Annual Savings %: 6.8%
% of hands-free transaction:86%

Procurement environment (Mandated/Non-Mandated): Mandated
Organizational Design (Centralized, De-Centr., Hybrid): Hybrid

How mature is your procurement organization (start-up, medium, advanced) and why?: 3 Organizations 2 Medium to Advance, 1 Start-up

I have built 4 Indirect Strategic Procurement Organizations successfully with Business Partner Participation and buy-in from all Executives and the Global Procurement Community of Holcim

What’s been your biggest challenge the past 12 months? Merge 3 organization at different levels together with a SAP implementation and developing the Sourcing Strategy and Organization for the startup organization. We standardized Policies, Procedures, Sourcing Strategies and obtained 7MM in Benefits in past 3 months.

What do you consider your biggest challenge in advancing your indirect procurement organization?: Currently, to maintain a Strategic Focus past managing 80% of spend on Mature organization and Full Participation from Business Partner in the New Organization

What are you most passionate about when it comes to procurement: Strategic Sourcing and Commodity Purchases

Advisory Board Member

The Stats:
Annual total indirect spend: $1.0 Billion
Number of employees in indirect organization: 16
Percentage of spend under management: 80%
Annual Savings Percentage: 5%
Percentage of hands-free transaction: Not measured

Brett Mauser is the Director of Strategic Sourcing at Winn-Dixie Stores, Inc. Winn-Dixie’s procurement organization is center-led with a non-mandated environment. The organization is currently in the medium stage as they continue to improve their spend management tools, category management processes and SRM processes.

Brett will be leading a session on contract management at ProcureCon Indirect. Winn-Dixie recently deployed a contract management system. In his session he will share some of his team’s experiences and their continuous improvement plans related to contract management.

In the past year, Brett’s been challenged with supporting 150 projects while managing though resource changes. During that same time he’s also experienced continued success of saving through execution of the sourcing process.

Looking forward, Brett forecasts that his biggest challenge in advancing the indirect organization will be limited funding for investment in technology and tools.

When it comes to procurement Brett is most passionate about continuous improvement.

Annual total indirect spend: ~$4.4B
Number of employees in indirect organization: 150
Percentage of spend under management: 90%
Annual Savings Percentage: $80MM - $100MM
Percentage of hands-free transaction: ~85%

Brian Bancroft is the Senior Director of Indirect Procurement at Kellogg Company. Kellogg’s indirect procurement organization functions in a semi-mandated environment with a centralized design. The organization’s maturity level is currently in the medium phase. The focus on Indirect Procurement began five years ago under a project based approach and has since expanded to become an integral part of the organization spanning all spend across the globe.

In the past 12 months Brian has been challenged with change management both within the indirect group and with stakeholders. He’s also working with people to be sure that they understand that while the road will become more difficult, the best is yet to come.

Meanwhile Brian has been successful with the integration of the Latin America Procurement Team into a single Americas organization which included a significant focus on Organizational Design and People Development Planning.

Looking forward, Brian feels his biggest challenges are focusing on the “Procurement Professional of the Future.” Also, keeping the momentum going and pushing forward well beyond sourcing to drive increased value across all areas of the business.

When it comes to procurement Brian says he is most passionate about honest, direct and ethical behavior, always!

Advisory Board Member

The Stats:
Annual total indirect spend: $300 million
Number of employees in indirect organization: 1200
Percentage of spend under management: 95%
Annual Savings Percentage: 5%
Percentage of hands-free transaction: 80%
*Note: includes procurement cards, travel cards, e-catalog and touchless PO’s

Bryant Wales is the Vice President of Global Sourcing and Procurement at ImClone Systems, a wholly-owned subsidy of Eli Lilly and Company. ImClone’s procurement environment is mandated with a centralized design. The organization’s maturity level is considered medium to advanced depending upon the utilization of e-sourcing, contract management system deployed, e-catalog, Pcard and penetration into non-traditional areas such as clinical research and HR.

Bryant is taking part in two sessions at ProcureCon Indirect, “Prioritizing work and adding value with limited resources” and “Building a proactive team and procurement organization.” He has led procurement teams and organizations in the direct and indirect areas for the last 15 years dealing extensively with the issues noted in these topics.

During the past 12 months Bryant’s biggest challenge has been the adoption of the parent company’s procurement tool, SAP, while a BPO was being adopted. On the other hand Bryant has had success within the last year with bringing stabilization to the previously mentioned adoption while implementing a supplier governance process in support of regulatory requirements.

Looking forward, Bryant feels that his biggest challenge in growing the indirect organization is achieving a high level of efficiency on tactical support to allow proper time for the team to focus on strategic initiatives.

When it comes to procurement, Bryant says he is most passionate about driving the function to contribute at the highest level possible to enable the success of the company’s internal business partners.

Mary Ann Brennan is a Senior Marketing and Operations Professional with over 20 years of proven strategic marketing and operations leadership. She heads up Mattel's strategic sourcing team globally for marketing, advertsising and corporate services, as well as local marekt strategic sourcing teams within the Latin America Region including Brazil, Mexico and CASA (Centeral and South Americ). Most recently, she has led the charge in driving more than $40MM in global cost leadership initiatives within Mattel by focusing on cost discipline and business innovation efficiencies that have contributed to gross and net profit margin growth and ultimately increased shareholder value. Some key areas of indirect services focus have been marketing, advertising, legal, logistics, facilities, travel, and trade shows.

She has held various positions with increasing levels of responsibility within the Retail, Telecommunications, Non-Profit, Entertainment, Financial Services and CPG industries. More recently some of her roles have included Vice President, Marketing for a Wells Fargo.

Chuck Kinnebrew is Sr. Director of Indirect Procurement at The Home Depot Corporation. In this role, he is responsible for leading a team of Sourcing professionals to develop and execute strategic sourcing plans to procure $6.5B of goods and services for internal consumption. This span of control includes professional services, marketing, advertising, store supplies and services, store maintenance/construction/fixtures, logistics, procurement operations, e-Sourcing and travel.

Prior to joining The Home Depot, Kinnebrew worked for the DuPont Company where he acquired extensive experience in manufacturing, planning, marketing and supply chain. He has worked in supply chain for the last twelve years and established an in-depth understanding of strategic sourcing while holding several domestic, regional and global leadership positions with a focus on Strategic Sourcing/Purchasing. Kinnebrew has also been instrumental in transforming tactical/transactional buying organizations to one that would be “World Class” with a “Strategic Focus”.

Kinnebrew received his bachelor of education degree from the University of Georgia. When not spending time with his family, you’ll find Kinnebrew on the tennis court playing ALTA or T2 tennis. He also serves on the School Council at Harrison HS in Acworth, GA. and he’s an avid listener of smooth jazz.

The Stats:
Annual total indirect spend: $2B
Number of Employees in Indirect organization: 20
Percentage of spend under management: 70%
Percentage of hands-free transaction: 55%

Bob Lazenby is the Director of Strategic Sourcing at BAE Systems, Inc. BAE Systems’ procurement organization functions with a hybrid design in a mandated environment. The organization is currently in the medium to advanced phase. They have utilized consortium buying for the past 10 years, and recently outsourced a significant percentage of their indirect spend to a 3rd party. They continue to have significant year over year savings and seek to improve compliance and the tool they utilize that measures compliance.

Bob will be heading up a session discussing indirect procurement outsourcing at the ProcureCon Indirect event.

During the past 12 months, BAE's procurement team has been challenged with reaching an agreement on the initiative that led to outsourcing 40% of our annual indirect spend to a 3rd party.

The team's biggest challenge in advancing the procurement organization will be eliminating indirect procurement transactions, and increasing compliance to more than 90%.

Diane is the Vice-President of Post Sale and Supply Chain Procurement for Xerox Corporation. She leads a global team focused on key supplier relationships for Xerox’s manufactured and acquired consumables and service parts, as well as, transportation and supply chain service providers. Her organization is also responsible for enabling achievement of consistent supplier quality and optimal total acquisition cost across all lines of business. They provide leadership in sourcing strategy, negotiation and negotiation strategies, contract development and implementation, industry cost curve analysis, supplier quality engineering services and Best-of-Breed target setting.

During her career with Xerox Diane has held management positions in Engineering, Quality, EH&S and has nearly twenty years experience in Supply Chain management. In the late 1990’s she was instrumental in centralizing non-production purchasing at Xerox; transforming it into a high performing organization that has delivered millions of dollars in productivity and is relied on company wide for sourcing and negotiation. In 2009 Xerox’s purchasing organization earned global certification from the Chartered Institute of Purchasing and Supply (CIPS) in the area of procurement excellence through processes and procedures; and received the Aberdeen award for excellence in procurement strategy and results.

Diane earned an MBA from the University of Rochester and an M.S. in Chemistry from Syracuse University. She is a Certified Professional in Supply Management (CPSM).

Ed Maino is Vice President, Global Procurement Services for Capital One Financial Corporation, a Fortune 200 company and one of the leading financial services companies in the nation. In this role, he serves as the Divisional Procurement Officer for the banking division. Capital One is one of the top 10 banks in the country, with nearly 1,000 branch locations across New York, New Jersey, Louisiana, Texas, Virginia, Maryland and the District of Columbia.

Mr. Maino is responsible for all procurement services necessary to support this division of the company, which, in September 2010, completed the integration of Chevy Chase Bank in the MidAtlantic region. He also has accountability for procurement support systems, process reengineering, project management and purchasing services, and serves as the Accountable Executive for Capital One’s Supplier Diversity Program.

Mr. Maino has held a variety of business development and operational roles since joining Capital One in 1995. Prior to joining Capital One, Mr. Maino served as an Aviator in the United States Navy.

Mr. Maino earned a Bachelors Degree in Math/Computer Science from The Citadel. He is also a graduate of The Executive Program at the University of Virginia’s Darden School of Business, and the Leadership Coaching Program at Georgetown University.

Advisory Board Member

Mr. Beylier has over 20 years of experience and expertise with many global companies’ supply chain and procurement groups across industries such as Oil & Gas, Specialty Chemicals, High-Tech, Financial Institutions & Retail, and he has done extensive work in Europe, Eastern Europe, Asia-Pacific and the Americas. Over his career, he has led and strategically sourced over $3 billion of various products & services and negotiated over $300 million in capital and operational savings for companies such as ChevronTexaco, British Petroleum/Atlantic Richfield, Bank of America, The Gap Inc. and Hewlett-Packard. He currently heads the supply chain & procurement organization of TETRA Technologies Inc.’, a $1B geographically diversified Oil & Gas Service Company. Mr. Beylier received his Master of Science in Chemical Engineering from Polytechnic Saint Louis ESCOM in Paris, after which he led R&D projects at M.I.T. for the U.S Department of Defense. He is also the recipient of an M.B.A from The University of California at Los Angeles (U.C.L.A.).

Advisory Board Member

Frank Callaghan is a senior procurement leader who has developed and executed innovative sourcing strategies for indirect procurement and direct procurement for diverse global companies like Pfizer, Honeywell and Unilever. He is passionate about strategic sourcing and enjoys building strong relationships with business leaders and suppliers that align to company objectives. Frank is a respected, goal-focused leader who recruits, develops, and motivates global procurement teams to deliver peak performance with unquestioned integrity.

Prior to procurement, Frank held progressive roles in accounting and finance (international accounting | business planning | new product development) that evolved into a financial management liaison role with FMCG Category Marketing management, supporting all commercial analysis. He graduated from Villanova University with a B.S. in Accounting and also holds an MBA in Finance and Juris Doctorate.

Ginny Tucker is Vice-President of Procurement Solutions for Xerox Corporation. She is responsible for helping customers drive productivity and profitability to give them a competitive edge in their marketplace. She does this by leveraging Xerox Corporation process, technology, and knowledge in the procurement arena.

Ginny is a senior executive who has global experience in a variety of business areas. She has staff and line experience in sales support and service operations, finance, master data management, knowledge management, Go-To-Market & channel development strategy.

Ginny holds a Bachelor of Arts degree in Human Development from St. Mary’s College of Maryland as well as an Executive MBA from Emory University. She is also a Xerox certified Black Belt.

Ian O’Brien is the Vice President of Strategic Sourcing at the American Cancer Society, the largest health related non-profit in the United States. The American Cancer Society’s mission is to eliminate cancer as a major health problem and to save lives by “helping people stay well, get well, find cures, & fight back.” For the past year, Ian has partnered with his internal business partners as they embark on their nationwide procurement transformation efforts across all 12 divisions and the national home office, including more than 900 local offices, which interact with millions of volunteers in more than 5,100 communities nationwide. Transformational efforts include the required elements of strategy, people, process, and technology. Prior to joining the American Cancer Society, Ian was Senior Vice President, Supply Chain Management, at SunTrust Bank, a top 10 U.S. bank. During his six years at SunTrust, he held leadership roles within strategic sourcing, supplier management and procurement operations.

Previously, Ian was a member of Ernst and Young’s Supply Chain consulting practice for 5 years, where he managed supply chain organizational and strategic sourcing engagements for manufacturing and services client –both domestically and internationally.

Ian holds a BA in Economics from Duke University, and an MBA from the McCombs School of Business at the University of Texas at Austin.

Jamie Crump has more than 20 years indirect strategic sourcing experience in a variety of industries including banking, medical products, pharmaceutical, telecommunications and welding. Her category experience includes advertising, benefits, BPO, brand, contingent staffing, facilities, financial services, human resources, IT, legal, marketing, meetings & events, MRO, office services, print, real estate, reprographics, telecommunications, transportation, travel, treasury, utilities and vehicles. She is currently Director of Indirect Strategic Sourcing for United Rentals, Inc., the largest equipment rental company in the world supporting over 12,000 employees in over 690 locations in 48 states, 10 Canadian provinces and Mexico.

Advisory Board Member

The Stats:
Annual total indirect spend: $1.1 billion
Number of employees in indirect organization: 120
Percentage of spend under management: 80
Annual Savings Percentage: 4

Jason Kwan is the Vice President of Strategic Sourcing at Manpower Group. Manpower’s indirect procurement organization is center-led in an environment that is both mandated and non-mandated. The organization is currently 4 years old.

Jason has experience in economic headwinds. In the past 12 months he’s been challenged with enabling “E” while seeing success in the overall quality of collaboration across functions, geographies, business units, and stakeholders

Looking forward Jason anticipates his biggest challenges in advancing his procurement team will be based around talent management:
• How to broaden procurement’s experience in operational areas
• How to get business leaders into the procurement function
• How to develop everyone’s personal leadership

When it comes to procurement Jason is most passionate about talent development and getting sustainable improvements.

The Stats:
Annual total indirect spend: $113,000,000
Number of Employees in Indirect organization: 9
Percentage of spend under management: 70%
Annual Savings Percentage: 6%
Percentage of hands-free transaction: 10%

Jay Brun is the Senior Sourcing Analyst at MISO. The MISO indirect procurement organization functions in a non-mandated environment and is currently at a medium level of maturity. As a company, MISO is 11 years old and is continuing to upgrade both its systems and procedures. The core operating and business support systems are in place and the corporate priority has evolved towards developing internal efficiencies and strategic sourcing. This focus on strategic sourcing has brought about greater visibility to category spend and cost control.

Jay will be moderating a roundtable discussion on IT: New IT delivery models - such as SaaS & Cloud computing and how they affect the relationship between IT and Procurement. We discuss procurement’s role in working with IT to drive forward advanced SRM (Supplier Relationship Management) and business user relationship management practices.

Jay has worked with Telecom, Systems Administration, and Data Network areas within IT. The procurement of server gear, IT maintenance services, and telecommunications services and equipment have been refined through the lens of strategic supplier management. Over the past two years, MISO has implemented a unique single sourcing VAR program in conjunction with IT to facilitate standardized quotations, architectural standards, and reduced order processing times while maintaining corporate policy requirements.

During the past 12 months Jay’s biggest challenge has been aligning internal business units with category strategies. On the other hand he’s had success with establishing sole source, market index based agreements with key IT suppliers that provides faster service to business units, and streamlines procurement operations while ensuring competitive pricing on goods is achieved.

Looking forward Jay feels his biggest challenge will be building critical thinking into internal process design in order to make Supply Management into a more flexible and nimble organization.

Customer service lies at the center of all support services, and it is the lifeblood of all business activity. Making Supply Management an easy entity to do business with is the key driver to our internal and organizational success.

Jean-Jacques Beaussart is the Chief Procurement Officer (CPO) for KeyBank. In this role, Jean-Jacques is responsible for driving Key’s strategy to reduce the total cost of ownership from third-party spend, and support a global delivery/business model, while optimizing risk-reward with Key's third-party providers.

• Category Teams
• Information Technology
• Business Services
• Marketing
• General & Administrative
• Real Estate
• Professional Services
• Sourcing Team
• Procurement Strategy, Third-Party Risk and Operations
• Procurement Legal Advisors

Key’s Procurement organization is a vital component to driving the savings objectives identified as part of the overall Keyvolution initiative, which is on target to deliver more than $300 million in savings by 2012. The Keyvolution initiative has been a catalyst to achieving significant cost efficiencies by changing how Key purchases goods and services.

Jean-Jacques joined National City Corporation (NCC) in April 2005, where he laid the foundation for more than $300 million annualized savings from 2006 to 2008. He also implemented an e-procurement system to provide a single portal and “an Amazon.com experience” to more than 35,000 NCC associates. The creation of a world-class procurement organization, along with redesigning positions and reporting lines to better support corporate needs and strategies, has been one of Jean-Jacques’ key successes.

Prior to joining NCC, Jean-Jacques held positions as a sourcing executive with Bank of America in Charlotte and with GE Capital in Stamford. He also spent many years as a management consultant with Booz Allen & Hamilton in New York.

Jean-Jacques earned his MS in Applied Mechanics from the Institut National des Sciences Appliquees in Lyon, France, and his MS in Mechanical Engineering from Columbia University. He also completed the MBA Executive Program at Fairleigh Dickinson University in New Jersey.

Advisory Board Member

Joanna has a wealth of supply chain executive experience across consumer products, pharmaceutical and financial services businesses, especially focusing on driving cost reductions in non traditional spend areas and creating improvements across the entire supply chain. She joined Cushman & Wakefield as Executive MD and CPO in 2009 where she built a global procurement strategy and platform in collaboration with corporate, client and facilities management teams. Previously, she was SVP & CPO at AllianceBernstein for six years where she developed and implemented global strategic sourcing and supply chain management practices, including the establishment of European and Asian sourcing programs. She’s also held Executive procurement and SCM roles at Diageo, International Distillers and Vintners and Johnson & Johnson Consumer Products.

Advisory Board Member

John Proverbs has more than 18 years experience in strategic sourcing. Currently John is the Senior Director of Supply Chain at KLA-Tencor. Notably, KLA-Tencor was a recipient of the ISM's 2006 R. Gene Richter Award for Leadership and Excellence in Supply Management. Prior to KLA-Tencor, John was a Senior Executive at a start-up engaged in strategic sourcing solutions. Previously, John was an integral member of teams at Hewlett-Packard and IBM that received, in 1992 and in 1999 respectively, Purchasing Magazine's Medal of Professional Excellence for organizing global procurement transformation. While at IBM, he led global sourcing teams. He has experience in both direct and indirect supply chain with strong skills in strategy development, strategic sourcing, contracts development, negotiations and building organizational capability.

Advisory Board Member

The Stats:
Annual total indirect spend: $400M
Number of Employees in Indirect organization: 8
Percentage of spend under management: 82%
Annual Savings Percentage: 18%
Percentage of hands-free transaction: 62%

John P. Willi is the Director of Materials Management at Dana-Farber Cancer Institute, Inc. The procurement organization is centralized with a non-mandated environment. The organization is advanced and focuses on exceeding “best-in-class” metrics in a number of supply chain areas and build initiatives off of them that drive high impact results.

Jon will be speaking on Fostering Strong Suppliers Relations – “Do We Really Get The Value?”

Supplier Co-Creation & Innovation S.W.O.T. Suppliers are key to a company’s value chain and developing strong, mutually beneficial, and sustainable relationships are key. We will hold an interactive session in developing the strengths, weaknesses, opportunities and threats of the value chain.

During the past 12 months John has been challenged with the task of not only identifying significant operational efficiencies and cost reductions opportunities but to quickly implement them to favorably impact the company’s bottom line and realize measurable cost savings. He’s also been successful with developing strong supplier relationships that yield continuous “win-win” results (i.e., delivering cost savings from increasing market share opportunities for strategic suppliers).

Looking forward, John anticipates that his biggest challenge will be continuing to identify opportunities for high impact operational efficiencies and cost saving.

“In my opinion procurement is an area like no other in the organization. It has the ability to constantly re-invent itself and develop new and implementable solutions which can deliver true high-impact tangible results to the organizations’ bottom-line. Being able to impact the organization more so than any other organization is truly rewarding.” – John P. Willi

Advisory Board Member

The Stats:
Annual total indirect spend: $800M
Number of Employees Indirect organization: 3,450
Percentage of spend under management: 100%
Annual Savings Percentage: 15 to 20% aveg.

Kent Brothers is the Director of Global Purchasing for Brightstar Corporation. Brightstar’s procurement organization is in the start-up phase but growing very quickly with all purchases diluted within the department and business units. They are currently decentralized but moving to a centralized design.

With 19 years of experience in start-ups and operational post merger integrations, Kent is heading up a discussion on ‘The Start-Up’ at ProcureCon Indirect 2012.

A recent achievement for Kent and his team was getting approval and pre-setup of the global contract and vendor management system.

During the past 12 months Kent has found his biggest challenge to be centralizing the organization and the system set up for global purchasing. He is now faced with the task of maintaining organization and resources as he looks to advance the organization.

The Stats:
Annual total indirect spend: $2+ Billion
Number Employees Indirect organization: 85
Percentage of spend under management: 85+%
Annual Savings Percentage: 4%-8%

W. Lamar Chesney is the Executive Vice President & Chief Procurement Officer for SunTrust Banks, Inc. SunTrust’s procurement organization matured from a “pocket purchasing” decentralized structure in 2008 to a center-led integrated supply chain management organization in 2011. Overall the organization is considered to be reasonably advanced in entire commodity life cycle management. The team accomplished this transition through a disciplined focus on clarifying “strategy, structure, skills and systems”.

Mr. Chesney has held senior financial or procurement executive positions in 11 companies in eight industries spanning his forty years in the business. During his session he will share his own experiences and those that he’s learned through others that provide continuing insights into emerging concepts in effective supply management.

During the last 12 months Mr. Chesney was challenged with maintaining focus on value while addressing the company’s immediate desire for cost savings. He is now working on maturing and maintaining a capable workforce, culture and infrastructure in a changing environment that is also over-demand/under-supply based.

When it comes to procurement, Mr. Chesney says he is most passionate about leading innovation and creativity in the profession.

Maria Chevalier has over 25 years of travel industry leadership experience. She is currently the global director of Travel & Meeting Services for HP (Hewlett-Packard). Maria’s prior roles in the industry include Johnson & Johnson’s Global Director of Travel & Meeting Services, BCD Travel Vice President of Hotel Consulting/Relations and COO of The Travel Desk. She is a frequent panelist and requested media source with quotes appearing in the Wall Street Journal, NY Times and other industry publications. She is a board member of Georgia State University Hospitality Board, Business Travel News Editorial Board, and multiple supplier advisory boards. Maria was awarded the “2010 Innovation and Excellence” award from the Association of Corporate Travel Executives (ACTE) and Business Travel News 2010 Travel Manager of the Year and 2009 Best Practioner.

As Senior Vice President and General Manager of Supplier Lifecycle Management (SLM), Martin Berr-Sorokin oversees the development and implementation for the industry's leading SLM solution. Prior to joining Emptoris, Berr-Sorokin was the CEO and co-founder of Xcitec, a leading supplier management software company acquired by Emptoris.

Prior to founding Xcitec, Berr-Sorokin spent the majority of his career with Siemens AG in a variety of roles. Initially responsible for coordinating corporate-wide procurement of software licensing and software development services, he then founded and directed the Siemens International Procurement Office in Prague to open up new purchasing markets in Eastern Europe and to support global sourcing activities. Berr-Sorokin later managed the conception, development and company-wide implementation of IT systems for strategic purchasing at Siemens.

Berr-Sorokin received his industrial engineering degree from the Munich University of Applied Sciences.

Berr-Sorokin studied at Rutgers State University in New Jersey and received his industrial engineering degree from the Munich University of Applied Sciences.

Matt Montgomery is a Global Manager with Lexmark, responsible for Procure to Pay (P2P) global systems, process and policy. Since joining Lexmark in 2006, he has led the global rollout of procurements systems, supplier corporate responsibility, and procurement operational excellence programs. Mr. Montgomery most recently led the Vendor Master Data Management project which was awarded the 2011 Gartner Master Data Management Excellence Award for the Lexmark program (which included Vendor, Customer, Product, Material and Person Master Data Management).

For the 10 years prior to joining Lexmark, Mr. Montgomery worked for Atos as a Business Application Management Consultant to Global 1000 companies. His specialization was in corporate operations, operational excellence, project management and custom solution development.

The Stats:
Annual total indirect spend: $730Mil
Number of Employees in Indirect organization: 36
Percentage of spend under management: 52%
Annual Savings Percentage: 6.9%
Percentage of hands-free transaction: not tracked yet

Mel Valez is the Group Director of Procure to Pay at Citrix Systems, Inc. Citrix System’s procurement environment is center-led/hybrid and non-mandated. The organization is currently in a medium phase of maturity having already gone through the low hanging fruit stage. They are now in the stage of further automation and getting more advanced in working with their business partners.

Mel will be presenting a session on “Obtaining CFO Sign Off On Your Procurement Transformation Funding Plan” – this pertains specifically to his background because Mel looks at things from a business standpoint first. In this instance it was about demonstrating the value added over time with appropriate investments made.

During the past 12 months Mel found himself faced with the challenge of staying on top of new spend initiatives and contract volume while undergoing a project to automate P2P. This year he and his team are expecting to exceed $20 million in cost savings, a 43% increase over savings just two years ago and 23% over last year. They’ve also accomplished getting 50% of marketing’s spend under management.

Looking forward, Mel anticipates his biggest challenge in advancing the indirect procurement organization will be working with business units to increase spend under management

• Seeing his team attain its goals
• Seeing new buyers get up to speed and start adding value to the organization
• Implementing strategies that address long term needs and continue to move the organization down the maturity curve

Advisory Board Member

Mike is a strategic thinker and has held leadership positions within the Supply Chain organizations of major corporations in the Aerospace, Defense, and Commercial Industries.

He has a vast knowledge of the interdependency of the Supply Chain. His enthusiastic focus is in Manufacturing Operations, Logistics & Procurement. He has a passion for the development of talent and understands the necessity of organizational design.

Mike’s success is the result of implementing programs and processes to increase the value in the supply chain. His contributions include strategic sourcing and the associative cost savings, analyzing corporate and business segment spend, and implementing programs to enhance supplier performance. He relies on his knowledge of Lean/Six Sigma methodologies as he develops and leads cross functional teams within varied business segments.

On a global scale his leadership has led to increased supplier performance, process rigor for analyzing spend, and the implementation of aggregation and consolidation opportunities. Teams under his leadership create programs to leverage and optimize the supply chain, including demand management governance and discretionary spend controls.

Mike is a US Navy veteran and a product of evening and weekend education opportunities He holds an Executive Master’s degree with a concentration in finance from Rensselaer Polytechnic Institute and a Master of Science in industrial technology and Bachelor of Science degree in business from Central Connect State University.

Advisory Board Member

Negotiation Skills Expertise
Having worked on both the sales and procurement sides of the table in industries including manufacturing, defense, airlines, technology, publishing, and gaming/hospitality, Mike is uniquely qualified to offer critical real-world examples and in-depth analysis to class case studies and discussion. Adding to his depth, Mike has successfully worked deals (4 of which have been in excess of $100 million) with people ranging from entry to C level, and from straight commodities to strategic relationship opportunities.

Trained in Negotiation Consulting and Business Management
With 15 years of experience at world class Fortune 500 companies, Mike has been the beneficiary of ongoing training throughout his career. Building upon his extensive practical experience in contract negotiations and strategic deal structuring, Mike has also continued his academic training through corporate and personal investments at some of the nation’s leading academic programs, including:
Harvard Business School, Executive Education Programs: Negotiations, Change Management, Finance
Kellogg School of Management, Northwestern University, Executive Education Program: Lean Operations
Karrass, Effective Negotiations
University of Southern California (USC) Viterbi School of Engineering, BS, Aerospace Engineering

Negotiation Career Highlights
Being responsible for over $1 billion in spend and consistently delivering value through negotiating a variety of complex, strategic deals throughout his career has enabled Mike to be recognized by his management, peers, teammates, and counterparts as a leader in the realm of real world professional negotiations. He brings an understanding of what’s on the other side’s sheet of paper through broad and deep sales and purchasing experience that includes every level (from individual contributor to C level) in categories that span direct & indirect, products & services, and capital & operating expenses.

Advisory Board Member

Nick Vournakis is the Vice President, CWT Solutions Group Worldwide at Carlson Wagonlit Travel. CWT Solutions Group is the most global team of consultants specialized in travel consulting, with team members in each key country in the world. They advise companies on the best actions to reach best-in class level in key travel commodity areas.

Nick will be heading up an interactive discussion of best practices around travel supplier strategy. He will provide a primer on recent developments in the evolving supplier market and how that is changing the mix of approaches procurement leaders should be weighing. He’ll also discuss how to connect procurement strategy with supporting traveler behavior.

• For a mid-size or growing organization, where should a procurement leader begin?
• For larger organizations, or those with extensive experience, where are the emerging opportunities for program optimization, supplier leverage, and ultimately bottom line savings?
• For all organizations, what are effective approaches to balancing internal and external expertise and data? Nick has deep experience in the travel and consulting industries. He is responsible for leading CWT’s consulting practices on a worldwide basis. This includes oversight of over 100 employees who specialize in assessing travel data to help clients optimize their spend and preferred supplier programs.

Advisory Board Member

Randall C. Clark is a Global Senior Strategic Buyer for Volvo Group Non-Automotive Purchasing (NAP). His role is to create the procurement strategy for MRO and Packaging products and services required by the brands of Volvo Group worldwide. He is focused on the requirements of each manufacturing facility to create the process for supplier selection, negotiation, implementation and development. He has over 15 years of manufacturing experience focused on reducing cost, increasing revenue and streamlining operations through the procurement strategy. Cost containment, supplier rationalization and revenue enhancement are areas that he has contributed to several industries with strategic initiatives on a global basis.

Randall has also been featured in Purchasing magazine on several occasions regarding supplier selection, procurement strategy, and the overall distribution chain of MRO suppliers. He has also been interviewed by several industry publications for his insight regarding the latest procurement trends. He has served on Volvo Group NAP steering committees to develop the Strategic Sourcing Process and the Project Management Process. He is frequently asked by companies and universities to lead workshops and discussions on international business procedures.

One of his core values states that every meeting with a supplier is a negotiation. Our job in procurement is to understand the market so we can establish a fair profit margin and mutually beneficial business relationship for both buyer and seller.

Randall is a graduate of Tennessee Tech University with a B.S. degree. He earned his MBA degree from Elon University.

Advisory Board Member

Since beginning his 3M career in 1973 (B.A., St Olaf College), Ric has held a variety of positions in the 3M Sourcing organization including Team Mgr Papers/Fibers/Packaging, Business Sourcing Mgr Tape Manufacturing Division, and Six Sigma Black Belt.

Ric is currently a Sourcing Team Mgr in 3M’s Indirect Spend area. The key areas of responsibility include managing the procurement of IT (software, hardware, telecom, IT contingent labor), Fleet (sales & management vehicles, trucks), Travel (air, hotel, car rental, agency), & Logistics (ocean frt, air frt, ground transportation, warehousing). IT/Fleet/Travel/Logistics sourcing are global in scope representing $2B in global spend. In addition, he leads the Fleet & Travel Global Commodity Team which has responsibility for worldwide commodity sourcing activity.

3M is a multinational diverse technology company with sales over $26B. Our diverse product portfolio includes more than 55,000 products, spanning over 40 core technologies. Products/technologies include adhesives, tapes, abrasives, specialty chemicals, films, electronic products, dental & orthodontic materials, wound management, and many more. Brands include Post-it®, Filtrete™, Scotch®, Nexcare™, Scotch-Brite™, and Scotchgard™. Founded in 1902, 3M is headquartered in St. Paul, MN, USA with companies in more than 60 countries. International sales are 65% of total sales. 3M employs over 75,000 people globally.

What’s your ProcureCon session focus & related background:

Procurement Innovation in a Virtual World opens the discussion as to the use of the real time exchange of information, discussions, and market intelligence to enable an innovative supplier ecosystem to perform at their very best. This will require a willingness to share information between internal and external customers, and across the supply chain that may not be in place between internal departments today. We need to build contracts that reward those that bring forward solutions and provide feedback from across the supply chain and into our organizations. Innovation requires open streams of information to be embedded into the dynamic nature of the business and nurture supplier value proposition in the process.

What do you personally bring to the table when it comes to procurement expertise?

Roy Anderson has 30 years of experience building procurement teams and strategic sourcing operations across multiple industries, supporting R&D and production operations in both military and commercial manufacturing. Incorporating technological innovation in the supply chain since the 1980’s implementing MRPII, ERP, EDI, e-sourcing, e-procurement in manufacturing and financial service companies. He was most recently the Chief Procurement Officer for State Street Bank and Vice President of Global Procurement for MetLife.

What services does your organization provide to the procurement community?

Metasys Technologies is a utility to enable Procurement teams to advance past the transactional nature of their work and focus on the strategic value that the supply chain can bring to their organization. Metasys provides the category expertise, technology and the services to deliver savings and innovation across all facets of the supply chain environment, We provide cloud based solutions for e-invoicing, spend analytics, strategic sourcing, end to end e-procurement tools and on/off shore buying support. Our program includes risk analysis and the marketing and communication to drive penetration and demand management working in partnership with the internal Procurement team, internal partners and the supplier ecosystem.

What’s been your company’s biggest procurement-related challenge/project the past 12 months?

When MTI’s Fortune 100 MSP client merged with a Fortune 500 company, MTI was challenged with extending its MSP services in a seamless manner to manage the total contingent labor spend while being sensitive to the many diverse interests of each player. The primary challenge was in ensuring that one single centralized program would cater to the specific needs of each company. The transformation required an in depth understanding of the culture, organization, processes and systems of each organization, and designing a program that will help them achieve their objectives, both separately and collectively.

What’s been your company’s biggest procurement-related achievement/project the past 12 months?

As a MSP provider for a Fortune 500 Financial Institution, MTI has transformed the organization’s Contingent Labor program from being tactical to strategic.

Program Results:
• Realized savings of over $1.5m
• Maverick spend has been completely eliminated mitigating risk for the client
• 100% Invoice accuracy - efficient consolidated invoicing solution has created opportunity for early pay discounts
• Optimized supply base by leveraging a robust Supplier Management Program to eliminate 13 low-quality suppliers while increasing the effectiveness of the remaining suppliers. This has led to consolidation of spend with key suppliers and additional volume discounts.
• Full visibility into spend is providing the analytics to focus on effective demand management leading to a projected cost savings of 8% in 2012.

What sets your organization apart from competitors?

We believe that the Procurement team is essential in the successful utilization of an innovative supplier network in support of an organization. We also believe that a variable solution using best in class technology and expertise from the marketplace provides the most efficient and effective solution to meet the requirements of a dynamic business environment. Our mission is to eliminate the barriers of budget and bandwidth to enable a Procurement team to become the next generation supply chain organization.

What are you most passionate about when it comes to procurement?

After decades of working to streamline transactional activity and providing effective strategic sourcing solutions to rationalize the supplier base, drive demand management and implement risk mitigation strategies; Procurement expertise can now be focused on driving innovation. The future of a successful organization is based on the leadership and capabilities of the employees and enhanced with the innovation from the supplier network which is fostered by Procurement. This requires that every Procurement team develop the skills to work side by side with the line of business, to help generate supplier based options that can be used in concert with technology and employee resources. Procurement leadership is and needs to continue to be Intelligent, Respected, Influential, Persuasive, Visionary, Global, Collaborative, a Change Manager and a Marketplace Domain Expert.

The Stats:
Annual total indirect spend: ~$7B
Number of employees in indirect organization: ~250
Percentage of spend under management: ~75%
Annual Savings Percentage: ~10% on unit prices negotiated w/in a year
Percentage of hands-free transaction: ~85%

Rick Gross is the Vice President of Supplier Management, Shared Services Group, at The Boeing Company. Boeing’s indirect procurement organization is centralized with a non-mandated, yet strongly encouraged, environment. The maturity of the organization is currently in the medium phase. The organization is still working to improve governance on some spend and is still in transition to category management working closely with the company program and product business groups it supports.

Rick’s session at ProcureCon Indirect will focus on learning what other companies are doing to achieve unit price savings, manage supply chain risk, develop talent and mature their procurement models.

During the past 12 months, Rick found his biggest challenge to be navigating the transition during significant change and getting team alignment along the journey. During that year he did accomplish implementing a new organizational structure, commencing process management and rolling out a new category management process.

Looking forward, Rick feels that the biggest challenge in advancing the organization will be acquiring and developing the right talent.

When it comes to procurement Rick is most passionate about creating value and generating positive morale within his indirect procurement team.

The Stats:
Annual total indirect spend: $1.2B
Number of employees in indirect organization: 35
Percentage of spend under management: 67%
Annual Savings Percentage: 1.25%
Percentage of hands-free transaction: 73% (2010)

Sandra Jessop is the Director of Supply Chain at Cessna Aircraft Company. The procurement organization is non-mandated with a centralized design. The organization is currently at a medium maturity level. The ICoE has been in place at Cessna for many years. Bell Helicopter was on-boarded in 2005 and that was the beginning of their Shared Service group. Since then, they have continued to add business units through a documented transition process. They are considered to be at medium maturity because they have businesses that are at varying stages of the process (start-up focusing on low hanging fruit, medium going for the leveraging and education, and advanced by taking suppliers across the enterprise and creating strategic partnerships with sourcing).

Sandra’s presentation will focus on Building Up Procurement’s Service-Mindedness.

“My background is very diverse. That being said, most of what I have done over the years is related to understanding the customers and taking a service minded approach to every aspect of the business. We all have customers and taking care of them is critical to the success of the organization as a whole. In my recent past, I was the manager of customer care dealing directly with end customers utilizing the product. In my current role, it truly is all about the customer. This year, we launched a communication campaign where we are educating the enterprise on who we are and what we do, utilizing the voice of the customers and successful stories. It is generating a lot of pull from the businesses who do not do business with us yet. In any role, there are really just two major areas of focus: Employees and Customers. How you take care of either one will dictate where you end up. That is how I lead.”

During the past 12 months Sandra’s been challenged with meeting savings goals for more mature but conservative businesses as well as educating the organization about they we are, what they do, and why they should utilize Cessna’s services. On the other hand the organization has experienced success this past year in strategically implementing suppliers across multiple business units (janitorial, VMI perishable tooling, plant equipment maintenance).

Looking forward Sandra anticipates her biggest challenge in advancing the indirect procurement team will be global supply. When it comes to procurement she is most passionate about taking care of the customers and leveraging utilizing strategic procurement strategies.

Steve Schumacher has over 15 years of experience within the Allegis family of companies. In his current role as Vice President of Operations, Steve is responsible for global operations and serves as the executive contact for the client program sponsors, ultimately ensuring the achievement of Service Level Agreements, program metrics, and program expansions. Schumacher’s core responsibility for the organization is workforce management solutions, which includes strategy and development of service offering, technology partner management, client implementations, and program management of customer site solutions. Under Steve’s oversight, the company’s workforce management solutions offering has expanded in capability and is now global in scope.
Steve began his career with Allegis Group in 1995 as a recruiter for Aerotek in Ft. Lauderdale. Since that time he has advanced into Account Management, Director of Business Operations, Senior Director of National Sales, Division Director, and Executive Director of Delivery. He has worked extensively in all of Allegis Group’s operating companies and been based in 5 locations throughout his career. Steve has successfully built teams and solutions that adapt to the unique needs and personalities of the customers we serve.
Steve earned a BA in Psychology and played varsity soccer at Wake Forest University in Winston-Salem, NC. He currently resides in Baltimore, MD with his wife Jennifer and their two daughters, Strickland and Ansley. In his spare time, Steve enjoys sports, spending time with his family, fishing, coaching, and collecting first edition books.
Allegis Group Services offers human capital and workforce management solutions to clients in a wide range of industries. Our offerings include managed services, recruitment process outsourcing, retained executive search, business analytics and consulting services. We assist you in maximizing the efficiency and effectiveness of your programs while bringing industry best practices and world class service to every engagement.

Annual total indirect spend: $6.6B Sourceable Spend
# Employees Indirect organization: 47
% of spend under management: 86% 

% of hands-free transaction: 96% of our transactions are hands free – but that only makes up 15% of the spend. The rest of the transactions are more strategic and require a touch.

Procurement environment: Non-Mandated
Organizational Design : Centralized

How mature is your procurement organization (start-up, medium, advanced) and why?
We are on the upper end of medium in maturity. We transitioned from a mostly tactical order processing organization in 2004-5 to a strategic sourcing organization. We have attracted top-notch talent with the best sourcing and business backgrounds. Being non-mandated has forced the team to look at every transaction and project as a customer service opportunity. That mindset has developed significant credibility and trust with our business partners that open the door for more strategic initiatives. At the same time we are a fast moving retail company with business partners whose focus includes speed to market and entrepreneurial spirit so it is a give and take on where we want to versus what works in the environment. From a technology standpoint we have an electronic platform and could move closer to advanced with the addition of a spend analytics solution.

What’s your ProcureCon session focus & related background?
Conditions for Best Supplier Value Management

What’s been your biggest challenge the past 12 months?
Commodity pressures in an environment where our business partners are under more and more pressure to provide efficiencies.

What’s been your biggest achievement the past 12 months?
Delivering value to our customers impacted by commodity pressures. In many cases this environment now gives us a seat at the table with partners who weren’t partners a couple years ago. Inroads into Supply Chain (Transportation) are a result of building the right team and support environment at the right time.

What do you consider your biggest challenge in advancing your indirect procurement organization?
Fight a perception that we are only about cost.

What are you most passionate about when it comes to procurement?
Creating a competitive advantage for our business partners.

Auburn University, receiving her degree in Business Administration specializing in Finance. Upon graduation she joined Andersen Consulting (now Accenture). Ms. O'Farrell joined Andersen's Change Management practice, where she was promoted to Associate Partner. In 1996, she then joined AGL Resources - an Energy Holding company. In 1999, Ms. O'Farrell joined The Home Depot and assumed progressive levels of responsibility including Division Finance Leader, Senior Director of Financial Operations, Vice President Enterprise Asset Management and Chief Procurement Officer.

At Home Depot, Ms. O'Farrell has served on the Executive Board for the Diversity and Inclusion Council and Affinity groups. She is a founding member of the Velvet Hammers, an executive women's mentoring group at The Home Depot, and has recently serve as chairperson. She is also a founding member of the Atlanta Multi-Corporation Women's Network.

Ms. O'Farrell is Board Chair for the Atlanta Children's Shelter and is active with other organizations that promote the safety and well-being of women and children. She has also served on the Prevent Child Abuse Georgia Board, as well as served on the Auburn College of Business Advisory Council. In 2008, she was named as one of Atlanta's 25 "WOW women to Watch."

Tammer Zein-El-Abedein is the Director of Strategic Sourcing at the American Cancer Society. His current focus is to support the Society’s mission of creating a world with less cancer and more birthdays™. Tammer enhances the organization’s efficiency and impact of donor dollars through the facilitation of pervasive nationwide usage of procurement best practices (tools, systems, and processes) across12 divisions and the national home office.

Tammer has worked on a wide variety of sourcing categories and solutions. In addition to his experiences with more traditional categories, Tammer has successfully established and developed sourcing practice areas and relationships with less traditional ones (e.g. marketing, product development, commercial sales, and business strategy groups). Through these business partnerships, Tammer has been able to assist his internal clients realize over $200 million in benefit to their bottom line through both cost savings and revenue enhancing deals.

His specialty areas include marketing services, services in the value chain of financial products, co-marketing agreements, and alliance agreements that mitigate client risks while optimizing profitability.

Tammer is a summa cum laude graduate of Arizona State University with a B.S. in Supply Chain Management and also holds Bachelors degrees in Psychology and Comparative Religious Studies from Rutgers University.

Tom founded Cost and Capital Partners to focus on working with companies to improve cost and capital efficiency. Tom is a sourcing and cash management subject matter expert with experience within industrial, automotive, electronics, hospitality, process, consumer goods, transportation and white goods industries.

Supplier engagement is a core focus ranging from direct supplier negotiations to market and financial viability assessments. Tom works with clients both to improve the results achieved from the supply base as well as enhance visibility for strategy development. In addition to working with clients to execute sourcing initiatives, Tom also developed and delivers sourcing supply chain essentials training for organizations to use sourcing tools and build the level of professionalism in supplier engagement.

Tony Filippone is Executive Vice President, Research, at HfS Research. He oversees the quality of HfS' overall research agenda and published research and works with the HfS analyst teams to ensure HfS' content is relevant for the firm's buy-side clients' sourcing strategies.

His prime research focus is delivering practical advice, and imparting real-world vendor management experience to buy-side clients and service providers on what really matters – how to govern outsourcing programs in a manner that creates real value to all parties. He also oversees the company’s research in the healthcare industry BPO vertical and the document management and call center BPO horizontals.

Prior to joining HfS, Tony spent nine years at WellPoint, the United States’ largest health benefits company, where had multiple leadership roles. Tony initiated and led the company’s enterprise-wide BPO governance for a multi-vendor, multi-process (call center, back office processing, imaging/data entry/mailroom, and KPO) program with thousands of FTEs. Tony led strategic sourcing in complex indirect services procurement, where he managed the selection and enterprise-wide implementation of an industry leading procurement application while simultaneously leading cross-functional sourcing teams in outsourcing, marketing, consulting, facilities, contingent labor, and human resources categories. Tony also led WellPoint’s strategic procurement initiatives, including creating and leading it’s strategic supplier management program, demand and consumption management analyses, and business process benchmarking. Before joining WellPoint, Tony spent seven years consulting with Accenture and MarchFirst, where he specialized in business process simulation and reengineering, strategic customer relationship management, and post-merger/acquisition integration management.

Tony holds a MA in Communication Management from the University of Southern California’s Annenberg School for Communication and a BA in Organizational Communication (Magna Cum Laude) from Pepperdine University. Tony is also a Certified Professional in Supply Management (CPSM) from the Institute of Supply Management (ISM).

When he’s not pondering the future of governance models, you will find Tony growing organic heirloom tomatoes by the wheelbarrow-load and wearing out his wife and two young sons’ patience with his infatuation for manually focused rangefinder cameras.

Known as a global leader with a passion for people and processes, Ms. Joshua drives operational excellence through her collaborative leadership style. While being interviewed, when asked if she would describe herself as a “global supply chain leader”, Tracy Joshua chuckled and replied enthusiastically, “No, instead I believe I would best describe myself as a ‘global visionary people and process focused leader”. This description is more fitting for someone who has built their career on continuous process improvements through people development and by establishing operational excellence.

She was recently the Senior Director of Corporate Goods & Services Sourcing at Bristol-Myers Squibb reporting directly to Quentin Roach, Senior Vice President / Chief Procurement Officer of Global Procurement. Tracy Joshua is a graduate of Michigan State University where she completed both her bachelors and masters degree in Supply Chain and Education, Organizational Development and Labor Relations respectively. Ms. Joshua holds a second Masters from Georgia Tech University in Industrial Engineering with an emphasis on International Supply Chains. She is also a graduate of the Executive Development Program at Thunderbird International School of Management. She received in depth training in Quality/Statistical Process Control with personal tutoring from W. Edwards Deming and completed internships studying the Toyota Production System with certifications in lean office, lean manufacturing as well as Six Sigma. As a leader, she was selected and trained by General Motors as an internal diversity coach.

Ms. Joshua began her career in Logistics with Dow Chemical in Midland, Michigan as a Logistics Analyst. She was later recruited by General Motors Corporation. She held various positions with progressive leadership responsibilities in logistics, purchasing and operations. Ms. Joshua championed the development of global processes, implemented continuous improvement and managed the entire material flow value chain. She led several startup operations including launches in Europe, China and South America that delivered global, strategic and innovative solutions.

She was recruited to Ford Motor Company in 1999. In her role as Global Logistics/Purchasing Department Manager, she developed a global strategy and sourcing process that resulted in yearly savings totally approximately $170 Million. In her previous position as Global Business & Strategy Department Head, she developed and launched global turnaround strategies that leveraged global purchases and built strategic relationships with best-in-class suppliers. Ms. Joshua has a passion for achieving excellence by leading change and delivering results while fostering relationships through teamwork. She is a current member of several professional and civic boards including Women's Business Enterprise Council PA-DE-sNJ (WBEC) Certification Committee and Michigan State University Multicultural Business Board.

Known as a global leader with a passion for people and processes, Ms. Joshua drives operational excellence through her collaborative leadership style. While being interviewed, when asked if she would describe herself as a “global supply chain leader”, Tracy Joshua chuckled and replied enthusiastically, “No, instead I believe I would best describe myself as a ‘global visionary people and process focused leader”. This description is more fitting for someone who has built their career on continuous process improvements through people development and by establishing operational excellence.

She was recently the Senior Director of Corporate Goods & Services Sourcing at Bristol-Myers Squibb reporting directly to Quentin Roach, Senior Vice President / Chief Procurement Officer of Global Procurement. Tracy Joshua is a graduate of Michigan State University where she completed both her bachelors and masters degree in Supply Chain and Education, Organizational Development and Labor Relations respectively. Ms. Joshua holds a second Masters from Georgia Tech University in Industrial Engineering with an emphasis on International Supply Chains. She is also a graduate of the Executive Development Program at Thunderbird International School of Management. She received in depth training in Quality/Statistical Process Control with personal tutoring from W. Edwards Deming and completed internships studying the Toyota Production System with certifications in lean office, lean manufacturing as well as Six Sigma. As a leader, she was selected and trained by General Motors as an internal diversity coach.

Ms. Joshua began her career in Logistics with Dow Chemical in Midland, Michigan as a Logistics Analyst. She was later recruited by General Motors Corporation. She held various positions with progressive leadership responsibilities in logistics, purchasing and operations. Ms. Joshua championed the development of global processes, implemented continuous improvement and managed the entire material flow value chain. She led several startup operations including launches in Europe, China and South America that delivered global, strategic and innovative solutions.

She was recruited to Ford Motor Company in 1999. In her role as Global Logistics/Purchasing Department Manager, she developed a global strategy and sourcing process that resulted in yearly savings totally approximately $170 Million. In her previous position as Global Business & Strategy Department Head, she developed and launched global turnaround strategies that leveraged global purchases and built strategic relationships with best-in-class suppliers. Ms. Joshua has a passion for achieving excellence by leading change and delivering results while fostering relationships through teamwork. She is a current member of several professional and civic boards including Women's Business Enterprise Council PA-DE-sNJ (WBEC) Certification Committee and Michigan State University Multicultural Business Board.

Advisory Board Member

Trupti Marshall joined SunTrust in May 2008 and leads the Supplier Relationship Management team. In this role, Trupti is responsible for enhancing performance management of both internal customers as well as SunTrust suppliers. The Supplier Relationship Management team is responsible for managing critical supplier relationships: performance, risk, and relationship health.

Prior to joining SunTrust, Trupti was a member of HD Supply focusing on strategic sourcing and vendor management. Trupti has an extensive background in process improvement, operational efficiency, and strategic planning.

Trupti has a M.S. in Management of Technology from Vanderbilt University and a B.S. in Industrial Engineering from Georgia Tech. She lives in Atlanta with her husband, Aaron.

Wayne is currently the Vice President, Head of Procurement for the Americas at DHL, the global market leader of the international express and logistics industry. His career in procurement spans more than 20 years in which he has held senior level procurement positions at Lockheed Martin, Unisys, and CBS. In addition, he was a Senior Manager for a “Big Five” consulting firm where he performed supply chain consulting services for industry leaders such as Boeing, Carnival Cruise Lines, Federal Express and BP. His current responsibilities include the procurement of more than $2.0 billion of goods and services across North and South America. Wayne graduated from The American University where he received a BA in Procurement and Acquisitions Management. He has been a featured speaker at several supply chain forums including the National ISM Conference and Aberdeen CPO Summit.

Advisory Board Member

What’s your ProcureCon session focus & related background:
A Boardroom Workshop which focuses on - Dispelling the myths of digital jargon; how to categorize digital and enjoy the benefits of decoupled production; who really owns the digital channel?
Charterhouse is a marketing production company working with blue-chip clients across print and digital, and as such enjoys a unique perspective on the challenges they face.

What do you personally bring to the table when it comes to procurement expertise?
David is a qualified procurement and supply chain professional (MCIPS) having worked in the industry for over 18 years.
Before joining Charterhouse in 2006, David was at Renault Nissan for 6 years where he held category positions for marketing, advertising and media before becoming the head of purchasing. Prior to that David spent 9 years in the public sector in a number of purchasing roles for Network Rail and then the Lord Chancellor’s Department. As business development director at Charterhouse David is responsible for developing marketing production streams for a blue-chip client base.

What services does your organization provide to the procurement community?
Marketing services production and consultancy: print management, digital marketing services, data management, studio services, permanent POS and promotional merchandise.

What’s been your company’s biggest procurement-related challenge/project the past 12 months?
The need for a central procurement initiative being driven by purchasing to gain the desired results, and then not being able to achieve stakeholder engagement to realise the full savings potential.

What’s been your company’s biggest procurement-related achievement/project the past 12
months?
Standardising our approach to supplier management across Europe with a single platform to onboard suppliers, rate them accordingly and then monitor performance across standard criteria. This has enabled a single and consistent approach to our suppliers and potential supply-chain partners.

What sets your organization apart from competitors?
Our people and commitment to innovation.

What are you most passionate about when it comes to procurement:
For me it has and always will be the ability to affect change within an organisation and deliver both bottom line savings and efficiencies to the way in which a business is run. Within procurement you have the ability to touch all areas of a business rather than being isolated to a single division or business unit.

Annual total indirect spend: $275,000,000
# Employees Indirect organization: 15 

Procurement environment (Mandated/Non-Mandated): Non-Mandated environment
Organizational Design (Centralized, De-Centr., Hybrid): Centralized

How mature is your procurement organization (start-up, medium, advanced) and why?: Our indirect procurement group is fairly advanced in relation to many of our retail peers. Focusing on total cost of ownership, we’re able to influence our internal stakeholders towards decisions that are beneficial to them in the long run.

What’s your ProcureCon session focus & related background: Moderator- Professional Service Procurement

What’s been your biggest challenge the past 12 months? I’ve transitioned from Capital equipment to Business and Professional services and have had to learn the nuances of Services buying as well as a completely new set of stakeholders.

What’s been your biggest achievement the past 12 months? Floor care RFP completed and business awarded to eight separate providers across the US and Canada resulting in a 12% COGS savings.

What do you consider your biggest challenge in advancing your indirect procurement organization?: Extending the reach our of group. While we have a mature core group of stakeholders, we’re looking to branch out to other areas of the business and help them with their procurement needs to maximum value and reduce total cost of ownership.

What are you most passionate about when it comes to procurement: Education, continuous improvement, and recognition. As President-Elect of the Phoenix chapter of ISM-AZ (formerly NAPM-AZ) I spend a lot of time encouraging members and ASU Supply Chain students to fully embrace their field, to strive for additional success through education and certification.

Rob Bernshteyn is the Chief Executive Officer of Coupa Software. As CEO he is responsible for creating an environment of responsible spending for bottom line impact. He is a sought after speaker in the area of business impact of enterprise software. In previous positions as a management consultant at McKinsey & Co. and Accenture, he helped global organizations improve their business performance through the use of information technology solutions. His qualifications include a Bachelor of Science Degree in Information Systems from the State University of New York at Albany and an MBA from Harvard Business School.

Head of ProcureCon events in North America, consulting role globally.

Responsible for directing the strategy of each event in the ProcureCon Portfolio, program development and managing the overall development and execution of the projects.