Procurement Practitioners - Only Focus Day

8:40 Opening Remarks Carina Kuhl, Executive Director, ProcureCon Events USA, WBR Opening Remarks Carina Kuhl Executive Director, ProcureCon Events USA, WBR 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.

8:45 Chairperson’s Opening Remarks Chuck Kinnebrew, Senior Director of Indirect Procurement, Home Depot Chairperson’s Opening Remarks Chuck Kinnebrew Senior Director of Indirect Procurement, Home Depot 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 [read more]

9:00 Best-In-Class Change Management; Strategic Procurement Transformation At Ann Taylor Eric Germa, Chief Procurement Officer, AnnTaylor Stores Corporation ‘Prior Planning Will Keep Prices Flat At Ann Taylor’- A recent WSJ headline and indicator of Eric Germa’s strategic mind and wealth of sourcing experience. Although Eric’s team manages $900 Million of non-merchandising spend, he’s become a key influencer throughout the organization and has a big hand in all spend decisions. Eric is at his best when heading up major procurement transformations. After leadership roles at Phillips, ATK, The Gap and HP he’s landed as CPO at Ann Taylor to develop his team and lead the effort to drive Operational Excellence into every aspect of the business. He’s re-negotiated all spend over the last 2 years, moved all sourcing online and will explain why to him, talent management, early involvement, SRM, disciplined savings reporting and outsourcing are key. We speak with Eric about how his team was able to overcome the emotional reservations of the business and obtain the buy-in to establish relationships needed to execute strategic procurement and demand management practices across all spend categories in a non-mandated environment. It is the change management piece that make this session so relevant to you. Hear all about Ann Taylor’s journey to get things done in spend areas where you don’t have a lot of control as a procurement executive. Eric Germa Chief Procurement Officer, AnnTaylor Stores Corporation

9:40 Driving Strategic Procurement Transformation; A Play-By-Play Aaron Cleavinger, Director of Procurement, Ulta Beauty Adam Boal, VP, Promotional Purchasing (Luxury Division), L'Oreal USA Alan Rice, Senior Director of Indirect Procurement, Southern Wine and Spirits Bryant Wales, VP Strategic Sourcing, ImClone Systems Diane O'Connor, VP, Services & Indirect Purchasing, Xerox Corporation John Proverbs, Sr. Director Corporate Procurement, KLA-Tencor Corporation Kent Brothers, Former Director of Purchasing, Brightstar Corp. Kevin Giblin, Director, Sourcing & Supplier Management, The McGraw-Hill Companies Michael Rager, Sr Director Indirect Sourcing, Tyco International You could subdivide an organization’s transformation journey towards strategic procurement into the following 3 phases: Phase 1: ‘The Start-Up’ – Administrative function with only basic infrastructure and lots of opportunity Key issues: Understanding the organization’s culture, requirements and constraints & influencing change in an organization where procurement is mostly considered an administrative function Getting the right technology and infrastructure in place to move towards strategic procurement Phase 2: ‘The Entrepreneur’ – Limited bandwidth and the low hanging fruit is gone Key issues: Prioritizing projects and juggling your limited resources based on organizational needs to keep making a big impact now that the low-hanging fruits are gone Co-locating procurement with the business to drive value add Phase 3: ‘The Venture Capitalist’ – Moving from a push to a pull organization and getting your hands on the forbidden fruits Key issues: Moving from a push to a pull organization with the support from your internal business partners and suppliers Getting your hands on the final forbidden fruits Finding revenue-adding opportunities in previously unexplored areas We subdivide the audience based on a number of pre-requisites and their current experience levels to allow for an ‘apples-to-apples’ comparison. Then we embark on an interactive discussion exchanging how to overcome challenges within each strategic procurement transformation phase and share insights that have lead to success. Aaron Cleavinger Director of Procurement, Ulta Beauty Advisory Board Member Aaron Cleavinger, CPSM, C.P.M., is the Director of Procurement for ULTA Beauty. The procurement organization is in the start-up phase, though with a center-led philosophy for all spend areas, and with tactical aspects of critical commodities (energy management, fixtures, supplies, travel) now directly under the procurement umbrella. Aaron is currently building a new [read more] Adam Boal VP, Promotional Purchasing (Luxury Division), L'Oreal USA The Story: 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 exper [read more] Alan Rice Senior Director of Indirect Procurement, Southern Wine and Spirits The Stats: Annual total indirect spend: +700M Number of Employees Indirect organization: 7 The Story: 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 procure [read more] Bryant Wales VP Strategic Sourcing, ImClone Systems The Stats:Annual total indirect spend: $300 millionNumber 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’sThe Story: Bryant Wales is the Vice President of Global Sourcing and Procurement at ImClone Systems, a whol [read more] Diane O'Connor VP, Services & Indirect Purchasing, Xerox Corporation 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 ac [read more] John Proverbs Sr. Director Corporate Procurement, KLA-Tencor Corporation 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 inte [read more] Kent Brothers Former Director of Purchasing, Brightstar Corp. 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.The Story: 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 depar [read more] Kevin Giblin Director, Sourcing & Supplier Management, The McGraw-Hill Companies Michael Rager Sr Director Indirect Sourcing, Tyco International 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 understand [read more]

10:40 Morning Networking & Refreshment Break Morning Networking & Refreshment Break

11:00 Economy – Headwinds, Quick Ramp-Ups & How It Affects Your Global Supply Chains Jason Kwan, CPO, Manpower Michael Kimball, Sourcing Team Manager, 3M Mike Horrigan, Associate Commissioner, U.S. Bureau of Labor Statistics Analyst Perspective (opening 15 minutes):   As company business models have gone from domestic to global sourcing, it is very difficult to capture the price advantage of producing an equivalent product cheaper elsewhere. As a result, we may be over-estimating import inflation and GDP growth. Mike shares what factors and loopholes you need to consider when assessing the value of your global supply chains   Cross-Industry Panel Perspective & Audience Interaction (30 minutes):   Headwinds, Quick Ramp-ups: how do you allow for the flexibility to align your sourcing strategy with rapidly changing global market conditions? How are you finding sustainable ways to tighten the SG&A belt? What can you do to ensure your suppliers are keeping pace with your demands? When things were going well, we all more or less adopted the same HBS models, but in recession and recovery mode companies adopt different strategies to find their way.’ Where have you gone off the beaten path? Jason Kwan CPO, Manpower The Stats:Annual total indirect spend: $1.1 billion Number of employees in indirect organization: 120 Percentage of spend under management: 80Annual Savings Percentage: 4The Story: 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 currentl [read more] Michael Kimball Sourcing Team Manager, 3M Mike Horrigan Associate Commissioner, U.S. Bureau of Labor Statistics

11:45 Panel: Great Expectations: Aligning Procurement’s Organizational Design With The Business Anders Lillevik, SVP & CPO, Webster Bank Atl Martinez, CPO, Holcim (US) Inc. Quave Burton, VP Global Expense Management, Abercrombie & Fitch What do a bank, retailer and cement producer have in common? They are all in the midst of building strategic procurement organizations – and it’s not their first time to the party either. Procurement is well-suited to identify new value opportunities if it sits across all spend with ties throughout the entire supply chain. These procurement executives share how they are embracing this wider role and how they are setting their organization up for it. Learn: What C-level Executives really want to see from procurement going forward, and why How your team should be organized to institute ‘bigger picture thinking’ How you can increase transparency in the services your team supports What effective category management and segment analysis practices you can deploy How third party procurement options come into play (procurement shared services, GPOs, procurement outsourcing, contingent staffing for procurement & AP, automation) How to build supply flexibility into your organization Where the procurement organization adds value to the business today and tomorrow Anders Lillevik SVP & CPO, Webster Bank Anders Lillevik is the current Senior Vice President and Chief Procurement Officer for Webster Bank NA. Anders has worked in procurement leadership positions within the Financial Services and Insurance sectors for 10 years, and has deep experience within all major facets of indirect procurement. Anders has a BA and an MBA from McMaster University in Hamilton, Ontario, Canada. Atl Martinez CPO, Holcim (US) Inc. 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): MandatedOrganizational Design (Centralized, De-Centr., Hybrid): Hybrid How mature is your procurement organization (start-up, medium, advanced) and why?: 3 Organizations 2 Medium to Adv [read more] Quave Burton VP Global Expense Management, Abercrombie & Fitch Advisory Board Member

12:20 Lunch for All Attendees Lunch for All Attendees

12:20 Private Boardroom Luncheon Ed Maino, VP Global Procurement Services, Capital One “How can we keep procurement relevant in the midst of sea changes in economy and corporate focus?” Participation to Executive Boardroom Meeting and Luncheon is limited to 20 participants and always highly requested, so an early application is advisable. You can request to participate by contacting the conference director, Carina Kuhl, at +1.646.200.7461 or carina.kuhl@wbresearch.com Ed Maino VP Global Procurement Services, Capital One 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 [read more]

1:30 Panel: Building A Proactive Team & Procurement Organization Bryant Wales, VP Strategic Sourcing, ImClone Systems Erica Hill, VP of Non Trade Procurement and Support Services, Brown Shoe Company Kathryn Hinton, Corporate Director, SCM, CSC Procurement has the stigma of a staff function. In moving from a push to a pull organization, you really have to convey the DNA of an operating team. Procurement executives need to continuously adjust their team structure and re-design their organizational structure. We discuss the keys to success of a proactive procurement organization: Knowing your business – What’s your elevator speech? Speaking the language of the business What do the executives want from your group? What do we bring to the table in a collaborative environment? Keeping all of your constituents happy Being results oriented and adding value immediately Operating metrics to communicate value Building a proactive team Establishing complementary talent on your team Identifying people with key skills around driving process, internal consulting and change Engaging in talent developm ent, retention and succession planning Looking at your long-term structure needs on a rolling forward basis (rather than taking it one year at a time) Bryant Wales VP Strategic Sourcing, ImClone Systems The Stats:Annual total indirect spend: $300 millionNumber 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’sThe Story: Bryant Wales is the Vice President of Global Sourcing and Procurement at ImClone Systems, a whol [read more] Erica Hill VP of Non Trade Procurement and Support Services, Brown Shoe Company Advisory Board Member Kathryn Hinton Corporate Director, SCM, CSC

2:10 Obtaining CFO Sign Off On Your Procurement Transformation Funding Plan Mel Velez, Group Director of Procure To Pay, Citrix Systems, Inc. Embarking on a journey towards strategic indirect procurement requires resources. Resources that are very difficult to obtain when you’re starting from scratch. Mel shares – in anecdotal format - how he has obtained the financial support from the Citrix CFO to build his strategic procurement group and secure funding for future growth through a gain-sharing format that benefits the company, internal stakeholders and the procurement group alike. Mel Velez Group Director of Procure To Pay, Citrix Systems, Inc. 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 yetThe Story: 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 organizati [read more]

2:30 - 3:10 Digital Marketing Boardroom Workshop David Fincham, Business Development Director, Charterhouse Dispelling the myths of digital jargon; how to categorize digital and enjoy the benefits of decoupled production; who really owns the digital channel? Hosted by: David Fincham, Business Development Director, Charterhouse This session runs alongside the program and is open to up to 20 participants on a ‘first come, first serve’ basis. Request your participation during the registration process or email carina.kuhl@wbresearch.com David Fincham Business Development Director, Charterhouse 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 pers [read more]

2:30 First Roundtable Alan Rice, Senior Director of Indirect Procurement, Southern Wine and Spirits Brett Mauser, Director of Sourcing Strategy and Best Practices, Winn-Dixie Joanna Martinez, MD & CPO, Cushman & Wakefield John Sughrue, Director, Indirect Procurement, Hubbell Corporation John P. Willi, Director, Materials Management, Dana Farber Cancer Institute Joseph Richardson, Head of Corporate Procurement, FMC Technologies Matt Montgomery, Manager Corporate Supply Base, Lexmark Mel Velez, Group Director of Procure To Pay, Citrix Systems, Inc. Metrics I: Benchmarking Your End-To-End Procurement Process What metrics help you determine if you are getting the right level of savings, driving the right user and supplier behavior, and a quality end-to-end procurement process? We discuss some of the tricks, new tools and technology to benchmark your metrics. Building A Proactive Team Assessing team requirements; what questions do you really ask yourself when you establish your future procurement organization? How to get more out of your team? Accelerating the on-boarding of team members & cross-functional peers Making The Internal Business Case For Contract Management Automation Contract automation can significantly increase speed, user satisfaction, the quality of communication and improved handling of risk. But some view automation as a costly endeavor and the scope and nature of the solution also makes a marked difference to the value it provides. We discuss what contract management automation can and should do for you: Identifying your contract automation requirements Making the internal business case for contract management automation Implementation hurdles that may occur and how to overcome them Measuring contract automation results to determine ROI Fostering Strong Suppliers Relations A strong supplier has more to contribute to your success, including cost reductions and performance improvements. We exchange how to create long-term relationships and fruitful partnerships with suppliers. Outsourcing Decisions When considering outsourcing a category or even part of the procurement function itself, a lot of questions come to mind. We discuss the deciding factors to best leverage your core and non-core capabilities, knowledge retention, continuity, cultural fit, relationship management resource requirements and how procurement can add value to the process and lead the discussions more Category Management Strategies:Segment Analysis “Where does the money go and do we need to challenge any of our spend?” A key challenge for you as a procurement executive is to increase transparency in the services your team supports. We discuss effective segment analyses practices by geo, supply base, current/upcoming segment developments to identify when to challenge your sourcing and procurement strategies. Globalization 101: Getting Started Without Having A Global Footprint If you don’t have a global footprint, global sourcing in the indirect space is tough. We embark on an open discussion of hurdles and opportunities to get your global indirect sourcing activities underway despite your lack of global operations. Alan Rice Senior Director of Indirect Procurement, Southern Wine and Spirits The Stats: Annual total indirect spend: +700M Number of Employees Indirect organization: 7 The Story: 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 procure [read more] Brett Mauser Director of Sourcing Strategy and Best Practices, Winn-Dixie 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 The Story: 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 [read more] Joanna Martinez MD & CPO, Cushman & Wakefield 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 pl [read more] John Sughrue Director, Indirect Procurement, Hubbell Corporation John P. Willi Director, Materials Management, Dana Farber Cancer Institute 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%The Story: 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 organizat [read more] Joseph Richardson Head of Corporate Procurement, FMC Technologies Advisory Board Member Matt Montgomery Manager Corporate Supply Base, Lexmark 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 Gartn [read more] Mel Velez Group Director of Procure To Pay, Citrix Systems, Inc. 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 yetThe Story: 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 organizati [read more]

3:30 Second Roundtable Brad Schoenfelder, Director of Business Process, McKesson Brian Bancroft, Senior Director of Indirect Procurement, Kellogg Company Erica Hill, VP of Non Trade Procurement and Support Services, Brown Shoe Company Ken Mitchell, VP Market & Industry Research, Procurement Services, Global Purchasing, Xerox Corporation Kent Brothers, Former Director of Purchasing, Brightstar Corp. Matt Montgomery, Manager Corporate Supply Base, Lexmark Mel Velez, Group Director of Procure To Pay, Citrix Systems, Inc. Rick Gross, VP Finance, Boeing Tracy Joshua, CPO, Detroit Public Schools Retention: Developing integrated talent development programsDeveloping a talent program including a way to identify core competencies, create a skill-set baseline and make recommendations for growth - The roles of mentorship and coaching - Creating development programs so procurement is no longer perceived a dead end but a career builder Managing Global Teams Finding the right mix of global and local staff, operational consolidation and centralization How do you bring a globally dispersed and diverse team together despite the mental and physical distances? Finding balance in remote versus on-site management Managing Supplier Risk Every procurement executive today has been blind-sighted once or twice by a supplier not able to meet obligations. Granted, for most indirect spend you have multiple suppliers lined up to take over. But what if a mission critical supplier puts you at risk – which is increasingly likely in an outsourced environment. We discuss best supplier risk management practices C-Level Metrics & Reporting C-level savings validation remains the little black dress of procurement… Discussing ways to translate indirect procurement achievements into terms company executives can process to get your message across Outsourcing In Real Life What if you work in an environment where half of procurement activities are outsourced – how does it work when part of the organization you depend on is outsourced? Sharing tips on how to make the relationship work Metrics II: Metrics Of An Outsourced Model What happens when you go to an outsource model? How do you balance operational and quality metrics? Especially when there is a disconnect between reality and agreed upon results. We discuss metrics that help you truly gauge partner performance. Driving Efficiencies Through Continuous Improvement Practices Continuous improvement tools such as value stream mapping, lean and six sigma may have originated in a manufacturing environment, but they have been very successfully deployed in other non-production areas over the years. It can make a lot of sense to apply these continuous improvement methodologies to identify areas of waste and opportunities to improve cycle time, customer satisfaction and to re-allocate resources spent on non-value activities and move them to more strategic events in the indirect space. Globalization: Developing An Effective Global Business Service Model Aligning procurement strategies from a central basis for a global company Developing a global sourcing business service model Obtaining global centralized sourcing buy-in; Discussing global versus regional versus local dynamics Trouble-shooting inconsistent global processes Brad Schoenfelder Director of Business Process, McKesson Brian Bancroft Senior Director of Indirect Procurement, Kellogg Company The Stats: Annual total indirect spend: ~$4.4B Number of employees in indirect organization: 150Percentage of spend under management: 90%Annual Savings Percentage: $80MM - $100MMPercentage of hands-free transaction: ~85% The Story: Brian Bancroft is the Senior Director of Indirect Procurement at Kellogg Company. Kellogg’s indirect procurement organization functions in a semi-mandated environment w [read more] Erica Hill VP of Non Trade Procurement and Support Services, Brown Shoe Company Advisory Board Member Ken Mitchell VP Market & Industry Research, Procurement Services, Global Purchasing, Xerox Corporation Kent Brothers Former Director of Purchasing, Brightstar Corp. 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.The Story: 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 depar [read more] Matt Montgomery Manager Corporate Supply Base, Lexmark 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 Gartn [read more] Mel Velez Group Director of Procure To Pay, Citrix Systems, Inc. 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 yetThe Story: 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 organizati [read more] Rick Gross VP Finance, Boeing 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 yearPercentage of hands-free transaction: ~85%The Story: Rick Gross is the Vice President of Supplier Management, Shared Services Group, at The Boeing Company. Boeing’s indirect procurement organiz [read more] Tracy Joshua CPO, Detroit Public Schools 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 fo [read more]

4:10 Third Roundtable Cynthia Arnold, Director, Global Marketing Procurement, ConAgra Jay Duncombe, Purchasing Director, Intersil Corporation Jeff Ariz, Executive Director, Strategic Sourcing, Paramount Pictures Ken Mitchell, VP Market & Industry Research, Procurement Services, Global Purchasing, Xerox Corporation Kevin Giblin, Director, Sourcing & Supplier Management, The McGraw-Hill Companies Michael Rager, Sr Director Indirect Sourcing, Tyco International Sandra Jessop, Director- Supply Chain Management, Cessna Aircraft Company Tammer Zein-El-Abedein, Director of Strategic Sourcing, American Cancer Society Effective Communication Across Generations - Handling generational & cultural team challenges and their different communication needs - Effective ways to advance your multi-generational team and to solicit good feedback from team members M&A Survival Guide How often have you been ‘bought or sold’ throughout your career? We share experiences to navigate the M&A turmoil Supplier Performance How do you integrate your suppliers into your business excellence plan? How do you manage performance without stifling supplier creativity and innovation? How do you get the right level of involvement from your internal business users? Group Purchasing Organizations Discussing: Pros and Cons of joining a GPO Benchmarking challenging categories Internal requirements to make a GPO contract work (battling maverick behavior) Building Up Procurement’s Service-Mindedness Procurement constantly interfaces with internal business users. You need to ensure your internal stakeholder is in your corner, understanding what you bring to the table, agrees with your approach and your achieved contributions. Taking a serviceminded approach to procurement may make all the difference – not in that the customer is always right, but in creating the right collaborative relationships enabling optimal value creation. Green & Sustainable: Taking A TCO Approach Sustainability is on every organization’s agenda. We take a lifecycle analysis approach to assess the products and services you procure in the sourcing phase to identify opportunities according to the 4 Rs (Reduce, Reuse, Recycle and Re-design) and/or alternate products that better meet your sustainability objectives. Incremental Value How is your group seizing the opportunity to add strategic value and drive efficiencies? It is time to focus your resources on making the overall value chain more efficient as well. Procurement has many opportunities to move beyond affecting cost savings and drive revenue and profitability too. We share tangible examples of how your procurement teams have identified revenue enhancing activities, building strategic internal alliances with the business resulting in increased margins and revenue. Globalization Measurement: Measuring Global Sourcing Effectiveness On A Rolling Basis Measuring centralized procurement value to your local markets Improving procurement coordination across BUs with a common supplier Revisiting sourcing decisions based on changing market dynamics Cynthia Arnold Director, Global Marketing Procurement, ConAgra Jay Duncombe Purchasing Director, Intersil Corporation Jeff Ariz Executive Director, Strategic Sourcing, Paramount Pictures Ken Mitchell VP Market & Industry Research, Procurement Services, Global Purchasing, Xerox Corporation Kevin Giblin Director, Sourcing & Supplier Management, The McGraw-Hill Companies Michael Rager Sr Director Indirect Sourcing, Tyco International 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 understand [read more] Sandra Jessop Director- Supply Chain Management, Cessna Aircraft Company 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) The Story: 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 curren [read more] Tammer Zein-El-Abedein Director of Strategic Sourcing, American Cancer Society 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, a [read more]

4:50 Chairperson's Closing Remarks No session description available.

5:00 Happy Hour For All ProcureCon Indirect Attendees Welcome Happy Hour at the end of the Practitioners-Only Day for all at the event. A great way to mingle, meet and set-up appointments for the remainder of the event.