Day 2: General Sessions

7:00 Registration, Networking & Breakfast Registration, Networking & Breakfast

7:00 - 8:30 Women In Procurement Breakfast Meeting Ginny Tucker, Global Leader Procurement Solutions, ACS – Xerox Women In Procurement Breakfast Meeting Ginny Tucker Global Leader Procurement Solutions, ACS – Xerox 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 are [read more]

8:10 Welcoming Remarks Welcoming Remarks

8:15 Chairperson’s Opening Remarks Scott Dever, Managing Director, Procurement Services, Xchanging Global Procurement Services Chairperson’s Opening Remarks Scott Dever Managing Director, Procurement Services, Xchanging Global Procurement Services Scott Dever is Managing Director, Americas Region for Xchanging Procurement Services, a leading global procurement outsourcer. Scott has over 20 years of transformational procurement leadership experience across various industries. Prior to joining Xchanging in 2009, Scott led Procurement Strategy for Motorola and oversaw procurement for the Government and Public Safety business. He has also serve [read more]

8:30 Macro Economy: Current State & Future Outlook Joseph Chang, Global Editor, ICIS Chemical Business Norbert J. Ore, former Chair, ISM Report on Business Every procurement executive needs to be an economist these days, with macro issues and global complexities placing stress on your supply chains every single day. In the late nineties, you were faced with shortages. Decline in the early 2000s. Now you have spikes, shortages, inflation, excess capacity and uncertainty. The frequency and amplitudes are increasing with bubbles and burst within sevenyears. We discuss… • The macro factors affecting economies over the next 1-3 years • 25 dynamics affecting global sourcing, inflation and commodities…and how it affects you Joseph Chang Global Editor, ICIS Chemical Business Joseph Chang is Global Editor of ICIS Chemical Business, a weekly publication covering the dynamic business trends in the chemical industry worldwide. Based in New York City, he has been with the magazine and one of its precedessors, Chemical Market Reporter, for 11 years. Starting out as Financial Editor, Joe has and continues to cover the financial beat, from mergers and acquisitions, to the cre [read more] Norbert J. Ore former Chair, ISM Report on Business Norbert Ore has extensive experience as a supply chain leader in Fortune 500 companies. He has served companies in various industries including consumer products, paper, packaging, building materials and construction. His mission in each instance has been the transformation of the business through process improvement and cost management.In 1996, he was asked by the Institute for Supply Management [read more]

9:25 Panel: Procurement’s Role In Conquering The Complexities Of Dynamic Supply Chains Shahid Javed, Chief Procurement Officer, BP North America Gas Robert Donohue, VP, Commercial, Connolly, Inc. Brian Bancroft, Sr. Director, Indirect Procurement, Kellogg Company 7% of manufacturers have mastered the complexities across their value chains -- including customer-, product-, and supply chainrelated strategies and operations - helping them generate up to 73 percent higher profits, according to a recent manufacturing complexity survey report. The supply chain of the future is lean, efficient, responsible, dynamic yet risk averse and closely aligned with the business – quite a tall order. There needs to be a shift from a focus on cost reduction to the overall business impact and shareholder value of the supply chain to join the ranks of the ‘complexity masters’. • Aligning procurement & supply chain performance to business goals and vice versa – and that last bit is the crux of the matter… • How do you make the short- and long-term trade-offs in terms of delivering quarterly savings but long-term business continuity and sustained brand value? • Procurement’s response to demand and footprint shifts • Are you expecting growth or a dip; and how does this affect your strategic direction • What does supply chain flexibility entail in your organization today and tomorrow? • Organizational Developments • Discussing the pros and cons of procurement shared services, Procurement Outsourcing, Contingent staffing for procurement & A/P • Taking ownership of the supply chain as a business Shahid Javed Chief Procurement Officer, BP North America Gas Shahid JavedChief Procurement OfficerBP – North America Gas (NAG)Shahid Javed joined BP Global PSCM in June 2007, and moved to NAG as Chief Procurement Officer in January, 2008. Mr. Javed is responsible for managing over $2 billion dollars in 3rd party spend, pursuing rigorous category management including creation of robust sector strategies, leading negotiations with strategic suppliers, and pro [read more] Robert Donohue VP, Commercial, Connolly, Inc. Mr. Donohue manages Connolly’s Commercial business which services our clients in twelve industry verticals. He brings his diverse expertise of operations management, process improvement and consulting experience to Connolly Consulting. His experience includes operations assessments, development of improvement plans and implementation management. At SBI & Co., he helped engineer the [read more] Brian Bancroft Sr. Director, Indirect Procurement, Kellogg Company Brian K. Bancroft is the Senior Director, Indirect Procurement for Kellogg Company, leading the global sourcing and contracting efforts for all non-manufacturing related spend. Prior to joining Kellogg he was the Vice President, International Operations & Chief Procurement Officer for Oil-Dri Corporation of America located in Chicago, IL. As an Executive Officer of this Company he [read more]

10:00 Achieving Savings Through a Global Strategic Sourcing Program Biju Mohan, Senior Director Consulting, GEP Bill Fialkosky, Head of Global Strategic Sourcing, Life Technologies As focus on costs and revenues increase, Procurement function has found itself to be in the cross-hairs of executive management. Companies are realizing that procurement is in control of a significant component of the cost base in purchased goods and services. As a result, procurement departments, almost universally, are faced with challenging annual savings targets. They are also responsible for ensuring realization of the identified savings of all past initiatives.Consequently, Procurement departments, especially those of global organizations, are faced with the challenge of implementing a global strategic sourcing program with aggressive targets. This presentation outlines the key ingredients required for managing such a global initiative and includes topics such as: Implementing a global strategic sourcing program Key drivers for savings from a global program Change management to align stakeholders with the common goals Examples of successful global sourcing programs Biju Mohan Senior Director Consulting, GEP Biju Mohan is a Senior Director with GEP with 10+ years of consulting experience in Business Strategy and Operations. He has worked extensively with senior leadership of several companies in the Consumer Packaged Goods and Retail industries across US, Asia and Middle East. Biju has successfully led several international engagements to achieve operational efficiencies and business goals for large o [read more] Bill Fialkosky Head of Global Strategic Sourcing, Life Technologies Bill Fialkosky is the head of Global Strategic Sourcing at Life Technologies. Bill is a profit driven top performer with achievements in national and international supply chain management, procurement, e-procurement and supplier relationship management across core business disciplines. With a progressive 15-year career with Applied Biosystems, Bill is a champion of company initiatives surrounding [read more]

10:30 Networking & Refreshment Break Networking & Refreshment Break

11:10 An Insider Perspective Of Vale’s Strategic Procurement Practices Marcos Saraiva, CPO, Vale S.A. Marcos Saraiva is Vale’s CPO. Based in Brazil, the world’s secondlargest miner has a revenue of $46.5 Billion in 2010, an appetite for JVs, acquisitions and a huge capex program. In 2011, the company isinvesting $25 Billion to expand the iron ore and fertilizer business. Marcos shares how his procurement team effectively handles the numerous global challenges every company faces, especially one witha presence at six continents, including: • Identifying and bridging skill-set gaps to create a balanced and strategic procurement team • Instituting collaborative work processes between procurement and other departments throughout the company • Implementing first class processes for: • Proactive risk assessment • Market analysis & commodity management • Demand planning Marcos Saraiva CPO, Vale S.A. MARCOS SARAIVA is Global CPO at Vale, the world’s second-largest mining company with revenue of $46.5 Billion and EBITDA of $26.1 Billion in 2010. Mr. Saraiva is responsible for the strategic sourcing of $100 Billion over the next 5 years, covering all Vale’s operations and investments worldwide. Mr. Saraiva has nearly 30 years of professional experience in different industry sectors, such as, Ene [read more]

11:40 The Supplier Management Debate: Balancing 'Performance' With 'Strategic Alliances' Ginny Tucker, Global Leader Procurement Solutions, ACS – Xerox Amy Joshi, Director NA Operations, e-three Pete Connelly, Former CPO, Leggett & Platt David Hope-Ross, Sr. Director, Procurement Applications, Oracle Innovative CPOs are fully aware of the benefits of supplier management: “Fewer suppliers, treated as partners, and with open and honest sharing of information, forecasts, year-on-year targets, and regular reviews, should result in more trust, sustainable cost reduction and amutually beneficial relationship…” However, according to a report for the World Economic Forum, “levels of trust have fallen by 44% in the last 10 years”. Our focus on cost reduction during the recession certainly hasn’t helped supplier matters. And there is little consensus on the precise definition, optimal organizational structure, role of procurement leaders, or division of responsibilities among other organizations. This session features a practical debate on balancing the ‘performance’ element of supplier management with strategic supplier management resulting in added value & innovation opportunities Ginny Tucker Global Leader Procurement Solutions, ACS – Xerox 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 are [read more] Amy Joshi Director NA Operations, e-three Amy Joshi is Director of NA Operations at e-three where she has product management responsibility for e-Three’s Spend Visibility solution, along with overall operational delivery of e-Three’s North American business. Amy brings vast experience from FreeMarkets/Ariba, where she was Senior Manager of Spend Visibility from the product’s inception. In addition to her spend management software and serv [read more] Pete Connelly Former CPO, Leggett & Platt Pete Connelly is Vice President and Chief Procurement Officer for Leggett and Platt, Incorporated, a $4.5 billion diversified manufacturer with 200 factories worldwide. His previous engineering, operations, and purchasing experience was at Xerox, Alcon Laboratories, and Trinity Industries in Zurich, Switzerland. He has a Mechanical Engineering degree, MBA, MA, and Doctorate from Columbia Universit [read more] David Hope-Ross Sr. Director, Procurement Applications, Oracle David Hope-Ross is Senior Director, Procurement and Supply Chain Management at Oracle. For the past six years, he has been designing and implementingthe product marketing strategy for Oracle and PeopleSoft’s procurement and sourcing applications. Prior to Oracle, Mr. Hope-Ross spent nearly 10 years at Gartner where he covered a wide range of procurement and sourcing products and services. H [read more]

12:15 On-state 'Face-Off' Debate: Ensuring Supply Continuity: Preparing for uncertainty in future supply chains Jason Busch, Editor, SpendMatters.com John Campi , former CPO Chrysler, The Home Depot & DuPont All falls and stands with supply continuity. Our supply chains have become much more convoluted, complex and demanding to achieve on-time delivery. Continuity of supply is the most critical challengewe face. Yet vulnerabilities lie in wait around every corner and risk takes on many shapes and forms. Risk is often not tangible to boot and so key stakeholders find it difficult to support risk assessmentbeyond the financial stability of immediate suppliers. Risk then only takes on meaning in context of the question asked. What questions should you be asking? Jason & John each put their stake in theground and debate the following concerns and more: • Is there any excuse for having a sole or single source, exposing your company to undue risk, in the current business climate? • How far should you go in assessing risk? How do you make the trade-off between proactive and reactive risk management? • What is an acceptable recovery time objective? • Should you hold your suppliers responsible for lower tier supply failures – and how? • What good do contract clauses do you when your supplier fails? • What tools can you use to monitor risk that don’t provide outdated or insufficient information – and what factors do you track? Jason Busch Editor, SpendMatters.com Jason Busch is passionate about how companies, governments and individuals manage, spend and save money. While his forte is writing and speaking about procurement, politics and economic issues, Jason has significant firsthand experience creating and launching new products and solutions in the supply chain and sourcing sectors. Throughout his career, he's also helped hundreds of companies save mone [read more] John Campi former CPO Chrysler, The Home Depot & DuPont John P. Campi is the founder and Managing Partner for the Genesis Management, LLC, an organization specializing in supply chain and cost management initiatives. Previously, he served as Executive Vice President and Chief Procurement Officer of Global Sourcing for Chrysler LLC where he was responsible for all worldwide purchasing and supplier quality activities. Mr. Campi has extensive experience i [read more]

12:45 Lunch For All Attendees Lunch For All Attendees

12:45-2:00 Procure Con Executive Boardroom Meeting: What Distinguishes The CPO Of The Future Randy Clark, Sr. Strategic Buyer, Non-Automotive Purchasing, Volvo Group What Distinguishes The CPO Of The Future 25 procurement leaders are invited to join the closed executive boardroom meeting and luncheon at ProcureCon 2011. Participation to this Invitation-Only, executive meeting is limited to 25 participants so an early application is advisable. Past participants include CPOs from BP, ConAgra, Tyco, Jarden, FMC, Clorox, Diebold, Boston Scientific, Siemens,Barrick Gold, Del Monte, Amgen, Kraft, Eli Lilly, MWV, BMS, PPG, Weyerhaeuser, Xerox, Dow and T-Mobile.  Hosted By: Randy Clark, St. Strategic Buyer, Non-Automotive Purchasing, Volvo GroupYou can request to participate by contacting the conference director, Carina Kuhl, at +1.646.200.7461 or carina.kuhl@wbresearch.com Randy Clark Sr. Strategic Buyer, Non-Automotive Purchasing, Volvo Group 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 [read more]

TRACK A – Risk Management & Supply Conti...TRACK B - Spend Management 2:00 Chairperson Introduction TRACK A – Risk Management & Supply Continuity Chairperson Introduction 2:00 Chairperson Introduction TRACK B - Spend Management Chairperson Introduction

TRACK A – Risk Management & Supply Conti...TRACK B - Spend Management 2:10 Taking An Enterprise-Wide Approach To Risk Assessment & Continuity Planning TRACK A – Risk Management & Supply Continuity RJ Reynolds holds 28% of the cigarette market in North America. Craig Demarest has been with the company for 18 years and heads up the procurement organization. Managing supply risk and ensuring supply continuity is a key priority for the company, not in the least because FDA regulations don’t allow for product changes. The company created a very active enterprise risk program which is run by theirinternal audit group. We’ve asked Craig to take the stage with a member of the internal audit team to provide their supply chain and greater enterprise risk management perspectives. • Key elements of moving towards an enterprise-wide risk management program (instead of supply risk assessments in silo) • Creating contingency plans for multiple scenarios • Tools to identify and mitigate supply chain risk factors • Assessing how supply risk may affect the enterprise as a whole • Establishing key control points in asset planning where there is external supplier involvement 2:10 Leveraging Full Spend Visibility In A Fragmented Organization to Change Spend Behaviors TRACK B - Spend Management Matt Marthinson, CPSM, C.P.M., Vice President of Strategic Sourcing, Hubbell Incorporated Matt Marthinson is the leader for Hubbell, Inc’s Sourcing Transformation initiative. He is responsible for Hubbell’s global effort to redesign sourcing and partner with the supply chain to take cost out. The initiative involves consolidation and leverage of $1.5B of spend for the almost 50 businesses across 3 major platforms which are primarily located in the North American region. His team is currently tackling coding and classification uniformity. They had 1 million items to begin with and – of course – the top 80% of spend only represented 4,000 items. Matt shares how they’ve identified and reclassified relevant items only, bringing it down to 76,000 items today. Matt Marthinson, CPSM, C.P.M. Vice President of Strategic Sourcing, Hubbell Incorporated Matt Marthinson is the leader for Hubbell, Inc’s Sourcing Transformation initiative. He is responsible for Hubbell’s global effort to redesign sourcing and partner with the supply chain to take cost out. The initiative involves consolidation and leverage of $1.5B of spend for the almost 50 businesses across 3 major platforms which are primarily located in the North American region. This business c [read more]

TRACK A – Risk Management & Supply Conti...TRACK B - Spend Management 2:40 Re-Energizing Your China Sourcing TRACK A – Risk Management & Supply Continuity Richard Laub, CEO, Dragon Sourcing Ltd. Richard Laub CEO, Dragon Sourcing Ltd. 2:40 Procurement Transformation: Supply Management Discipline & Strategic Vision at American Express TRACK B - Spend Management Robin B. Shahani, Senior Vice President Global Business Services & Chief Procurement Officer, American Express Presented By: Opera Solutions Robin B. Shahani Senior Vice President Global Business Services & Chief Procurement Officer, American Express Robin Shahani joined American Express as Senior Vice President and Chief Procurement Officer in April 2010. In this role, Robin is responsible for all procurement, expense management, and central supplier management activities and staff on a global basis, and is in the process of leading a major transformation of the function. As a member of the Global Business Services Leadership Team, he is dire [read more]

TRACK A – Risk Management & Supply Conti...TRACK B - Spend Management 3:10 Global Sourcing Strategies: LCC Sourcing Versus Best Cost Country Sourcing TRACK A – Risk Management & Supply Continuity Wally Krey, President Global Services, Leggett & Platt Did your company first embark on LCC sourcing to chase low labor costs? Forward-looking companies are now tying their global sourcing activities to overall business goals to identify Best Cost Country’s. As one ProcureCon advisor puts it: “It’s like having a war plan versus a battle plan”. We discuss: • What are the underlying factors for global sourcing movements – and how does it vary by industry? • What is driving your global sourcing strategy today? • Lower total costs, Marketing Plan, Customer prescribing sourcing activities in certain regions • Are you weighing global trade costs? • Reasoning for BCC instead of LCC sourcing • Weighing underlying factors to determine what makes a BCC’s for your organization • Offshoring, Nearshoring, Outsourcing; what’s the trend? • Which regions are the fast movers exploring today and why? • What can we learn from past trends to predict the next global sourcing movements? Today, Wally presents his global sourcing organization & strategy to you, interspersed with tangible examples before opening up to audience Q&A. Wally Krey President Global Services, Leggett & Platt Wally Krey is President of Leggett & Platt Global Services (LPGS). LPGS is an internal business unit that manages the international sourcing, purchasing, customs compliance and accounts payable components of Leggett & Platt (LEG on the NYSE). As a division of Corporate Purchasing, LPGS acts as an internal service currently supporting over 100 L&P bus [read more] 3:10 Cash Management, Finance, Treasury & Procurement TRACK B - Spend Management John Lukow, Director of Strategic Purchasing, The Manitowoc Company’s North American Crane Division Is your CFO still wondering where the cash is going? Traditionally, procurement functions are measured on their impact to achieve price levels without incentives to conserve cash. With cash remaining lessavailable to organizations from traditional sources and payment terms due to come down, finance, treasury and procurement need to work together to optimize cash management. We discuss the implications of procurement decisions on the cash position of your organization. • Internal Collaboration: • Understanding Finance’s cash flow requirements • Communicating procurement’s impact on cash flow, return on assets and the balance sheet effectively to finance • Jointly identifying measures of success in cash flow management • Ways to Manage Cash Impact • Managing foreign exchange risk & inflation mitigation strategies • Cash flow monitoring and hedging strategies • Weighing hedging strategies against cash-flow reduction consequences • Working with the supply base to keep a discount model in place John Lukow Director of Strategic Purchasing, The Manitowoc Company’s North American Crane Division John Lukow is Director of Strategic Procurement for the Manitowoc Company’s North American Crane Division. He joined the company in 1999 and has held executive positions in both finance and sales promotion. Most recently, he was MD of Manitowoc Australia. He has also been vice president of sales and marketing for National Crane and vice president of finance and treasurer for Grove and group contro [read more]

3:40 Networking & Refreshment Break Networking & Refreshment Break

4:20 Interactive Think Tanks – Learning From Your Peers’ Experiences 3 Rotations of 30 Minutes Each Robert Shecterle, VP Marketing, Aravo Solutions, Inc. Melissa Drew, Sr. Consultant, The Shelby Group David Davies, President, Commercial Division, Connolly, Inc. Mary Ellen Mitchell, VP Spend Management Operations , Rearden Jim DeLeo, Principal Consultant, Infosys Roundtable Topics 1. Working Capital, Treasury & Procurement Mary Ellen Mitchell, VP Spend Management Operations, Rearden Commerce Payment terms will start coming down soon. What are businesses doing to manage the cash impact? What are ways to retain your discount models? How are you handling the increasing inflation levels? How do you balance inventory versus risk levels? 2. Mitigating Supplier and Operational Risk Across Your Source-to-Pay (S2P) Lifecycle Melissa Drew, Subject Matter Expert, The Shelby Group Looking at risk up-front in Sourcing or on the back-end in Scorecarding alone can lead to unmanaged risk, fragmented visibility, and increased cost and rework. Traditional risk identification and management typically does not incorporate a holistic understanding of where risk touch-points exist across S2P functions and technologies. Whether you are planning strategy, implementing process and technology capabilities, or simply operating your Source-to-Pay program, it is the right time to experience best practices and lessons learned from peers. Considering people, process, and technology when evaluating and mitigating risks will ensure a complete approach to supplier and operational risk management throughout its lifecycle. 3. Energy Procurement Rick McKay, VP Client Development, Summit Energy Services Les Karel, SVP Indirect Sourcing, ARCOP, Inc. (Arbys) 4. Global Regulatory Compliance and Suppliers Robert Shecterle, VP Marketing, Aravo Solutions, Inc. Unsafe cars, toys contaminated by lead, pet food containing dangerous fillers, and medications formulated with treacherous levels of key ingredients are all tragic stories. What’s common to them is that the brands of the companies affected were not damaged by their own overt acts, but by those of suppliers … suppliers that did not adhere to regulations, standards, and codes of conduct. And it isn’t just about product safety. The US Foreign Corrupt Practices Act (FCPA) implements rules and penalties regarding the use of bribes in the conduct of business, even on the part of trading partners. In fact, the list of regulated/mandated activities and standards continues to grow. How do you mitigate the risk of regulatory compliance failures, and the fines and penalties that go with them, across global supplier relationships while managing compliance costs? 5. Building a Comprehensive Value Driven P2P Audit Program David Davies, President, Commercial Division, Connolly, Inc. 6. Emerging Trends in Transforming Procurement – Leveraging Outsourcing, Process Optimization, and Technology Moderated By: Jim DeLeo, Principal Consultant, Infosys Procurement transformation has various facets associated with it and this roundtable will examine a few levers around process optimization, outsourcing and technology both individually and also in combination with each other. What do organizations need to internally prepare for before they go forward with this? What are the key drivers for an organization to undertake this venture? What kind of short term and long term results can one expect for this engagement? What kind of governance is key to achieving success? Robert Shecterle VP Marketing, Aravo Solutions, Inc. Mr. Shecterle is charged with driving Aravo's overall marketing strategies and execution. He brings over 25 years of enterprise marketing and solution management experience in supply chain solutions across industries. Most recently, Mr. Shecterle served as Vice President, Marketing & Product Management at InfoNow, a channel performance optimization leader, advancing the company's o [read more] Melissa Drew Sr. Consultant, The Shelby Group Melissa Drew PMP, is currently a Senior Consultant with The Shelby Group. Formerly with organizations such as ATKearney, Estee Lauder and American Express, she has over 15 years of experience bridging the gap between process efficiencies and technology throughout the Source-to-Pay space to provide sustainable results including: the Supplier Management Life Cycle, Risk Management, Sourcing, Contrac [read more] David Davies President, Commercial Division, Connolly, Inc. As its President, David Davies is responsible for the oversight, development, and growth of Connolly’s Commercial Division, which consists of Contract Compliance and Accounts Payables audit practices. Prior to joining Connolly, David was the Global Managing Partner for the Energy, Utilities and Services Practice with Infosys Consulting. In this role David was responsible for the overall P WBR_AMPE [read more] Mary Ellen Mitchell VP Spend Management Operations , Rearden As the Vice President, Strategic Accounts at Rearden (formerly Ketera), Mary Ellen Mitchell is responsible for sales management of new and existing strategic opportunities and customer implementation. A multi-faceted executive, Mary Ellen has a record of driving growth and profits for startups, Fortune 500 companies and high profile management consulting firms including Microsoft, Oracle, Booz All [read more] Jim DeLeo Principal Consultant, Infosys Jim is a 25 year supply chain veteran, both in industry and consulting. Currently conducting procurement transformation work for Infosys, Jim was previously at Accenture as a senior manager in supply chain, and StrategicSource as the director of strategic sourcing. Jim has worked extensively with offshore and nearshore teams in the procurement discipline, and across various industries including ma [read more]

5:55 Chairperson’s Closing Remarks Chairperson’s Closing Remarks

6:00 ProcureCon & IACCM ‘Collaborate To Innovate’ Awards Reception For All Attendees ProcureCon & IACCM ‘Collaborate To Innovate’ Awards Reception For All Attendees

7:20 Optional Casual BBQ Dinner JOIN US FOR A CASUAL DINNER AT SMOKEJACK – ATLANTA TOP 10 BBQ“Smokejack proves that barbecue in all its glorious forms, from Kansas City- to Memphis- to Carolina-style, can be fine dining.” I think it’s about time we include a casual dinner in ProcureCon’s networking repertoire. Join us for an evening of succulent BBQ specialties and good company in a more relaxed, off-site setting. After the ‘Collaborative Innovation’ Awards reception hosted by IACCM & ProcureCon, we’ll take you on a 20 minute drive to Smokejack’s. We do charge an additional fee of $85 per person to cover expenses – this includes transportation, food & beverages. Please indicate your participation during the registration process.