This document summarizes an event for senior procurement executives to discuss strategies for leveraging global procurement structures. The one-day event will include:
1) Two keynote case studies from Toyota and Dell on best practices for optimizing returns from lean manufacturing and agile sourcing from Asia.
2) A panel discussion on commodity risk management, supplier innovation, and global sourcing strategies.
3) Informal roundtable debates on strategic procurement issues under Chatham House Rule.
The event aims to provide procurement leaders opportunities to network, benchmark practices, and discuss approaches for delivering business value through procurement.
Expense Reduction Analysts helped TaylorMade-Adidas Golf Company reduce costs across multiple expenditure categories. A dedicated specialist from Expense Reduction Analysts reviewed each category, identifying savings of 22% in contract cleaning and 23% total across all categories. They introduced new suppliers and negotiated better prices and service levels with existing suppliers. They also helped implement a more cost-conscious culture within the company. Similarly, Expense Reduction Analysts helped F Hinds identify savings across stationery (19%), couriers (30%), and other expenditure areas through negotiating rates and operational changes while maintaining service quality.
The document summarizes Lear Corporation's first quarter 2004 earnings review. Key points include:
- Record first quarter net sales of $4.5 billion and net income per share of $1.30.
- European operations and content per vehicle continue to improve.
- The Grote & Hartmann acquisition will strengthen Lear's position in electrical distribution systems.
- Full year 2004 net income per share guidance remains unchanged at $5.55 to $5.85 despite challenges in the automotive industry.
Guidon's President and CEO Ron Wince presented a session at the Oregon Effective Government Conference September 29, 2009, "Developing a Lean, Mean Organization." State and local governments are continually being pressured to cut costs, do more with less and be more customer-focused. They learned how to apply Lean Six Sigma methods to make your their agency, department and programs run better, faster and cheaper.
A blind boy was sitting with a sign asking for help. A man changed the sign to say "Today is a beautiful day and I cannot see it". This was more effective and the boy's hat began to fill with more donations. The man said he just wrote the truth in a different way. The first sign simply asked for help while the second sign conveyed that others could enjoy the beauty that the boy could not. The story teaches us to be thankful for what we have and help others, as well as to think creatively to find solutions.
The document discusses a new report that found that while many companies have diversity and inclusion programs, unconscious bias still presents challenges. It notes that leaders must examine how bias can influence decisions and create inclusive cultures through open discussions, accountability, and addressing subtle behaviors. Leaders are encouraged to evaluate programs, policies, and processes to ensure they consider diverse perspectives and promote an equitable workplace.
The document is a song lyric that tells a story in 3 verses:
1) The singer is walking home toward a place they've never seen, feeling like they are changing and becoming less asleep.
2) The singer has been sitting with their friend for hours while their friend tries to decipher the singer like a code or locked room. The singer feels like a mystery to decipher.
3) The singer and friend feel a gravitational pull calling them home, having seen the stars colliding as a sign that they belong together. The friend can see clearly while the singer's vision is blurred but they know what they've heard echoing around them.
Expense Reduction Analysts helped TaylorMade-Adidas Golf Company reduce costs across multiple expenditure categories. A dedicated specialist from Expense Reduction Analysts reviewed each category, identifying savings of 22% in contract cleaning and 23% total across all categories. They introduced new suppliers and negotiated better prices and service levels with existing suppliers. They also helped implement a more cost-conscious culture within the company. Similarly, Expense Reduction Analysts helped F Hinds identify savings across stationery (19%), couriers (30%), and other expenditure areas through negotiating rates and operational changes while maintaining service quality.
The document summarizes Lear Corporation's first quarter 2004 earnings review. Key points include:
- Record first quarter net sales of $4.5 billion and net income per share of $1.30.
- European operations and content per vehicle continue to improve.
- The Grote & Hartmann acquisition will strengthen Lear's position in electrical distribution systems.
- Full year 2004 net income per share guidance remains unchanged at $5.55 to $5.85 despite challenges in the automotive industry.
Guidon's President and CEO Ron Wince presented a session at the Oregon Effective Government Conference September 29, 2009, "Developing a Lean, Mean Organization." State and local governments are continually being pressured to cut costs, do more with less and be more customer-focused. They learned how to apply Lean Six Sigma methods to make your their agency, department and programs run better, faster and cheaper.
A blind boy was sitting with a sign asking for help. A man changed the sign to say "Today is a beautiful day and I cannot see it". This was more effective and the boy's hat began to fill with more donations. The man said he just wrote the truth in a different way. The first sign simply asked for help while the second sign conveyed that others could enjoy the beauty that the boy could not. The story teaches us to be thankful for what we have and help others, as well as to think creatively to find solutions.
The document discusses a new report that found that while many companies have diversity and inclusion programs, unconscious bias still presents challenges. It notes that leaders must examine how bias can influence decisions and create inclusive cultures through open discussions, accountability, and addressing subtle behaviors. Leaders are encouraged to evaluate programs, policies, and processes to ensure they consider diverse perspectives and promote an equitable workplace.
The document is a song lyric that tells a story in 3 verses:
1) The singer is walking home toward a place they've never seen, feeling like they are changing and becoming less asleep.
2) The singer has been sitting with their friend for hours while their friend tries to decipher the singer like a code or locked room. The singer feels like a mystery to decipher.
3) The singer and friend feel a gravitational pull calling them home, having seen the stars colliding as a sign that they belong together. The friend can see clearly while the singer's vision is blurred but they know what they've heard echoing around them.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
Persistent Systems is a leader in the outsourced product development space. It helps build software products for clients across the entire product lifecycle. There is no listed peer comparable to Persistent in the Indian market, making it a differentiated play. Persistent has a strong client base including marquee names like Microsoft, IBM, and substantial revenue from startups, helping it stay ahead of technology trends. It has experienced strong growth over the past few years and is expected to continue growing, supported by the growing outsourced product development market and Persistent's positioning in emerging technologies.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
Daryl Beck Unilever Professional development worldwide SFIASFIA User Forum
The document discusses the changing landscape for IT capabilities at Unilever and their new four quadrant IT model. It notes the drivers of change including regionalization, globalization, technology innovations, and the need for a strategic rather than operational view of IT. The new model focuses on business partnering, innovation, strategic vendors, and services. It outlines some of the challenges of implementing this new model including developing new skills and roles, accreditation, ways of working, and changing mindsets.
Triple A Consulting is a global management consulting firm based in Korea that operates worldwide. It specializes in international trade, business strategy, supply chain management, and free trade agreement (FTA) consultancy. The company helps small and medium-sized enterprises access the Korean market through services like market research, strategy development, and representation. Triple A Consulting aims to optimize clients' operations and create partnerships for mutual success on a global scale.
This document discusses the concepts of Blue Ocean Strategy and how organizations can create new market space, or "blue oceans", by focusing on value innovation rather than competition. It provides examples of how Cirque du Soleil and Yellowtail wine created blue oceans by redefining industries and eliminating or reducing traditional competitive factors. The document also discusses how creation nets and open innovation can help organizations access new ideas and knowledge from diverse sources to drive innovation.
Continuity is the last of the five test of sound strategy which are
• A unique value proposition compared to competitors
• A different, tailored value chain
• Clear tradeoffs, and choosing what not to do
• Activities that fit together and reinforce each other
• Continuity of strategy with continual improvement in
Continuity is a key to enable company to execute successful strategy
ความต่อเนื่องคือหัวใจของการดำเนินกลยุทธ์ในการแข่งขัน
Technology Roadmapping (TRM) for TBK Biodiesel Commercialization in the US as presented at PICMET 2009. Slide presentation shows the connection between the theory and the application, a snapshot of the TRM process if you will.
The document discusses characteristics that enable manufacturing capabilities for change-proficient enterprises. It introduces the STARGAME concept, which stands for eight characteristics: Scalability, Transparency, Adaptability, Robustness, Genericy, Agility, Modularity, and Economic Efficiency. Each characteristic is defined and examples are provided. The major finding is that STARGAME is a useful concept for innovators, technicians, and decision makers to develop technologies and manage technology development for creating change-proficient enterprises.
Stephen Ulanoski presented concepts around using technology and data to drive business transformation. He discussed how analyzing location data, customer behaviors, and asset performance can provide insights to improve competitiveness. Ulanoski provided examples of how telematics and business intelligence solutions can optimize fleet routing, dispatching, and capacity planning to reduce costs and increase efficiency. The presentation emphasized translating data insights into strategic business value through partnerships that integrate analytics into customer operations.
This document provides information about the Gartner Program and Portfolio Management & IT Governance Summit 2010 taking place on June 16-17 in London. The summit will focus on helping organizations prioritize initiatives, measure value, evolve roles and responsibilities, manage resources and adapt to change. Sessions will provide practical advice from Gartner analysts on topics like portfolio management, PMOs, governance strategies and more. The agenda offers plenary sessions, track sessions in areas like program management and PMOs, workshops, and opportunities to meet one-on-one with Gartner analysts.
Identifying Core-Competencies of a Corporation: Learning from ToyotaANSHUL GUPTA
This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Make CR Reporting pay and boost stakeholder engagement via targeted sustainability communications
This is Ethical Corporation at its best: No powerpoint - no theoretical fluff - just robust debate and in-depth, honest discussions with Heads of CR and Comms, and practical sessions on what matters to you the most!
Get more information here - http://events.ethicalcorp.com/reporting
Global cement magazine TOM feature article June 2018Angus Maclean
"Realising potential from quarry to lorry".
Cement producers around the world have been on a cost-cutting drive over the past decade due to the global economic conditions and overcapacity in many markets. Once
all costs have been cut, what else can be done? Now the largest groups are looking more deeply at how their plants operate to understand, optimise and unify their assets globally, often across wide technological and cultural divides. To find out more, Global Cement recently spoke to Angus Maclean of management consulting firm Proudfoot about the company’s Target Operating Model (TOM) tool for group-wide optimisation.
Vanilla, Chocolate, or Rocky Road: What Flavor of Outsourcing Do You Want?Everest Group
Everest Group expert, Eric Simonson, will discuss how buyers can capture hidden value by understanding and identifying their company’s outsourcing solution as one of four basic outsourcing models.
This document contains a resume for John Painter, including his contact information, career objective, work history, education, skills, and references. It summarizes his experience in various roles such as a technical turnaround consultant, general manager, process improvement manager, and financial roles, where he improved operations, quality, efficiency and profitability. His skills include leadership, project management, problem solving, and experience in manufacturing, logistics, and finance fields.
Shuvabrata Nandi has over 10 years of experience in management consulting, investment banking, and business analytics. He received a degree from IIT Kharagpur and was ranked 22nd out of 300 at IIM Ahmedabad. Nandi has worked on projects in operations improvement, dispute analysis, and customer retention strategy. He led teams that developed automated systems and predictive models. Nandi also has experience in business development, sourcing, marketing, and corporate social responsibility.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
Persistent Systems is a leader in the outsourced product development space. It helps build software products for clients across the entire product lifecycle. There is no listed peer comparable to Persistent in the Indian market, making it a differentiated play. Persistent has a strong client base including marquee names like Microsoft, IBM, and substantial revenue from startups, helping it stay ahead of technology trends. It has experienced strong growth over the past few years and is expected to continue growing, supported by the growing outsourced product development market and Persistent's positioning in emerging technologies.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
Daryl Beck Unilever Professional development worldwide SFIASFIA User Forum
The document discusses the changing landscape for IT capabilities at Unilever and their new four quadrant IT model. It notes the drivers of change including regionalization, globalization, technology innovations, and the need for a strategic rather than operational view of IT. The new model focuses on business partnering, innovation, strategic vendors, and services. It outlines some of the challenges of implementing this new model including developing new skills and roles, accreditation, ways of working, and changing mindsets.
Triple A Consulting is a global management consulting firm based in Korea that operates worldwide. It specializes in international trade, business strategy, supply chain management, and free trade agreement (FTA) consultancy. The company helps small and medium-sized enterprises access the Korean market through services like market research, strategy development, and representation. Triple A Consulting aims to optimize clients' operations and create partnerships for mutual success on a global scale.
This document discusses the concepts of Blue Ocean Strategy and how organizations can create new market space, or "blue oceans", by focusing on value innovation rather than competition. It provides examples of how Cirque du Soleil and Yellowtail wine created blue oceans by redefining industries and eliminating or reducing traditional competitive factors. The document also discusses how creation nets and open innovation can help organizations access new ideas and knowledge from diverse sources to drive innovation.
Continuity is the last of the five test of sound strategy which are
• A unique value proposition compared to competitors
• A different, tailored value chain
• Clear tradeoffs, and choosing what not to do
• Activities that fit together and reinforce each other
• Continuity of strategy with continual improvement in
Continuity is a key to enable company to execute successful strategy
ความต่อเนื่องคือหัวใจของการดำเนินกลยุทธ์ในการแข่งขัน
Technology Roadmapping (TRM) for TBK Biodiesel Commercialization in the US as presented at PICMET 2009. Slide presentation shows the connection between the theory and the application, a snapshot of the TRM process if you will.
The document discusses characteristics that enable manufacturing capabilities for change-proficient enterprises. It introduces the STARGAME concept, which stands for eight characteristics: Scalability, Transparency, Adaptability, Robustness, Genericy, Agility, Modularity, and Economic Efficiency. Each characteristic is defined and examples are provided. The major finding is that STARGAME is a useful concept for innovators, technicians, and decision makers to develop technologies and manage technology development for creating change-proficient enterprises.
Stephen Ulanoski presented concepts around using technology and data to drive business transformation. He discussed how analyzing location data, customer behaviors, and asset performance can provide insights to improve competitiveness. Ulanoski provided examples of how telematics and business intelligence solutions can optimize fleet routing, dispatching, and capacity planning to reduce costs and increase efficiency. The presentation emphasized translating data insights into strategic business value through partnerships that integrate analytics into customer operations.
This document provides information about the Gartner Program and Portfolio Management & IT Governance Summit 2010 taking place on June 16-17 in London. The summit will focus on helping organizations prioritize initiatives, measure value, evolve roles and responsibilities, manage resources and adapt to change. Sessions will provide practical advice from Gartner analysts on topics like portfolio management, PMOs, governance strategies and more. The agenda offers plenary sessions, track sessions in areas like program management and PMOs, workshops, and opportunities to meet one-on-one with Gartner analysts.
Identifying Core-Competencies of a Corporation: Learning from ToyotaANSHUL GUPTA
This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Make CR Reporting pay and boost stakeholder engagement via targeted sustainability communications
This is Ethical Corporation at its best: No powerpoint - no theoretical fluff - just robust debate and in-depth, honest discussions with Heads of CR and Comms, and practical sessions on what matters to you the most!
Get more information here - http://events.ethicalcorp.com/reporting
Global cement magazine TOM feature article June 2018Angus Maclean
"Realising potential from quarry to lorry".
Cement producers around the world have been on a cost-cutting drive over the past decade due to the global economic conditions and overcapacity in many markets. Once
all costs have been cut, what else can be done? Now the largest groups are looking more deeply at how their plants operate to understand, optimise and unify their assets globally, often across wide technological and cultural divides. To find out more, Global Cement recently spoke to Angus Maclean of management consulting firm Proudfoot about the company’s Target Operating Model (TOM) tool for group-wide optimisation.
Vanilla, Chocolate, or Rocky Road: What Flavor of Outsourcing Do You Want?Everest Group
Everest Group expert, Eric Simonson, will discuss how buyers can capture hidden value by understanding and identifying their company’s outsourcing solution as one of four basic outsourcing models.
This document contains a resume for John Painter, including his contact information, career objective, work history, education, skills, and references. It summarizes his experience in various roles such as a technical turnaround consultant, general manager, process improvement manager, and financial roles, where he improved operations, quality, efficiency and profitability. His skills include leadership, project management, problem solving, and experience in manufacturing, logistics, and finance fields.
Shuvabrata Nandi has over 10 years of experience in management consulting, investment banking, and business analytics. He received a degree from IIT Kharagpur and was ranked 22nd out of 300 at IIM Ahmedabad. Nandi has worked on projects in operations improvement, dispute analysis, and customer retention strategy. He led teams that developed automated systems and predictive models. Nandi also has experience in business development, sourcing, marketing, and corporate social responsibility.
1. www.procureconroundtables.com
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High Level CPO Forum
Tuesday 7th June 2011 - Le Meridien Piccadilly, London
Join leading uk CPos for a daY of
HigH level debaTe & diSCuSSion
The ProcureCon CPO Roundtables is a high level, closed
door forum for a select group of procurement leaders to Cross question
compare strategies, seize new opportunities and build the keynote
relationships speakers:
• Join a distinguished panel to discuss the latest on commodities
risk management and compare which pricing models are
delivering value to the business
• Question the panellists on their strategies to create a robust
Kevin Brown
supplier base and their unique experiences of co-developing to
Chief Procurement Officer
really achieve innovation
Dell
• Hear first-hand from Toyota on their best practice strategies to
optimise return from lean manufacturing
• A keynote case study from Dell will take you through agile sourcing
strategies from Asia and beyond whilst mitigating associated risk
• 10 expert-led roundtable debates to discuss and digest fresh Mark Adams
insights on the most pertinent issues affecting the CPO function Vice President Purchasing
• Discussions will take place under Chatham House Rule Toyota
Hear exPerT PerSPeCTiveS from THe PanelliSTS:
Kees Gerretse Martyn Lawns Adrian Doyle Nils Clement
Group Director of Procurement General Manager Director Procurement, Director Procurement EMEA
Tata Steel Procurement EMEA, EU Commercial, Starbucks
Rio Tinto GSK
Sponsors
www.procureconroundtables.com +44 (0)20 7368 9459 kara.fraser@wbr.co.uk TLS/KF
2. When was the last time you had the
opportunity to network, discuss best
practice and benchmark with the
UK’s leading CPOs across industries
agenda
in one room for one day? Tuesday 7th June 2011
That long? We thought so. Focusing on the key 08:30 Registration and coffee
strategic areas of the procurement function
– commodities risk management, bottom- 09:00 Chair’s opening remarks
line improvement and delivering growth and
innovation – the 4th annual ProcureCon CPO
KEYNOTE PRESENTATION
Roundtables will bring together leading CPOs to
09:10 CASE STUDY: Best practice strategies to optimise
give you first hand-accounts of how to tackle the return from lean manufacturing
critical issues impacting your strategy, helping • How Toyota encourages suppliers to be more lean and the return on
you deliver value to the business in the current investment achieved
• How integrated should suppliers be and where Toyota innovates with the
climate. supplier base
• How risk and quality assessments are made and examples of when corrections
Open only to senior professionals, this exclusive were needed – the lessons learnt
event will give you the chance to take time out, • How to use lean procurement to remove barriers to innovation against
minimal risk
brainstorm and think strategically with other CPOs
Mark Adams, Vice President Purchasing, Toyota
to answer the one question, despite the vast
differences in your respective markets, you all
have: how to ensure business value and growth PANEL DISCUSSION AND DEBATE
through procurement in shifting environments? 09:50 Commodities risk management, hedging decisions
and how to achieve true innovation with suppliers
What’s new this year? • With uncertain economic conditions and raw material inflation, which
As signs of recovery have strengthened, the 4th commodities and service pricing models are delivering value to the business?
• Strategies to better anticipate global commodity prices and negotiate
annual ProcureCon CPO roundtables event has
effectively with the supplier base
been designed by CPOs for CPOs to reflect the • How to build long-term relationships with suppliers to gain leverage for
issues at the top of your agenda. Last year you hedging decisions in the future
• Strategies to create a robust supplier base to diversify the supplier portfolio,
asked us to deliver ‘real’ procurement examples
check market indicators and mitigate supplier risk
of improvement. So this year, we have two • How to co-develop with suppliers to really achieve innovation - case study
keynote case studies - best practice strategies examples
to optimise return from lean manufacturing,
Kees Gerretse, CPO, Group Director Procurement &
from Toyota, the company that derived the Transport, Tata Steel
management philosophy of lean manufacturing;
and a keynote case study from Dell on agile Martyn Lawns, General Manager Procurement EMEA,
sourcing strategies from Asia and beyond whilst Rio Tinto
mitigating associated risk.
Adrian Doyle, Director Procurement, EU Commercial, GSK
You also told us that your organisations operate
globally and, subsequently, the issues affecting Nils Clement, Director Procurement EMEA, Starbucks
you are global, so this year, the topics of
discussion will all focus on leveraging a truly
10:30 Morning coffee and networking
global procurement structure. The keynote
speakers and panellists on board to share their
KEYNOTE PRESENTATION
insights with you are all from global organisations
with international remits. 10:50 CASE STUDY: Agile sourcing strategies from Asia and
beyond whilst mitigating the associated risk
Under Chatham House Rule, this is a unique • Dell best practice to source effectively from established and emerging
regions/ markets
opportunity to hear candid insight from 70 other • What are the associated risks and the methods, means and techniques in
C-Level procurement executives across industries place to overcome them
on the problems they face and a chance to • Problems encountered and lessons learnt
dig deep into the most fundamental strategic Kevin Brown, Chief Procurement Officer, Dell
sourcing and purchasing management issues
that concern you.
kara.fraser@wbr.co.uk TLS/KF +44 (0)20 7368 9459
3. roundTableS
A series of roundtable debates will give you the chance to discuss the most pertinent issues and share information
in an informal setting. Chatham House Rule will apply.
Roundtable 1: Top down directive to cut Roundtable 6: Leverage a truly global
costs and leverage spend effectively procurement structure
• How to lower operating costs, retain previously achieved savings and • Evolution of a full global structure – the drive to create synergy and leverage
control cash? procurement across a group
• Strategic sourcing – methods to source effectively to get the right products • Category review infrastructure- how to establish global category
on the supply base at just the right time management and develop a co-ordinated, global supply chain – aggregating
• Structuring the business for cost control – strategies to renegotiate supplier from a regional to a global basis
contracts and restructure contracts for cost management • How to optimise global supply chain for companies with 4-5 business units
• Best practice to control cash - how not to buy a Rolls Royce to do a Mini’s around the world?
job
• Focus on spend management – adopting agreements, compliance and
spend tools
• Assess the best control systems for audit, spend visibility and performance
metrics – which is the best system to put in place?
Roundtable 7: Procurement outsourcing
and category outsourcing
• Best practice in procurement performance measurement
• How far back into the procurement process should outsourcing be
integrated?
• Strategies to manage outsourcing relationships as outsourcing becomes
more virtual
Roundtable 2: Commodities risk and • Outsourcing low category spend- what are the options?
effective hedge management
• A comparison of the index or the agreed price models for commodities –
which purchasing strategy will deliver to the bottom line in an inflationary
environment?
• Strategies for effective hedge management during a time of price
Roundtable 8: Low cost country sourcing –
fluctuations where to invest next?
• Methods, means and techniques for effective pricing • Smart sourcing - where are the next best economies for low cost country
sourcing?
• Where should you be going next? Assessing China, India, the Far East,
Brazil, Peru and Chile
• Category opportunities
Roundtable 3: Security of supply and
supplier innovation against minimal risk
• Security of supply and supplier performance - best practice in exercising
due diligence with suppliers to mitigate risk in the supply chain
• How to utilise supplier capabilities to achieve innovation, a personalised Roundtable 9: Talent availability,
service and gain a competitive advantage management and development
• Co-development with the supplier base – how to achieve a true partnership • How to recruit, motivate, develop skills and retain talent in procurement
• Innovations in supplier agreements and contracts – what has yielded the • How to develop and rotate talent within the organisation
best results? • Regenerate top talent to contribute to the new requirements of
Procurement’s role
Roundtable 4: Supplier relationship
management- how to ‘connect better’ Roundtable 10: Sustainable procurement
• Shifting the focus from short-term cost cutting to long-term value-based • Best models of sustainable procurement practices and how they contribute
relationships with suppliers to business profitability
• Strategies to deal with contract non-compliance
The day will include lunch, plus morning
and afternoon breaks.
What past delegates have said:
Roundtable 5: Supply chain finance
• How can you leverage transactions and improve working capital by lowering
the cost of capital with the supplier base and finance at a lower rate?
“Excellent opportunity to interact with
• How to improve working capital – OP balance, payment services senior procurement leaders.”
• Strategies to build a collaborative relationship with the CFO David Cowell, Vice President of European Procurement,
Coca Cola Enterprises
www.procureconroundtables.com
4. abouT Your SPeakerS
MEET THE KEYNOTE SPEAKERS:
Kevin Brown, Chief Procurement Officer, Dell
Kevin Brown serves Dell in the capacity of vice president and chief procurement officer. In this role, he oversees
the company’s strategic procurement and supply chain-related initiatives to help propel Dell’s growth and foster
and solidify its reputation as a leading global systems and services company. Prior to this role, Kevin led a global
team charged with planning and directing Dell’s supply chain strategies and spearheading the company’s
relationships with ODM partners. In addition, he was responsible for retail operations
Mark Adams, Vice President Purchasing, Toyota
Mark has been tasked with leading the centralization of Purchasing for Toyota’s European manufacturing
operations. Currently he is leading the re-definition of Toyota’s European supply base following the global
economic crisis.
MEET THE PANELLISTS:
Kees Gerretse, CPO, Group Director Procurement & Transport, Tata Steel
Since 2008 Kees implemented the integration of the purchasing function and synergies within the Tata Steel
Group and Corus and appointing/managing the lead buyers of the main categories across the Tata Steel group.
This led to his appointment in October 2009 to Group Director Procurement for the total Tata Steel Group with an
annual budget of $18billion.
Martyn Lawns, General Manager Procurement EMEA, Rio Tinto
Martyn has just established back-office procurement activity in Mexico and India with Rio Tinto’s Business
Process Outsourcing partner, serving 20 operations across the Rio Tinto footprint within the Europe, Middle East
& Africa region.
Nils Clement, Director Procurement EMEA, Starbucks
In his role Nils is responsible for all procurement in the EMEA region with a team that looks after store
development design items and equipment and maintenance, retail supplies to operate our day to day business
including packaged food, beverage components and paper packaging.
Confirm Your PlaCe TodaY
Join the UK’s leading heads of procurement for a day of high-level debate, discussion and networking.
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CPOs/Procurement Directors/VP of Sourcing
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+44 (0)20 7368 9459
kara.fraser@wbr.co.uk TLS/KF