| 8:15 |
Registration Opens |
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| 9:00 |
Chairman’s Introduction
Professor Corey Billington
Procurement and Operations Management
IMD Business School |
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MORNING KEYNOTE SESSIONS |
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| 9:15 |
Supply chain management: More strategic but get the basics right
Dominique Gardy
Executive Vice President Contracting & Procurement
Royal Dutch Shell plc
The word ‘environment’ is changing rapidly around energy companies: tightening of suppliers base, cost increase, new energies development, sustainable development....
This requires supplier partner management to become more strategic. How? Through using global levers while keeping local execution with focus on projects, category management, supplier relationship, contracts management AND people.
And being more strategic should not mean dropping the ball on getting the basics right, our license to operate.
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| 9:55 |
Supply chain risk reduction: Alignment of suppliers to increase resilience and competitive advantage
Richard Wilding
Professor and Chair of Supply Chain Risk Management
Cranfield School of Management U.K
It has been recognised that competition is no longer between individual companies but between the supply chains they are part of. Ensuring the supply chain members work effectively together is critical to competitive advantage. It is also recognised that the risk profile of organisations has changed in recent years due to global sourcing and more focused operations, and as a result supply chain professionals need to think differently about the ways they work.
Richard Wilding will address:
- The sources of supply chain risk.
- The 3Ts of highly effective supply chains: time, transparency and trust.
- Supply chain relational risk management o Understanding and implementing C3 behaviour: from cooperation to coordination and finally collaboration.
- The collaboration spirals of success and failure.
- What is needed for successful collaboration in the supply chain?
- Risk mitigation strategies within the supply chain.
- Competitive supply chain resilience
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| 10:35 |
NETWORKING BREAK |
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| 11:00 |
Procurement as a strategic value lever in the private equity industry
Dr. Heinz Pfannschmidt
CEO
Honsel GmbH & Co. KG
The private equity sector has invested billions of euros throughout Europe and is creating value in the business world. In order to create value, private equity companies are increasingly looking to opportunities for growth and sustainable savings rather than short term cost-cutting. The market is becoming more competitive, with dwindling profit margins.
Successful private equity investors increased the value of their investments through the careful management of various success factors. The procurement function in particular has become a strategic value lever for mid-term oriented investors. Sustainable savings in procurement contribute directly to the EBIT multiples and free cash flow. Furthermore they are much more popular than job cuts.
Dr. Heinz Pfannschmidt will explain how Honsel successfully mastered the challenges within the private equity industry using procurement as a strategic value lever:
- Procurement’s impact on EBIT multiples, free cash flow and corporate image
- The evolution of procurement at Honsel (Project GLOBE)
- Success stories and lessons learned
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| 11:40 |
Flying high at BAE Systems… how Indirect Procurement Services turned a minus into a plus
Jim Robinson
Procurement Director
BAE Systems
Can procurement transform itself in five years from being a drain on company resources into a source of revenue? Yes, it can. This is exactly what the procurement professionals at BAE Systems have proved.
Validated figures show that Indirect Procurement Services (IPS) had turned itself from an overhead cost to a source of revenue. In this presentation you will learn:
- How IPS at BAE Systems has been transformed from a reactive, transactional function into a dynamic, customer-facing operation engaged in strategic procurement
- What actions were necessary for major reform of indirect procurement and for turning an overhead cost into a revenue stream
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| 12:30 |
NETWORKING LUNCH |
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BREAKOUT SESSIONS / ROUNDTABLES |
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13:30 |
Case Study - SESSION A
NAGE integrated property services operating model - a technical and commercial breakthrough
Harold Cleminson, Head of Property & Management Services, National Australia Group Europe
Mike Jones, Trading Director, Xchanging Procurement Services
The first truly integrated property services delivery solution. The "One Property Team" is assembled from a combined pool of resources from the client, the outsourced procurement services provider and a lead supplier. One team with mutual objectives, clarity in purpose and the generation of exceptional results.
In this case study you will learn:
- How to create acceptance of the outsourced services provider
- How we achieved re-positioning of the property market for consideration of an integrated services solution
- About creation of the integrated solution
- About the journey from passive acceptance of mediocrity in service through to proactive management and into continuous improvement with exceptional performance and delivery
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Best Practice - SESSION D
The future challenges and new models in global sourcing
Manuel Chaure, Senior Executive, Accenture
Global sourcing, and specifically low-cost country sourcing, is a hot topic. Newly open markets are forcing a shift in sourcing patterns with more focus on countries such as China and India. Companies initially questioning why you would source from low-cost countries are now asking: why wouldn't you? But the risks and challenges by sourcing from those regions are constantly rising and require a new approach to global sourcing. In this workshop attendees will learn:
- What capabilities you need to operate in a global market.
- How to execute global sourcing strategies quickly and effectively.
- How to generate benefits through a sustainable approach to global sourcing (sustainable supply chains)
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Roundtable - SESSION G
Enhancing the category management process with innovative market intelligence solutions
Facilitators: Gautam Singh, Chair & Jim Robinson, Procurement Director - BAE Systems
As procurement has entered the boardroom in its recognition as an important contributor, the pressures to be on top of supply markets, the constant scrutiny of sourcing decisions and the increased expectations on a lean, resource constrained procurement team is leading organisations to look for innovative solutions to enhance their capabilities. Coupled with this is the reality of working in an age of information overload, fast changing and dynamic supply markets, dissolving trade barriers that raise new opportunities for global or Low Cost Country sourcing and ever more sophisticated suppliers. How can procurement organisations deal with this new dynamic?
This roundtable presents the successful steps BAE SYSTEMS has taken in strengthening their category management process by building in an outsourced market intelligence capability. This has helped with:
- Enhancing credibility with internal customers as category managers are up to speed with category specific market dynamics
- Strengthening the strategic sourcing process with supply market intelligence informing the sourcing process
- Building in a robust understanding of category supply markets and suppliers into the internal planning process cost effectively enhancing the procurement team with a complementary capability
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14:15 |
CHANGEOVER |
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14:25 |
Case Study - SESSION B
The DORMA Sourcing Collaboration Portal - Enabler for worldwide collaboration and compliance
Jürgen Obergfell, Director Strategic Purchasing/Value Analysis DORMA Holding GmbH+Co.KG a.A., Ennepetal
Sven T. Marlinghaus, Partner, BrainNet Management Consultants GmbH
Through this award winning “Sourcing Collaboration Portal“ Dorma provides a common and web-based sourcing platform to its suppliers. This platform allows Dorma to manage and standardise its sourcing processes on a global basis. Overall this integrated platform results in a more effective and improved collaboration with suppliers.
In this presentation you will learn:
- How to achieve global transparency on spend, processes and knowledge
- About the interactive sourcing manual as a baseline for compliance management
- Why change management and team motivation are vital success factors
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Best Practice - SESSION E
The marketing supply chain - How to drive 35% savings AND still build strong global brands
Kevin Freedman, Managing Director, Freedman
The marketing arena has traditionally been impregnable to procurement teams with creative agencies and a vast array of service and production suppliers ensuring that financial black holes appeared on an annual basis. However, international clients – such as Xerox and Shell – have now got their procurement and marketing teams working together to build process and efficiencies into their marketing activity and continued to build really strong brands across country borders.
- The marketing supply chain – the way forward
- Building the relationship between procurement and marketing teams
- How Xerox applied an “Amazon” type business model to marketing supply chain management • How Shell’s centralization strategy will deliver over 35% aggregate cost reductions over 3 years
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Roundtable - SESSION H
Breaking out – Capitalising on a major change to transform procurement
Facilitators: Peter Carlsson, Senior Vice President & CPO – NXP and Luisella Chiesa, VP - Efficio
Two years ago, NXP de-merged from Philips N.V. with backing from a number of leading Private Equity investors. The company is now a Top 10 player in the global semiconductor industry, an industry characterised by an unusually fast-paced and truly global supply chain.
Mr Peter Carlsson, Senior Vice President & CPO will share his experience of transforming NXP’s Non-production Procurement function within the context of these events. Over the course of the last 12 months, NPR Procurement at NXP has gone from being a tactically-focused functional department, to being a business partner across the organisation. Delivering major cost reductions to the business as well as a more effective and efficient global supply chain have earned Procurement a seat at the top table.
This roundtable will discuss the challenges of driving a change in a fast-moving high-tech environment and how procurement leveraged a de-merger and Private Equity ownership and re-positioned its value-add within the organisation. |
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15:10 |
CHANGEOVER |
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| 15:30 |
Case Study - SESSION C
The socially responsible supply chain
Leslie Campbell, CPO, Reed Elsevier
The corporate responsibility performance of suppliers matters. What they do can impact your brand and reputation – and your financial health. Ethical supply chain is a responsibility as well as an expectation of stakeholders including employees and customers.
Leslie Campbell will discuss the response at Reed Elsevier through its Socially Responsible Supplier programme including:
- The need for a supplier code modelled on global principles
- The importance of internal and external auditing
- The development of remediation plans
- Sector collaboration
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Best Practice - SESSION F
Structural optimisation will lead procurement performance improvements for the future
Daniel Lieghio, Director 4C Associates
Andrew Loken, Director 4C Associates
Companies are increasingly looking to combine a variety of different structural approaches to procurement to help optimise their performance. They should expect to use a combination of outsourced resources, project consultancy, technical solutions and in-house resources, which will vary for each area of procurement depending on the precise nature of that area's requirements.
One of the main issues faced by procurement leaders today is therefore selecting the right solution for the right part of the problem - and optimising this across the whole function.
- How can Procurement find the optimal structural approach to maximise performance?
- How does the innovative procurement professional reach a decision and measure the impact of it?
At this workshop we encourage participants to get involved in this critical debate, at which we will be providing real-life case studies to demonstrate how and where companies get this right, and wrong. |
Roundtable - SESSION I
Supply Chain Excellence - managing your suppliers effectively to drive business growth
Facilitators :Professor Corey Billington, IMD Business School andJean-Francois Baril, Senior Vice President, Sourcing and Procurement, Nokia
The supply chain has never been more important to an organisation and managing suppliers in a collaborative way is vital for achieving cometitive advantage and driving innovation.
This roundtable facilitated by Jean-Francois Baril from Nokia (Nokia has been ranked first in AMR Research's annual report of the best 25 supply chains of manufacturers and retailers) and Corey Billington (A pioneer and leader in supply chain innovation and procurement practices) will debate:
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16:15 |
CHANGEOVER |
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AFTERNOON KEYNOTE SESSION |
| 16:25 |
Supplier performance measurement at Daimler AG as a cornerstone for supply base management
Dr. Heinrich Reidelbach
VP International Procurement Services
Daimler AG
With compliance and risk management high on executive agendas - and pervasive unstable economic and supply markets - measuring and managing supply performance has become a priority. Daimler’s supplier performance management is based on three key instruments:
First, supplier management with Extended Enterprise. This program identifies the four value drivers (quality, cost, technology and supply) as a basis for the global performance-based cooperation between Daimler and its suppliers.
Second, Daimler’s External Balanced Scorecard (EBSC) was further developed so that it now covers 80% of its supplier base. With the help of EBSC, Daimler’s suppliers can compare their performance relative to the competition in the categories of cost, quality, technology and supply.
Third, effective communication. The global DaimlerChrysler Supplier Portal provides Daimler’s suppliers with full online transparency of their performance. It is the standard communication platform for Daimler’s business partners worldwide. In this presentation you will learn:
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| 17:05 |
Chairman’s Review
Professor Corey Billington
Procurement and Operations Management
IMD Business School
In this presentation Corey will bring together the key findings from the day’s presentations, case studies and workshops. He will discuss the key take away actions and highlight techniques put forward by the different presenters, whilst also answering some of the key questions raised during the day. |
17:20 |
NETWORKING DRINKS |
18:00 |
EVENT CLOSE |
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