Voluntary dinner & drinks October 18th at Hotel Birger Jarl
Thanks to Drinks & Dinner Event (17:00-21:30) sponsor Tradeshift we can now offer a limited number of dinner tickets free of charge (usually available at cost price 850 sek + VAT). Apply for a Drinks & Dinner Ticket upon registration and EBG will respond asap with availability. You can always join at cost price.
A big thank you to dinner sponsor Tradeshift who enables EBG to invite you who join to drinks and dinner free of charge on the evening before the main conference. Tradeshift will be joined by Mats Johansson, BPO Contract Manager at Volvo Car Group with extensive experience from China. Welcome to join us, register today and make sure to check the drinks & dinner box.
Main conference October 19th at Hotel Birger Jarl
08:15 Registration & coffee
08:50 Opening of Sourcing Outlook 2017
09:00 Key Note: What does it take to become a top performing supply management organization?
Company executives are investing more and more revenue externally and the division between direct and indirect spend is decreasing. Sourcing and procurement professionals can play a significant role to strengthen company growth and achieve cost reductions, yet research indicates contracts are not complied with, tools are not used, people remain working in silos, and data is used reactively. How to continue to address this significant opportunity?
Nic Walden of The Hackett Group will share the latest insights and trends from research and analysis of leading international organisations focusing on sharing recent data and global comparisons. You will have a great opportunity to compare notes on your road to world class supply management moving from reactive to proactive, from little or reactive analysis to real-time data analysis, from tactical to strategic, from lower skills to higher skill sets, from total cost of ownership to total value creation, from silo KPIs to cross functional co-operation, from supplier demands to supplier collaboration, from doers and an overhead cost focus to true business advisors and business enablers.
- Where is your organization on the road to world class supply management?
- In a climate of tight budgets how are world class organizations managing sourcing strategies, operations, and governance structures?
- What actions are leading teams taking to pivot from a bottom line savings focus to affect top line growth and value creation?
- How could digitalization, emerging technologies and data evolution impact sourcing and procurement?
- What can you do today if you lack the systems, organization and end to end supply chain capabilities?
Nicolas Walden, Director Procurement and P2P Advisor, The Hackett Group
09:45 Key Note: Designing a win-win business model between the business – procurement and the supplier
Having a situation where an organization face dozens of suppliers and tens of dozens of frame agreements for the same service is not uncommon. Navigating between who does what, when at at what cost can be daunting. Ad to that an increasing need to not only stay in control but also ad value. As more and more of company revenue is invested externally so comes the need to work more closely with suppliers. This is not new and in recent years buzz words such as ”win-win”, ”supplier enabled innovation” and ”desired outcome” can be seen everywhere.
Talking about collaborative ways of doing business has exploded but what does it really look like when it comes down to writing contracts, structuring processes and making everyday decisions? If you talk about buyer-supplier relationships and a focus on what the desired outcome is not how to get there – what difference will it mean for both the business, procurement and the supplier? In 2012 EBG first heard of Vested® and founder Kate Vitasek and have since followed how this business model and methodology have been adapted by ”real” businesses, beyond theory.
In this session EBG have invited Telia Company to share why they decided to create a Vested® business model together with a supplier to ensure service delivery excellence. On stage we have ”the business” represented by Andreas Johansson, Head of Estate Mgmt & Real Estate Law and “sourcing and procurement” represented by Ingrid Wallgren, Global Category Manager at Telia Company. We also have “the supplier” on stage represented by Isabelle Kemlin, Alliance Director, CBRE (then Veolia Nordic). Andreas and Ingrid will share what the decision meant internally and what difference it made towards the supplier in focus. They will share the challenges and lessons learned so far and share what the outcome has been, is and will be. The challenge is not understanding there is a need for change but actually seeing it through and managing it over time.
- Why did Telia Company choose a Vested® approach for this particular service?
- What is the desired outcome and how is this different than previously?
- In what ways will Telia Company be following up on and monitor success over time?
- How do you navigate between conflict of interest, silo functions and old habits?
- What does it take for the business, procurement and suppliers to come to a common understanding and shape ways of working together?
Andreas Sahlen, Head of Estate Mgmt & Real Estate Law, Telia Company
Ingrid Wallgren, Global Category Manager, Telia Company
Isabelle Kemlin, Alliance Director, CBRE
10:20 Networking break
10:55 Theme Discussions | Session 1 * See what discussions to choose from below
10:35 Transition time between discussions
11:45 Theme Discussions | Session 2 * See what discussions to choose from below
12:30 Networking lunch
13:35 Focused Theme Discussion: OPERATIONS
The moderator will initiate the session by introducing his or her own experiences and how their company view the topic. After that introduction, the room will be engaged in to-the-point discussions among peers. The moderator will re-cap and make a summary.
OPERATIONS: How can procurement ensure global sourcing strategies are implemented locally?
Some of you have a global strategy with the aim to ”glocalize” spend strategies, operations and follow up. Many of you struggle with convincing local stakeholders to follow set up strategies and being able to measure and follow up on strategy progress. Most of you want to develop a structured interface between Procurement and stakeholders across the organization ensuring increased spend control, automation and value ad. But how do you do it in a global company with thousands of possible stakeholders, multiple systems (or none) and – probably – strong local business units? Learn from Daniel Timpe at The Linde Group, hear his experiences and discuss to-the-point key challenges to take away concrete action points back to the office!
Discuss issues such as:
- How have you structured the interface between Procurement and the stakeholders raising purchase requests in terms of processes and tools?
- What KPIs do you use and how do you follow up on them to ensure strategies are fulfilled?
- How do you work with on the one hand global frame agreements and on the other hand local operations in a context where automation (self-service buying) becomes more and more important in Procurement?
Moderator: Daniel Timpe, Global Source-to-Contract Process Manager – Group Procurement at The Linde Group
14:20 Transition time to Theme Discussions
14:30 Theme Discussions | Session 3 * See what discussions to choose from below
15:20 Afternoon break
15:50 Focused Theme Discussion: GOVERNANCE
Muhammad will share his know how and you will be able to reflect on what is said together with your peers in the room.
GOVERNANCE | How efficient and effective is your governance structure?
Balancing and managing continuous sourcing and procurement development as part of the overall business strategy and operations is as much a challenge as it is vital. In this session you will learn from the sourcing and procurement governance experiences Fasih have. You will learn the governance structure Why, What and How and after that be able to benchmark your peers in the room. The aim to give you concrete actions points to take back to your organization.
- In the age of digital disruption, should sourcing governance be considered as a road blocker or an integral part of the business transformation?
- How can more agile sourcing processes be productive for businesses going forward?
Moderator: Muhammad Fasih ul Saleh, Director Sourcing and Governance at Telenor ASA
16:45 Summary polls and key insights from the day
17:10 End of Sourcing Outlook 2017
*Theme Discussions to choose from (some will be available before lunch and some after lunch):
It’s 2030 and Procurement is fully automated. Now what?
As technology advances and business processes become increasingly automated, procurement professionals need to prepare for a future in which the human role in traditional sourcing and procurement processes is no longer needed. Join this roundtable session to discuss how automation is already impacting procurement, exchange thoughts on what the future may hold, and discuss ideas on how to prepare for it.
- What does the technology development mean for procurement leaders and practitioners?
- Will buyers and category managers give way to a new breed of specialized data scientists that will be the new procurement overlords?
- Does process automation free procurement to focus on more strategic initiatives, and, if so, how long before those are automated too?
- What skills will be needed as the automation revolution progresses?
Sujay Dutta & Stig Landstroem, Tradeshift
The supplier perspective on buyer-supplier collaboration
Consider you have decided it is time to take a different approach to areas where your company are not or should not be the expert. You want to bring in the expert – a supplier – who preferably will deliver your desired outcome. Given that you can be the perfect partner. On paper focusing on the what and not the how sounds good but come designing the agreement and executing the daily work, problems often arise. Here you can learn from the supplier perspective!
- What are the main differences requesting for a partner instead of a proposal?
- How about reducing cost, ensuring delivery on time and other usual buyer goals?
- How do you create a governance structure enabling ”win-win”?
Isabelle Kemlin| Alliance Director | CBRE
Benchmark STRATEGY: The state of category management success
Ask most companies and they will today have a central category management approach, enabling in depth analysis on behalf of the entire organization and outline the strategic work of purchasing. Depending on how well the organization and processes actually are able to gather the needs, manage the spend, get cross functional involvement from stakeholders, collaborate with suppliers and being able to provide facts about money saved and value added, that will decide the success of category management.
- How do you measure category success – what performance metrics do you need to have in place?
- How are you ensuring buy-in from business stakeholders?
- Is technology changing how categories have to be managed and governed?
- What comes next, how can you develop your category management structures further?
Paola Zetterberg-Eriksson | Head of Purchasing | Ovako Group
Benchmark top performing supply management organizations
Compare strategies, operations and governance structures with each other and with top performing supply chain organizations. Following his key note you can here sit down with Nicolas Walden and a group of peers comparing notes. Evaluate if you are in the world class segment or how you compare. Learn from each others challenges and ways of improving. Discuss:
- How can you evaluate your organizations supply chain excellence?
- Are savings and ROI measures still relevant. How do you measure broader value?
- What are general steps to take depending on where you are in the maturity scale?
- What trends and practices should you evaluate depending on where you are today?
Nicolas Walden | Director Procurement and P2P Advisor | The Hackett Group
Benchmark how to create desired business outcome in a win-win kind of way
Following the key note you now have the opportunity to benchmark ways of working with TeliaCompany. Finding ways to collaborate across functions as well as with external partners take structured ways of creating strategies, choosing how to operate and in what ways strategies are followed up. TeliaCompany has a lot of experience to share, discuss:
- How do you navigate between conflict of interest, silo functions and old habits?
- What does win-win really mean?
- In which ways can you ensure strategy alignment over time?
Andreas Sahlen | Head of Estate Mgmt & Real Estate Law | Telia Company
Ingrid Wallgren | Global Category Manager | Telia Company
Procurement and Sustainability as part of business development strategies
Cesare Guarini | Head of Procurement – Strategy Initiatives | Clariant
Nico Sagel | Account Executive Benelux & Nordics | EcoVadis
When risk avoidance and transparency are not enough: How to satisfy stakeholders demanding to drive improvements in supplier CSR practices?
Risk avoidance in the supply chain is indeed an early stage driver for the sustainable procurement journey. For many companies and industries, however, stakeholders are demanding that companies go further, to drive improvements in their supplier’s environmental, social, and ethical practices. Customers are seeking more sustainable products that will require innovation throughout the supply chain.
- What are the challenges in understanding supplier performance on these criteria (Env, Social, Ethics, etc.)?
- What are the success factors to engage both your team, and ultimately suppliers in improving sustainable practices?
- What opportunities are emerging in your industry for sustainable products? Is your supply base ready to deliver on these?
- What tools and policies are used to execute a strategy?
Nico Sagel | Account Executive Benelux & Nordics | EcoVadis
Operations: How are you managing sourcing – contract – operations discrepancies?
Centralized organizations and global strategies is basically the norm in large organizations. However results are reached when regional and local business units follow the set up strategies and buy as intended. Most have challenges aligning central strategies with local operations. In this discussion you can learn from and discuss common misalignments such as using different KPIs and having different focus areas. Discuss:
- How are your category managers ensuring global and local alignment?
- How are you interpreting business needs and translate them into actionable contracts, easy to use by the business?
- In what ways are you ensuring you align not only what is needed but how it is needed?
- What common mistakes do category managers do from an operations perspective?
Håkan Hultén | Group Purchasing Business Process and Transformation Manager | SKF Group
How can procurement ad value as a strategic business partner in the budget process
Procurement involvement as a strategic partner in the annual budget process is vital. Deciding how procurement involvement can achieve the best outcomes and value add is key.
Can the involvement in the budget process open new opportunities for procurement to measure its performance? EY will present the methods of their involvement in the budget process and this session will focus on discussions and best practice sharing.
- How can budget alignment achieve added value for procurement and the organization?
- In what ways can you improve collaboration in the budget process?
- Can the deliverables be measured as a KPI (e.g. savings…)?
Kristina Wågstedt and Juliet Elfgren | Nordic Procurement Managers | EY
Strategy & Operations | Benchmark: Finding the balance between central category control and local management and expertise
Ramirent operates in 10 countries with a de-centralized matrix organization. To a large extent they want to stay de-centralized to promote local ownership and independence while still maintaining group control where clear synergies can be achieved. There is a desire to utilize group and local know how across country organizations and increase control in certain categories such as external labour and logistics. Discuss ways to manage or coordinate categories centrally while keeping local influence and execution.
- How are you balancing between central control and local decision making in key categories?
- In what ways can you ensure unified ways of sourcing and purchasing without centralizing?
- What tools do you use in order to influence and control local ways of working?
Fredrik Svanestrand | Head of Group Sourcing | Ramirent Group
Strategy & Operations: Keep in-house or outsource – how can you decide how to best stay flexible and agile?
Outsourcing sourcing and procurement activities is increasing and Vattenfall have chosen to outsource major parts of their source to contract, purchase to pay, order to cash, record to report and accounts payable operations. In this session you will learn from their extensive evaluation process leading up to deciding to outsource, what to outsource and who to outsource to. Learn abut and share:
- What are the reasons behind outsourcing sourcing and procurement activities?
- How can you make sure you know what to outsource?
- Which key learnings come out of the RFP process?
- How is the internal organization changing following the outsourcing decision?
Stefano Dell’Orto | Head of Procurement Performance | Vattenfall
Governance: Creating an agile and universal spend follow up process and structure
Procurement governance structures are key to reduce risk and ensure costs are under control and value added. From business need, to supplier selection, to contract completion and spend follow up you need to create ways that enable the business to buy with ease yet staying compliant. Discuss:
- What criteria and governance models can be used depending on spend size, complexity and suppler type?
- How can you make sure to manage financial and business risk over time?
- How are you setting up governance forums and measure success?
- In what ways can buy in transform to actual action and have the business push procurement?
Paul Smith | CPO | RSA Scandinavia
Strategy: M&A challenges and opportunities when turning global
The Dutch company Nidera has been bought by Chinese COFCO, and is in the middle of a merger. The new company (COFCO International) is active in 35 countries and has 13.000 employees. With the merger comes the strategy to create one global procurement organization. Where do you start such a journey, how do you decide what to focus on and where synergies can be found and where they cannot – those insights will be shared in this session! Not finished with their global structure but with many insights you will learn and share:
- Starting from zero how did the company choose to start the transition to a global procurement organization?
- How can you evaluate what the strategic goals are before trying to change processes?
- In what ways can people from across different countries and cultures be brought together?
- Key take aways from the transitions so far.
Marten van der Meijden | Procurement & Facility Manager | Nidera BV, a member of COFCO International
Strategy: Creating a global indirect sourcing organization from scratch
At DeLaval indirect spend consisting of 50% of the total spend, have been managed locally. Since October 2016 they are set to build a team, categorize spend and enable system support centrally for a global organization. Proving the value of sourcing and aligning stakeholders early is key as is getting a basic baseline – where are we today and where do we want to go.
Discuss and share:
- How can you get a good enough status overview before starting to change strategies?
- Creating ”governance councils” – who should be in it?
- How should you handle the different maturity levels depending on category?
- To what extent is standardization possible on a 1, 3 and 5 year basis?
Katarzyna Fabianska | Director, Indirect sourcing | Delaval International
Governance: Adding value with Cross-Functional Teams and Supplier Collaboration
In a centralized procurement operations finding the ways to enable active cross functional teams and efficient supplier collaboration are the targets many sourcing and procurement organizations share. In this session you will learn from and be able to benchmark a strategic sourcing and supplier management processes used at Neste.
Learn and discuss:
- What are the key elements of strategic sourcing and supplier management?
- How are the sourcing and supplier management processes integrated?
- Which categories and supplier types are best suited for a collaboration model?
- Which are the benefits seen so far and how are they measured?
Taru Lindfors | Development Manager, Procurement | Neste
Draft program, alterations in time and content may occur and changes may have to be made outside of EBG control – it will only be to the better though 🙂