Global Procurement Summit 2018

Procurements Heads Best Practice Sharing Conclave
22 February, 2018: Mumbai, INDIA

Session I Effective strategies for robust procurement systems
Session Faculty
0900 Registration & Coffee
0925 Welcome Remarks by Conference Chair
0930 – 1030 Procurement as an Innovative, Trusted Partner to the Business
Procurement for long has been treated and respected as a critical function to the development and profitable functioning of the organisation. However, in the recent year's procurements role in driving innovation at the business has come as a key strength helping align the organisational growth and excellence objectives with budgets and market expectations. Some organisations have been working in this direction for a while – for the ones who are to start the journey what is the best practice that they can learn from
1030 – 1100 Partnering as an enabler for Strategic Sourcing and stronger Supplier Relationships
Every procurement practitioner wants the better price, the bigger value, and the best innovation. The key to all 3? Forming strong relationships with your suppliers. How can you cultivate long-term partnerships and lasting value while keeping the cost and quality mandates in line with procurement policy.
1100 -1115 Refreshment break
1115 – 1145 Facing and Mitigating Risk in a Volatile World
If you ask a procurement professional what are his biggest concerns, the number one answer will always be Risk. The key elements being identifying which risks are most pressing for their organization, planning a mitigation strategy, building governance layers for protection
1145 – 1215 Best Practice in Building Agility in Supplier Management
A key essential of a robust procurement policy is developing an agile organization by blending together the collection of key resources, activities, and capabilities to create better coordination and responsiveness. Knowing when stakeholders' business requirements are changing and being ready with alternative suppliers. Quickly responding to a supply disruption with alternate sources for a given commodity, part, or service. Taking a sourcing approach with shorter contracts and more frequent revisiting of the supply markets
1215 – 1300 Building the Right Team to Move from Tactical Buying to Strategic Value Creation
1300 – 1400 Networking Lunch & visit to the exhibition
Session II Procurement as a driver of innovation & profitability
1400 – 1430 Developing a Commercial Category Strategy for Procurement Transformation
While category management is an area of focus, a few questions that need to be answered while defining your strategy are: Is category management really right for you? How to make quick changes to your category management strategy without dramatically altering your organisation chart? How to engage your internal stakeholders in the design and implementation of commercial category management to ensure it is sustainable
1430– 1500 Leveraging Local Business Partnerships to generate Value from Local Suppliers for a Global Enterprise
As a driver of a global procurement network it is a constant endeavor of every procurement professional to identify and unlock hidden value from your local partner networks, persuade internal business partners and senior management to consider elevating local suppliers to strategic global positions. Design and implement a local category approach that complements and supports your global strategy within the framework of controlling local spend inside a global cost management program
1530 – 1600 Engagingthe Supply Chain Team in Striving for Operational Excellence
Increasingly procurement has become a hand in hand partner for innovation programs. The changing responsibilities now include identifying the right suppliers, working with them on innovation to give your business the competitive edge. The next important step is building the right level of trust and commitment to sustain innovation exchange with these suppliers. This is followed by designing tools to measure the impact of innovation across supply chain to demonstrate investing more time on the innovation agenda and last but not the least leveraging technology to unlock innovation from suppliers
1600 – 1615 Refreshment break
1615 – 1645 Preparing Procurement for Digital Disruption to the Supply Chain
As the digital revolution impacts every industry it is vital to understand what the new changes mean to you and your procurement teams around the world. For example, how virtual can your team organisation be? How mobile and distributed can they be? Can you move faster to find and work with better suppliers? What efficiencies can you gain by employing more digital capabilities?
1645 – 1715 E-Procurement Implementation strategy: Streamlining procurement processes and increasing efficiency and transparency
With procurement functions across the region striving to enhance their role within their respective organisations, the need for matching technology and information systems is pivotal in transforming successfully. Having the e-procurement systems in place is not enough, they need to be fully utilized and implemented to achieve maximum efficiency and save employees time for more strategic activities.
1645 – 1715 Sustainable Procurement and Corporate Social Responsibility
Has your company set ambitious targets for sustainable sourcing in its future? While these are often generated by the CEO, it is often down to procurement to find a practical way to achieve these goals. Managing short term financial budgets while trying to secure a long term sustainable supply can create conflicting strategies, but the benefits reaped by practicing Sustainable Procurement & Corporate Responsibility can be enormously rewarding.
1730 Closing remarks and end of day 1