Brief explanation of conference theme and for first-timers, how the conference will work. Includes review of the Top Ten lessons for procurement leaders from 2020 an introduction into the 11th CPO EXCHANGE programme
Based on an excellent, recently published white paper, Chris will examine:
• What are the cross sector disruptors shaping the future?
• Why must procurement disrupt itself if it is to both grow and remain relevant?
• What will this disruption look like?
• What capabilities will procurement require to thrive in the ever evolving landscape?
Organisations are more cognisant than ever before of increasing ESG requirements – Environmental, Social and corporate Governance needs. Increasingly, addressing ESG scope is becoming vital for an organisation’s in-house Procurement team.
The consequences of failure in this arena can be significant. Success is often measured by ‘no mistakes’ but resources are not endless.
How can you optimise your investment in the Procurement governance team? What is the priority? What is truly essential? Where do you start?
a. How do we track inbound supply chains better?
b. How best do we manage stakeholder expectations of ESG matters on the supply side – especially beyond Tier One suppliers? And, how can procurement help organisations prioritise the widening range of ESG causes and questions for our own organisation?
c. How can we get real traction on our Modern Slavery policies with our suppliers, and their suppliers: what can we do?
d. How can we balance environmental expectations and targets, especially on emissions, against the current reality of managing up the inbound supply chain?
e. How do we best target, then measure, social impact from ESG strategies developed and implemented on the supply side?
CHAIR – Gwen Callies, PERNOD RICARD
a. What is the most efficient supplier on-boarding approach today?
b. What is the best methodology to keep vendor data up to date?
c. How do we define vendor risk today, and what is the best way to build a supplier risk management programme post-Covid?
d. What level of supply chain visibility is reasonable (or even feasible) to ask of a Tier 1 supplier?
e. How best to manage and mitigate non-performing suppliers in an oligopolistic market like Australia?
CHAIR – Ben Fruin, CSL
a. How can procurement improve the business case for SRM, and use some of the case studies during the pandemic to better justify an SRM strategy?
b. What are the essentials of a good SRM programme?
c. How can automation, eProcurement systems or a good CLMS enable SRM strategy?
d. Is SRM a valid and reliable component of Business Continuity Plans (BCP) in future?
e. What can Procurement do to help small businesses to survive and thrive post pandemic?
CHAIR – Chris Clements, KPMG
Supply chain finance has not earned a strong reputation as yet, and the new PAYMENT TIMES
REPORTING ACT hints at a final demise perhaps? Well, no. Imagine offering your chosen suppliers the option to choose exactly which day they want to be paid – and a sliding scale of terms for their choice; Record low interest rates mean working with a financial intermediary can give chosen suppliers this exact choice in real-time working through their free online portal. And they can share the returns with the buyer – you! At the same time as you offer your chosen suppliers freedom over their own cashflow needs with real-time access to change via the portal. Hear exactly how supply chain finance, trade finance, reverse factoring and business loans are fusing into a single financial product to support your favourite suppliers.
A relaxed and informal breakfast with no formal seating or start time and attendance completely voluntary.
Continued supply chain constraints and risks, key staff resignations, sustainability, inflation, the potential for a recession and more continue to significantly challenge procurement organizations to be agile and to develop capabilities to adjust to an environment that is less than familiar to most. In this session, attendees will gain deeper insight into Hackett Study of Procurement’s 2022 Key Priorities and how they continue to shift in an uncertain environment.
The core principles and benefits of AGILE PROCUREMENT explained … in an nutshell
A PASA AGILE case study on Lean Agile Procurement for national gas provider APA Group, who sourced the supply of 1.5m new digital meters from a standing-start in less than 5 months using agile procurement … running an online BIG ROOM in February 2021 for 60 people from 9 companies in 6 countries over 5 afternoons to decide on a nine figure PROJECT; all whilst in the middle of lockdown.
Agile, or should that be agile, is very much the flavour of the month, with many organisations undergoing or having undergone agile transformations. We often hear that agile is a ‘mindset’. But what does this really mean?
Marcus will discuss the agile movement in business; why we are seeing organisations doing ‘agile transformations’, what it means for organisational structures, for required skills & capabilities and how a function like procurement can add value in an agile organisation and he will demonstrate how agile works.
a. How can procurement engage stakeholders proactively in the battle against inflation?
b. How can CPOs gauge the battle-readiness of their teams to manage down inflation?
c. What tools do procurement teams have (or need) to combat inflation?
d. What is the best response to suppliers demanding a price rise?
e. How can CPOs develop their own internal PMI indices to regularly forecast then inform CFOs of impending cost rises?
CHAIR – David Abela, VISY
a. What is agile procurement exactly?
b. What are the benefits of an agile procurement approach – how can they be measured?
c. When is agile procurement best used?
d. How does a procurement team engage and use an agile approach?
e. How do you best convince stakeholders, and suppliers, to work in an agile way?
CHAIR – Matt Rae, BEACH ENERGY