9.00 Opening Remarks by the Chair

Guy Callender
Chair of Leadership Strategic Procurement
CURTIN UNIVERSITY

9.10 CEO Perspective: Looking at Procurement from the Executive Level

Earning engagement and input at executive level is a key objective of procurement, but why does it matter to senior executives? Defining and implementing organisational strategy involves a mutual exchange of ideas to get the right outcome.

• Understanding the contribution procurement can make to strategic objectives
• Defining the expectations of what the procurement function should deliver for organisation
• Taking ultimate responsibility for risks inherent in procurement

Rod Hook
CEO
DEPARTMENT FOR PLANNING
TRANSPORT AND INFRASTRUCTURE SA

9.50 Prioritising Operational Expertise through Centre Led Procurement

Although procurement is sometimes viewed as a specialised field that should have a whole department to itself, the reality may be that operational resources contribute more to the needs of the business and with the right tools and training, any team could build a strategic approach to procurement. A lean procurement team can achieve a lot in guiding the procurement process while delegating decision making and stakeholder engagement to operational and project teams within the business.

• Outlining the distinction between centre led and centre managed procurement
• Challenging traditional reporting lines for procurement to ensure structure drives preferred approach
• Prioritising resources by ensuring procurement team is aware of but not necessarily involved in every deal
• Initiating cross functional scrutiny of major procurement initiatives to verify outcomes claimed and best fit for operational needs

Vaughan Carlin
General Manager Enterprise Procurement
TRANSFIELD SERVICES

11.00 Building Holistic Procurement Transformation

Procurement processes may be viewed as isolated pieces but transforming approaches requires an end to end view of how these pieces fit together. Articulating a vision and engaging champions to support change helps to build the pieces into a whole.

• Connecting procurement pieces to build a strategic picture of whole model
• Understanding impact the one piece has on end to end process
• Changing mindsets of own team and internal partners
• Transforming procurement into trusted internal advisors

Trevor Cameron
Group Manager Procurement
CBH

11:40 Panel Session: Delivering Social and Environmental Goals

Compliance and stakeholder engagement in relation to social and environmental expectations are becoming increasingly important. Both external pressures and internal commitments are factors driving sustainability, social justice and safety up the agenda.

• Analysing the value contributed by positive social and environmental outcomes to company brand
• Understanding the influence robust social and environmental policies may have on total cost of ownership
• Designing selection and audit processes that meet internal and external expectations
• Managing risks in supply chain that could lead to social or environmental incidents

13.20 Leading Strategic Change in Process and Planning to Improve Analysis Capability

Transformation of procurement processes requires leadership at all levels of the company. Complex organisations operating across multiple sites can use centralised frameworks and communication to capture frontline knowledge and put it to strategic use. Leadership can drive operational change and greater strategic analysis.

• Getting the right balance between centralised and distributed control according to category significance and local needs
• Identifying champions in regional divisions as frontline leaders and mentors of change process
• Looking to parent company for leadership to raise knowledge, understand gaps and drive mandate for change
• Removing operational inefficiencies to free resources for strategic analysis and value creation

Neil Narayanan
Procure to Pay Manager
VEOLIA ENVIRONMENTAL SERVICES

14.00 Earning a Mandate to Achieve Rapid Implementation of Change

With a strong mandate, rapid transformation of procurement practices can be achieved. From a low base where purchasing within business areas was the norm, professional strategic procurement processes, systems and governance have been established, overcoming change barriers.

• Establishing control of all procurement practices whilst focusing on customer service
• Ensuring clarity of process for internal and external stakeholders
• Building and selling strategic plans with a clear vision, value drivers and objectives
• Achieving significant savings ahead of targets

Peter Morichovitis
Chief Procurement Officer
GOLD COAST CITY COUNCIL

15.10 Restructuring the Procurement Team to Align with Business Unit Needs For Better Engagement

Better alignment with business unit needs can be achieved by shifting away from traditional category management structure towards direct relationships with business units. This session discusses the process and results of this restructure.

• Challenging business requirements to ensure all options considered
• Backing up the business unit relationship team with the tender/contract and governance teams
• Using this new structure to engage deeper with vendors and give them insight into corporate strategy
• Maintaining buy-in as business continues following step-change

David Galt
Head of Group Procurement
AGL ENERGY

15.50 Establishing a Procurement Centre of Excellence to Reduce Cost and Improve Service

Although traditionally transactional processes might have been outsourced to a lower cost centre, increased levels of education and experience mean that it is now viable to outsource (or establish own) analytical and strategic capabilities in geographic areas where lower cost resources are available. Evolution of procurement service to the global level gives increased flexibility and opportunity to keep transforming operations.

• Breaking down assumptions about what type of activity can be outsourced or relocated
• Understanding the needs of stakeholders to deliver the right service level
• Measuring and benchmarking centre of excellence performance to demonstrate value delivery
• Using strategic capability to control spend not just price

Chris Jacob
Regional Director, Global Supply Management AP
UNISYS

16.30 Close of Conference