ProcureCon IT Sourcing 2015 (past event)
24 - 25 November, 2015
Array
Day 2 - Taking your IT procurement to the next level
08:30 - 09:00 Registration and welcome coffee
09:00 - 09:10 Chair’s opening remarks
09:10 - 09:40 In Conversation with IT – What are your unmet needs and where can procurement truly help?
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How does the economic situation impact IT investment: how will this in turn impact IT procurement?
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How can procurement be an extension of the IT team: what core tasks would get them there?
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How do you create a valuable IT/procurement relationship and how work together to optimize IT spend to unlock value?
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What are your unmet needs and where can procurement truly help?
Erik-Jan Ossewaarde
Vice President Commodity Cluster Leader IT & Domain Leader Cost Out ManagemPhilips Lightning
09:40 - 10:00 Partner Presentation - SAM the gateway to intelligent IT optimisation & cloud migration
The challenges facing IT Procurement have multiplied with the acceleration in the expansion of the digital universe, the added complexity of multi-platform on premise and cloud enterprise environments. With this in mind:
- How can IT Procurement be empowered to gain engagement and oversight of $billions of "unmanaged IT expenditure"?
- How can you optimise cloud migration planning and execution with intelligent and robust user profile, scenario and gap analysis techniques?
- How can you uncover hidden costs and risks to protect the enterprise and materially enhance the ROI from complex technology?
10:00 - 10:30 Keynote Case Study – Aligning goals and building influence with IT: What does a successful relationship actually look like
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How does Procurement demonstrate the value it can bring to its IT customers?
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What are the challenges in creating a truly collaborative partnership, and what does that look like?
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How to get involved in sourcing projects at the beginning instead of the end, to avoid sourcing event delays
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How to work with IT to move beyond the “I know what I want, just get it” conversations toward true collaboration
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How do we set expectations and define requirements of each other’s departments to achieve a sustainable alliance?
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What hurdles need to be overcome to be seen as more than a tactical function? How can they be addressed?
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How to align the procurement targets with KPIs of IT
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Where should IT procurement sit within the organisation?
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How to build mutual accountability to keep a partnership healthy
10:30 - 11:10 Morning coffee and networking
11:10 - 12:10 Drill Down Roundtables
Speakers:
Claire Tapping Head of Sourcing & Commercial - IT and Business Process Outsourcing Rolls-Royce
Karl Mceneaney UK Head of Procurement Capital One
Michael Delle Region Head of SI & IT Sourcing Ericsson
Alastair Henderson-Begg Global Head of IT Procurement F.Hoffmann-La Roche
Florian Schröder Head of IS Commodity & Contract Management Bombardier Transportation
Sarah Burnett Research Vice President Everest Group
Erwan Le Lan Senior Manager Solucom
Patrick Dickinson License Expert & Product Manager compartner
Claire Tapping Head of Sourcing & Commercial - IT and Business Process Outsourcing Rolls-Royce
Karl Mceneaney UK Head of Procurement Capital One
Michael Delle Region Head of SI & IT Sourcing Ericsson
Alastair Henderson-Begg Global Head of IT Procurement F.Hoffmann-La Roche
Florian Schröder Head of IS Commodity & Contract Management Bombardier Transportation
Sarah Burnett Research Vice President Everest Group
Erwan Le Lan Senior Manager Solucom
Patrick Dickinson License Expert & Product Manager compartner
Roundtable 1 – How can you better manage IT supplier risk?
Karl Mceneaney, Head of UK Procurement, Capital One
Karl Mceneaney, Head of UK Procurement, Capital One
Roundtable 2 - How can you protect your intellectual property and data when negotiating cloud contracts?
Florian Schroder, Head of IS Commodity & Contract Management, Bombardier Transportation
Florian Schroder, Head of IS Commodity & Contract Management, Bombardier Transportation
Roundtable 3 - Context-based Benchmarking - driving value beyond cost
Sarah Burnett, Vice President of Research - Europe, Everest Group
Roundtable 4 -How do you find the right talent in the contingent workforce to ensure IT category management success?
Erwan Le Lan, Senior Manager, Solucom
Roundtable 5 – How can you control and manage costs associated with new and fast changing technologies?
Michael Delle, Region Head of SI & IT Sourcing, Ericsson
Michael Delle, Region Head of SI & IT Sourcing, Ericsson
Roundtable 6 - How can you avoid costly audits by software companies?
Patrick Dickinson, License Expert & Product Manager, compartner
Claire Tapping, Head of Sourcing & Commercial - IT and Business Process Outsourcing, Rolls-Royce
Roundtable 8 – Aligning goals and building influence with IT: What does a successful relationship actually look like
Alastair Henderson-Begg, Global Head of IT Procurement, F.Hoffmann-La Roche
Claire Tapping
Head of Sourcing & Commercial - IT and Business Process OutsourcingRolls-Royce
12:10 - 13:25 Networking lunch
Building a winning team - Stream A: Driving supplier excellence
13:25 - 13:45 Case Study Revolution - What role should procurement play in ongoing vendor management?
As vendor management grows more complex, and sourcing becomes more accountable for strategy, planning and business operations, how can you align your team with both your internal IT stakeholders and your key third party resources to create a strategic plan?
- What should be the division of responsibility between IT procurement and the vendor management office?
- How can you reach an optimum collaboration, share roles and responsibilities to reap the benefits?
- What processes should stay within sourcing, and which should be managed by the VMO?
- How can you increase vendor management in order to make sure that preferred vendors comply with commercial rules?
- How to ensure the audit and corrective action plans are effective
- Measuring the success of the engagement: benchmarking and score-carding major suppliers
Building a winning team - Stream B: Talent for new frontiers
13:25 - 13:45 Case Study - How to find the right talent in the contingent workforce to ensure IT category management success
Stream A
13:45 - 14:00 Stream A continuedStream B
13:45 - 14:00 Case Study Revolution - What is the skillset needed for future IT sourcing and procurement professionals?-
What skill set and capabilities should the ideal IT procurement professional have?
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How to find the best IT procurement talent: those that are technologically competent and able to commercially get the right deals?
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Conducting an employee skillset analysis: should you recruit from supply chain/procurement or IT?
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How can you ensure the sourcing team has credibility with IT: do they speak the same language, are they on the same level technically?
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How can you develop consistently excellent procurement professionals and not pockets of excellence?
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How can you address talent management in a changing IT procurement function?
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What good examples are there of talent management programmes?
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Once you have them, what methods can be used to keep your talent?
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How do you build an internal talent pipeline and map training needs to the fast moving needs of the IT world?
Stream A
14:00 - 14:30 Fireside Chat – What value is there to be unlocked by outsourcing IT services?- How and when to do outsourcing as it relates to infrastructure
- How to develop competitive tension
- Mapping the horizon of outsourcing opportunities: are there any sacred cows?
- What functionalities do you want outsources vs. in-house capabilities?
- Evaluating outsourcing providers when you do not have time for apples-to-apples comparisons
- Setting performance measurements, SLAs and KPIs
- How best to manage the IT outsourcing relationship
Stream B
14:00 - 14:30 Stream B continued14:30 - 15:10 Afternoon tea and networking
15:10 - 15:35 Collaboration Keynote Case Study – How to cross-functionally synergize to deploy effective and sustainable IMS cost out management?
15:35 - 16:20 Case Study Revolution –Which IT procurement initiatives should be global, regional or country specific?
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Having a global way of working: what does this actually mean? What should be subject to global, regional and local sourcing?
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Which elements of IT procurement must be kept locally and not be a part of the global strategy?
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How do you ensure consistency and alignment in IT procurement at a central, regional and global level?
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Leveraging economies of scale is a trademark negotiation: how can companies overcome local hurdles, balance local and global requirements, and develop the processes, practice and culture which allows them to leverage multiple business units and geographies effectively?
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How can you make global deals truly global and implemented internally for all countries, not just the biggest ones?
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How do you get execution at a local level to be as good as at the central level?
