Procurecon Indirect West 2017

September 18-September 20, 2017

JW Marriott Camelback Inn Resort & Spa, Scottsdale, AZ



ProcureCon Indirect West 2017 Attendee List

Who will you meet at ProcureCon Indirect West 2017? More than 250 CPOs, Heads of Indirect, VPs and Directors of procurement!

Click the above link or image to the left to see a preview of everyone you'll meet onsite. 

ProcureCon West 2016 Attendee List

Who will you meet at ProcureCon Indirect West 2016?

Download the preliminary attendee list to see for yourself!          

The State of Risk: Understanding Threats to Business Continuity, Supply Chain Challenges, and How Procurement can use Financial Health to Build Resilient Supply Chains

Risk mitigation is critically important, especially given the frequency that supplier risk events actually impact the operations of respondents’ organizations. With more than one executive in three having dealt with fallout from a risk event in the past 24 months, it’s likely to occur within your organization. Risk is unavoidable, but if companies take a proactive approach to their risk management efforts then they will minimize the impact of disruptions or even avoid them altogether.

Financial issues are often the precursors and a leading indicator of risk in other areas. Financial health demonstrates a supplier’s ability to weather unforeseen disruptions which is why tracking supplier financial health can serve as an early warning system to minimize impact and risk exposure.


High Performance Sourcing and Procurement

NO ENTERPRISE IS AN ISLAND; each one exists as part of an expansive ecosystem of customers, competitors, and collaborators. At their core, enterprises must generate economic value by identifying and addressing their customers’ needs more efficiently and effectively than their customers can themselves. To thrive, they must also address those needs better than their competitors. And to succeed in serving customers, besting the competition, and achieving growth and profitability objectives, companies ultimately must rely on a group of critical collaborators: their suppliers and vendors. In an era of rising customer expectations, intensifying competition, increasing globalization, and rapidly changing business conditions, high-performance sourcing, procurement, and supply chain management have become crucial to enterprise success. Historically viewed as back-office operational functions, sourcing and procurement are now strategically at the forefront of the business, helping companies not only maximize efficiency, but also respond flexibly to the demands that drive the marketplace. Strategic sourcing—including activities such as alignment of plans to business objectives; supplier research, assessment, and development; contract negotiation; and supplier relationship management, including risk management—today plays a wide-ranging and highly influential role in the enterprise’s effort to address business challenges, build strategic partnerships, and maximize opportunities. Enterprises that focus on strategic sourcing can generate substantial economic value not just by eliminating waste, reducing costs, and improving administrative efficiency, but also by building stronger relationships that can make them more competitive while improving margins and simultaneously increasing the speed of procurement.

Reports & Studies

CPO Study 2015: Gauging the Priorities and Goals of Chief Procurement Officers

This research study allows the reader to analyse the Priorities and Goals of Chief Procurement Officers! They discuss the following topics:

  • Where is procurement headed?
  • The next generation of procurement talent
  • Managing contractor relationships and minimizing risk
  • How technology is evolving
  • The rise of SaaS solutions
  • What is causing disruption around procurement?
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The Director's Report: ProcureCon Indirect West 2016

Over the past several years, the procurement role has developed well beyond its original function. In the past, procurement was tasked with the general sourcing of specific goods and services for their companies. 

Today, the role has a hand in the overall cost savings – through financial oversight and cross department organization. Procurement practitioners are no longer limited to looking at savings with a narrow focus – now you’ve been tasked with seeing how the rest of the company can benefit from your skills. 

Internally, procurement teams found the best way to ensure success would be to consolidate the goods and service across departments where possible. This would work to keep costs low while removing excess or redundant expenditures. In doing so, key stakeholders through the company would be on the same page in terms of procurement strategy and execution; they had to be since the good and services had to work for them. However, this was relatively short lived, as companies saw more growth as the recession ended. Read more of this report to see a more in-depth analysis.

Click the image to the left to download this report today!

The Evolving Role of Procurement within Growing Organizations

As procurement increasingly takes on the role of a consultancy within the organization, they must rapidly adjust to new business needs to remain relevant to the company. As a result, procurement teams that have transitioned away from a role of setting mandates to one of helping departments succeed are finding the greatest success in the field. In this report, we identify best practices for this transition, including techniques for improving your procurement teams from ‘day one.’

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CPO Study 2017: Exploring the Role of Technology in Procurement Strategic Transformation

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The role of procurement is changing, though the core commitment to creating value that drives its evolution remains the same. In a large part, these changes are being enabled by developments in the technology procurement has at its disposal, allowing CPOs to introduce automation, self-service buying, and detailed analytics that provide more easy-to-use tools that capture larger amounts of data. For these reasons, a center-led model is emerging as the preferred organizational structure for procurement within global organizations. In the midst of these structural changes, the role of the CPO itself is being imbued with the authority to influence the larger strategies of the businesses they serve. With increasingly detailed analytics providing insight on patterns of spending, streamlined tools for processing routine purchases, and invigorated relationships with other department heads, CPOs are entering a period where they are more influential than ever before.

Key topics include:

  • Centralization of procurement may not mean scrutiny of purchases made across a global organization; rather, a Procurement Center of Excellence now serves as a strategic command center and provider of consultative value optimization, while recognizing that certain commodities cannot be effectively globalized.
  • Procurement is looking forward to greater levels of automation, Big Data utilization, and more internal client-friendly sourcing tools in order to transcend the tactical focus of their roles, fully dedicating themselves to strategy.

Gauging Indirect Spend Management, GPO Adoption, & Best Practices

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Procurement is moving forward, with trends such as centralization of the function and the addition of a more developed strategic focus into the department’s core mission becoming increasingly mainstream. Despite the major progress that has been made over the past several years, there continue to be roadblocks that must be overcome in order to preserve the momentum with which the department is moving forward, and solidify its role as an architect of the business’s overall direction.

Key topics include:

  • The structure of the procurement department and prominent challenges
  • Contract management and the allocation of time to indirect spending
  • Using GPO to meet the ever present need for savings

The 2016 ProcureCon Indirect East Benchmark Report

The 2016 edition of the ProcureCon Indirect East Benchmark Report is here! This report, produced in cooperation with Bidenergy, SAP Ariba, and Software Asset Advisors, covers cutting edge topics for procurement including:

- Cutting into non-managed, one-off buying behaviors
- Managing negotiations and avoiding audits by software giants
- Developing new category management strategies for energy

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Driving Value Through Strategic Category Management

As the procurement function shifts from being tactical to the strategic, a deeper focus on category management is required to achieve breakthrough value. To transition to a strategic organization partner, it is vital to develop strong, long-term category strategies aligned with corporate and stakeholder objectives. Category management for the future requires skilled managers, innovative processes and efficient tools and templates to drive success. When addressed as a change management effort, such a strategic transformation can have far-reaching benefits for organizations in terms of total cost of ownership, risk management, supplier innovation and capability development. Hence, it’s imperative for companies to:

- Groom category managers to evolve as leaders who will drive procurement to bring significant strategic value

- Equip the procurement team with skilled category managers, and differentiated processes and tools

- The benefits of plugging the gaps between skill sets and performance expectations can bring in better business outcomes for enterprises.

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