Procurecon Indirect West 2017

September 18-September 20, 2017

JW Marriott Camelback Inn Resort & Spa, Scottsdale, AZ


Neil Aronson

Head of Global Strategic Sourcing
Neil Aronson is the Head of Global Sourcing, leading the enterprise-wide sourcing transformation for all expenditures at Uber Technologies, Inc.. Mr. Aronson joined Uber in 2016 after serving as Director, Global Strategic Sourcing – Services for Salesforce. At Salesforce, Mr. Aronson oversaw sourcing responsibility for all Services related indirect spend. He was instrumental in collaborating with executive leadership to accelerate scaling Sourcing Operations by simplifying Legal requirements and moving tactical Souring items to an outsourced solution. Prior to joining Salesforce, Mr. Aronson was the Senior Strategic Sourcing Manager at the Goodyear Tire & Rubber Company, where he led the Maintenance, Repair and Operations (MRO) Team supporting all of Goodyear’s North American Tire Facilities Manufacturing expenditures. He has held several senior sourcing roles at Procurian/Accenture, where he supported several fortune 100 companies in Sourcing, Buying Operations and Program Management. Mr. Aronson is a founding member of the Silicon Valley Sourcing Leaders (SVS Leaders), a Bay Area professional group for Silicon Valley based sourcing professionals looking to challenge the status quo by applying new learnings that help organizations make better strategic spend decisions. Mr. Aronson holds a Bachelor of Arts degree in Finance and Information Management from the University of Cincinnati.

8:55 AM Executive Panel: Kicking Category Strategy To The Stratosphere – Or The Curb?

At this year’s ProcureCon Indirect East, we debated the relevance of category management – and people had a lot to say about it. Now at Indirect West, we continue the heated discussion exploring all sides of the intense love/hate dynamic in this complicated realm. Key topics include:

What does category management really mean in today’s enterprise?
If you just get rid of it –how would you replace it? What risks would that create – and would the stakeholders really buy in?
If you keep it - are there new ways to strengthen it, achieve significant cost savings, gain process efficiencies, and enhance productivity?

Executive form Carlson Wagonlit Travel
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