. The Procurement Managers’ Summit ONLINE – the quadruple theme for 2021
. How this event works in practice
. Housekeeping & download notes
Grosvenor research at four key points throughout the pandemic crisis offered insights into procurement priorities and how they have shifted. Procurement teams first pivoted from COST to RISK, then back to COST & even SUSTAINABILITY. But what now? Is the crisis over or does it continue into 2021? The lastest Grosvenor research from April 2021 is revealed in this session and perhaps indicates the extent to which procurement is able to use the crisis as an opportunity for shaping its future.
In an industry of highly competitive pricing, tight margins and constant interruptions, managing the cost base is critical to the success of all airlines.
Simply pressuring suppliers or focusing on traditional sourcing activity is not a sustainable ‘cost-out’ strategy .
Working more proactively to gain an understanding and control of the cost base is a more strategic way for procurement to bring direct benefit to the business P&L.
Virgin Australia is ensuring a comprehensive approach to cost out, balancing efforts against cost down initiatives and sustaining changes through cost control to create a marked change to the business since recently emerging under new ownership
Cutting cost effectively has never been as simple as beating up suppliers. Modern procurement is much more nuanced and mature, working well beyond what is in control of the immediate procurement team and influencing the wider organisation in their buying behaviours. Post-Covid, hard cost-cutting is back on the agenda, including for government as part of ‘fiscal repair’. Jason will share our lessons learnt in such a project over the past three months and how our clients effectively use Grosvenor’s four spend levers to effective reduce cost.
Sustainability in the supply chain is gaining ever growing stakeholder attention with increasing complexity as requirements grow from new codes of practice, standards and legislation. We will explore best practices drawn from our clients who worked with Avetta and their supply chains to proactively engage, socialise, collect, verify and report against a plethora of sustainability requirements. We will illustrate with practical examples of Avetta clients’ differing approaches to demonstrating conformance to a range of specific supply chain sustainability codes. The session will include best practices for supply chain sustainability analytics and reporting demonstration.
Many are investing in artificial intelligence, machine learning and robotic process automation – but how do these IT innovations bring real benefit to everyday procurement? Hear the latest thinking in AI development – applied to the supply side of business. Discover where A.I. can be applied to really assist procurement and finance – on cost reduction. Look into eliminating process friction and transforming outcomes through enhanced AI.
Just as most procurement teams had started their journey towards compliance with the Modern Slavery Act (MSA), Covid-19 struck, drastically redefining the order of urgency.
Many organisations have developed their policies and are working through their next steps.
We discuss some of the practical steps organisations can take to further their modern slavery journey.
A foundational aspect of all procurement activities is the management of cost, but recognising all the differing dimensions of cost is important to make the right time based decision when awarding on cost parameters. In this session, we will look at;
. Differing aspects of cost and what to consider
. How time affects total cost
. How total cost calculations may evolve for the triple bottom line
Since the federal govt Indigenous Procurement Policy of 2015, indigenous supporting procurement efforts have become mainstream. Yet, whilst other priortities have emerged in more recent years, procurement efforts supporting indigenous owned vendors have not diminished and much is being achieved. Importantly, however, there is more than can be done and SUPPLY NATION offer both a report on progress and some insights into ‘next-step’ indigenous procurement strategies …
A case study centred around the ICT procurement category : How the La Trobe University procurement team
approached the all of business procurement transformation challenge. Information Service category spend representing the exemplar function at La Trobe University.
Harnessing stakeholder relationships and lifting the bar on SRM strategy led to the category driving savings well in excess of past aspirational targets.
Social procurement policies have often been directed at the disadvantaged in the past. A number of good procurement case studies illustrate how the disabled, long-term unemployed, young people at risk and migrants and refugees can be supported with well-executed approaches to social procurement. In a wider context, similar approaches have also helped indigenous Australians and, even, prison inmates.
Yet, post Jobkeeper, a new clientele might benefit from more proactive social procurement strategies – the ‘new’ unemployed – perhaps from the hospitality, travel, tourism, education or events sectors?
But what’s in it for you – the buyer? For your organisation? For your city? Or even for your suppliers? Where is the business case? Can everyone truly benefit?
Australia’s open economy and integrated global supply chains imply that getting the balance right between risk and cost is not easy. Cost reduction pressures often drive procurement decisions that generate ‘savings’ but increase risk. The past year has shown up many examples of poor past choices. Moreover, the world has changed fundamentally – protracted economic fallout, travel restrictions, ongoing supply chain disruptions, reduced supplier visibility, and many new uncertainties. In this environment, business as usual is not an option and, for many companies across industries, fundamental supply chain choices must be revisited, i.e. ‘buy vs make’ decisions; offshoring, re-shoring, near-shoring and onshoring; and the different supplier engagement models.
The new Payment Times Reporting Act (PTRA) became law on 1st January 2021 – just 7 months after first reading as part of the economic response to Covid: It mandates that large organisations (over $100m) must pay small suppliers (under $10m turnover) inside 30 days – or else. Yet this simple demand places huge pressure on typical P2P and eProcurement systems – as not all can report as accurately as the law now demands.
. The Procurement Managers’ Summit ONLINE – Day one summary & Day Two introduction
. How this event works in practice
. Housekeeping & download notes
The first 100 days as a new CPO are critical to establish your authority, your credibility and your style. Approached in
the right way, those days can enable a highly successful strategy that your executives, stakeholders and team completely support.
How should you present yourself? (aka tips on what NOT to do!)
Who do you talk to and what questions do you need to answer?
What do you prioritise and how do you present your longer term plan?
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 summary fo the mandatory laws, regulations and rules tightening around the procurement discipline during 2021 and beyond. Is this making the job more difficult, or presenting a real opportunity for procurement to leverage? Includes the MSA amendments, progress on Payment Times Reporting & other laws relevant to supply side management
Procurement’s training needs have grown during Covid – even though they were growing before the pandemic. Yet the crisis also a real opportunity for procurement; so, will procurement have the capability to match its ambition in future? Understand the key points of the recent PASA white-paper on how to develop a relelvant L&D plan for your team.
Most organisations have risk management frameworks in order to identify, scale and treat risk. But what if frameworks by themselves don’t work? This session adopts a forensic approach to analysing the systemic failures of procurement governance to manage risk in hotel security contracts by the Victorian State Government. The session will also explore what is ‘risk culture’, and how risk management thinking can be embedded in decision-making rather than in perfunctory form-filling
Join this one-hour NEGOTIATION refresher workshop, either side of the networking break, and remind yourself of the core elements of successful negoatition. take the chance to revisit the essentials of WinWith™ Negotiation with ‘Trusted Negotiator’ approach to unlocking unrealised potential through negotiation.
Many are re-evaluating some one-eyed purchasing decisions of the past, post-Covid. Effectively re-balancing INBOUND
supply side risk with price advantage. How can you do this effectively and efficiently though? How do you best segment offshore spend by risk in just 4 steps – and then run a real-world risk assessment, practically?
Continuation of session D2
The pandemic highlighted the risks of non-supply for many categories vital to the smooth running of both Australia & New Zealand particularly, sitting at the very tip of the global supply chain.
Prior to COVID procurement teams had already embarked upon improved inbound supply chain mapping to both improve the security of supply and comply with the recent Modern Slavery legislation in Australia, however, one of the biggest factors influencing supply chain resilience, modern-day slavery and broader ESG risks remain a lack of supply chain transparency.
In the process of building back better to create resilient and transparent supply chains, procurement teams must analyze supply-side risk more effectively to address all three Ps of sustainability – to protect people, planet and profit.
MCIPS is a premium credential in the global procurement industry and will always make its holders a better candidate. But there are multiple pathways to MCIPS – which is best for you and for your team?
The recent pandemic was not just a crisis that was well managed on the supply side by procurement, it is also an opportunity
for Procurement to leverage … to finally achieve the fabled “seat at the table” so longed for. Yet there is still more to do to achieve this.
In fact, seven key challenges outlined by PASA last year, but recently updated to include the results of recent post-Covid research.
Procurement succeeded well during the pandemic – stakeholders saw responsivesness, a sense of urgency, process short-cuts, quick solutions, fast decisions and a procurement team entirely aligned with business needs. And loved it. BUT have we made a rod for our own back? Is this the new standard they will expect now? How can procurement align closer, respond better and work faster? Can AGILE PROCUREMENT be poart of the answer to long-standing criticisms of procurement from some stakeholders?
. Executive summary of PROGRAMME
. Preview of The PASA Premier Confex 13/14 October 2021 in Melbourne, Victoria