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Hottest information about 7th Annual Global Strategic Sourcing and Procurement Summit

14 August 2019

JARROD GLOVER

Head of Procurement
Santander

3 Questions For Jarrod Glover

How will AI and new technology shape the future of strategic sourcing and procurement?

Internal customers will continue to expect procurement to deliver a service which is equivalent to their external retail experience. The challenge of developing back end systems for organisations to match customer experience of externally facing platforms will continue and I think you can see the roadmap for procurement technology within the developing customer journey in this area. Predictive analytics from customer profiles, particularly in the goods space is well established in the retail market and I expect this to bleed into the procurement system space in the same manner that marketplace systems with a greater degree of supplier engagement have developed in the last years. The internal stakeholder expects a frictionless use of procurement, and to deliver this, there will need to be further integration with supplier environments to make information readily available to all.

What can be done in order to develop effective SRM?

The discipline of service management needs to be reinforced with business analytics capabilities, ensuring service managers understand the partners they operate with and drivers of their performance. Alongside this, the procuring organisation needs to develop and enhance its understanding which suppliers are mapped to changes in business strategy, to make sure these are signposted and informed of change.

Futuristic vision of workforce required in procurement. What skills will be needed?

Procurement needs to develop its skillset in line with digitalisation of the industry. The analytics and business intelligence will become more important as well as utilising these as base skills, to ensure procurement interventions in the supply chain are as effective and targeted as possible.

An experienced business leader with cross industry experience in a broad spectrum of management and commercial activities. I have progressed within industry due to my drive and commitment to delivering a right first time approach, leading my team by example; being aware of and supporting others goals through teamwork and partnership. I am always looking to develop my expertise through experiencing new challenges both inside and outside of the work environment.

12 August 2019

BARBARA ALCALDE

Contracting and Procurement Advisor
Shell

3 Questions For Barbara Alcalde

How will AI and new technology shape the future of strategic sourcing and procurement?

World is changing very fast and AI and other emerging technologies are behind this rapid evolution. This is also the case for Procurement; cognitive computing can be leveraged for the next generation tools that will support the contract lifecycle. Machine learning, neural networks and enhanced analytics have many applications in procurement such as anticipating risks before they materialise or pointing out weak positions in our contracts, hence supporting negotiations and deal closure. We no longer need to go and search for the info, but instead, AI and ML will anticipate our needs and provide the insights we need, when we need them.

What can be done in order to develop effective SRM?

I look at Supplier Relationship Management from a very strategic point of view, meaning that we are partnering with our suppliers to deliver value beyond contractual obligations.
This cannot be achieved without trust, so building trust is the key. SRM should be seen as an investment of time an effort which, overtime, will bring a good return to the parties. Obviously, we also do not want to partner with all our suppliers, so to make SRM effective, a robust supplier segmentation is paramount.

Futuristic vision of workforce required in procurement. What skills will be needed?

I would say the key emerging skill for workforce today is adaptability. Where change is the only constant, we look for people that can embrace continuous change and evolve with it. This is not excusive for procurement. Analytical skills are required too, there is no longer any excuse for not making decision based on data insights. And last but not least, soft skills such as business partnering and stakeholder management will always be required.

Barbara Alcalde has dedicated most of her 17 years of professional experience to the contracting and procurement function. Since she joined Shell in 2010, she has specialised in contract management and strategic supplier relationships. Her current role is focused on digitalization of strategic sourcing processes. She is passionate about emerging technologies and about building high performing teams.
https://www.linkedin.com/in/barbaraalcalde/

6 August 2019

DMITRY SHUBENKO

Head of Central Procurement
Sberbank

3 Questions For Dmitry Shubenko

How will AI and new technology shape the future of strategic sourcing and procurement?

I believe AI will take off some routine activities and daily operations from sourcing/procurement managers, in some areas even supporting logistics/inventory, however, strategical analysis, negotiations, strategical thinking will remain with the people. AI can’t negotiate with the internal stakeholders tender plan, vendor management, etc.

What can be done in order to develop effective SRM?

  1. Effective spend analysis and understanding of internal needs and spends structure
  2. Effective tendering process
  3. Developing methodology, aligning business processes with business goals
  4. Regular supplier’s assessment and review according to the methodology
  5. Understanding of short-term and long-term plans (on both sides)

Futuristic vision of workforce required in procurement. What skills will be needed?

  1. Strong analytical skills
  2. Broad vision and readiness for challenges
  3. Out of the Box thinking
  4. Ability to communicate (with the suppliers and internal stakeholders)
  5. will remain one of the main skills

Dmitry Shubenko. Having vast experience in procurement in several business areas (IT, Industrial production, financial organisations) on different markets (Russia, EU), used to cover all commodities. Successfully created procurement organisations from scratch and improved several mature ones.

30 July 2019

SIMON BERKEMEIER

Corporate Fuel Management
Lufthansa

3 Questions For Simon Berkemeier

How will AI and new technology shape the future of strategic sourcing and procurement?

New technologies, such as AI and Robotics, will lead to a much more efficient and effective strategic procurement. Administrative tasks will be fully automated, which allows more time to focus on strategic tasks. I believe that new technologies offer the possibility to fully integrate end-to-end processes and eliminate unnecessary process steps.
Through the increasing availability of data paired with predictive analytics, more information will be available to improve the decision-making process and base decisions on data instead of gut feelings.

What can be done in order to develop effective SRM?

I think effective SRM can be developed through integrating and jointly automating end-to-end (supplier to customer) processes. Robotics for example offers the opportunity to harmonise processes without changing current ERP systems.
In addition, supplier and customer need to share data and knowledge in order to improve collaboration in general.

Futuristic vision of workforce required in procurement. What skills will be needed?

Understanding data and information is a skill of increasing importance as this improves decision-making in general. However, empathy and social skills will not lose any of their importance, because in the end, strategic purchasing will remain a people business.

  • Corporate Fuel Management at Lufthansa Group
  • Management Consulting at PricewaterhouseCoopers
  • Corporate Purchasing at Lufthansa Technik
  • Bachelor of Science in Business Administration
  • Master of Science in Finance and Accounting

15 July 2019

KRIS MORTIER

Senior Director
Procurement Source to Pay
Philips

3 Questions For Kris Mortier

How will AI and new technology shape the future of strategic sourcing and procurement?

They will enable us to get best and fast insights from all internal and external data available. This will make us, as a function, to move up to the level of strategic advisor to the business but also become much more efficient and do more with less while focusing on strategic relevant activities.

What can be done in order to develop effective SRM?

Make sure the suppliers are connected seamlessly in the value chain e.g. by using network capabilities now available. Suppliers need one point of contact so many SRM variants are probably not optimal but one face to the supplier is. Make sure full breadth and depth of the SRM is used, ranging from supplier innovation to invoice collaboration.

Futuristic vision of workforce required in procurement. What skills will be needed?

As a general statement all of the transactional and most of the tactical procurement tasks will be automated. So we will need less but higher qualified people. The pendulum will switch from people with hardcore procurement skills like negotiation excellence towards people with more soft skill that can e.g. do consultative selling and connect stakeholders over the value chain. Another key must have will be the analytics skills using the latest technology solutions.

Kris has been at Philips for over 18th years covering various roles. He is passionate about leveraging people, processes, data and technology to create business value and enable breakthroughbusiness transformation on a global scale while building high performing teams that can make the change stick

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