September 15 - 17, 2025
Signia by Hilton Orlando Bonnet Creek, FL
Michael Shaw, Founder and Board Member, American Council of Sourcing and Procurement Executives (ACSPE)
Steve Miller, Chief Procurement Officer and Head of Facility Management, P.F. Chang's China Bistro
Mariano Legaz, SVP and CPO, Sprint
Steve Mehringer, Corporate Vice President and Chief Procurement Officer, AECOM
Kristina Johnson, Senior Director of Global Sourcing, Marsh & McLennan
No matter where you stand politically, one thing is undeniable: rapid and unpredictable changes to the way we do business are imminent in the Trump administration – bigly. So how can procurement prepare and adapt nimbly to the uncertain regulatory landscape? In this unscripted, self moderated CPO roundtable, you'll learn how top execs are dealing with the disruption. Audience Q&A to follow. Topics include:
Tom Hogan, Senior Vice President and Chief Procurement Officer , CBS Corporation
For long term value and success, and to advance Procurement within the C suite, its imperative the function be in alignment with corporate strategic goals. While this may sound fundamental, ask yourself if all of your team members are truly aware of your company’s strategic goals, with a genuine understanding of how their daily work supports these goals. This presentation will provide an overview of developing a dynamic strategic plan for the Procurement function. Topics include:
Cliff Moore, Chairman, COPC Inc.
Larry Wood, Chief Procurement Director , Intuit
Indirect Procurement can be a major spend – often $1 billion - yet the issues surrounding how to build a process that can actually be portable across industries and companies has proven to be elusive – until now. A group of senior indirect procurement executives (including Microsoft; Intuit; General Motors; Rolls Royce; Cisco, and others) partnered with academics from Western Michigan University and with COPC Inc. To develop and maintain the Indirect Procurement Standard to guide indirect procurement organizations. The standard deals specifically with the complexities and issues facing indirect procurement today and balances the usual focus on cost savings with the more recent focus on becoming a “trusted advisor” within the enterprise. The Indirect Procurement Standard consists of five key areas:
Michael Van Keulen, Director, Global Procurement, Lululemon Athletica
Leading retailers have long recognized the strategic value and importance of applying procurement practices within their merchandise for resale. In today’s challenging retail climate, procurement transformation focused on indirect spend (i.e. non-resale) can be a source of competitive advantage. In this session, we will discuss how leading retailers have successfully transformed indirect procurement into an agile, value-driven function by implementing best-practices, establishing cross-functional partnerships, and by focusing on fact-based decision-making that uncovers inefficiencies to enable execution of strategic plans.
Doug Van Wingerden, Senior Vice President, Procurement Transformation, Insight Sourcing
For years, procurement leaders have been looking to expand their influence and elevate the role of procurement to the C-Suite. They have increased skills in their organizations and have invested in both the right tools and capabilities. And while these investments have led to impressive business results, many procurement leaders are still struggling to become relevant at the executive level. So what is it that is preventing them from punching through the next level? Their message is either too long, too complex, too confusing and / or not credible or believable. And, it’s often not linked to the mission of the business. In this session, we will explore:
Dawn Fritzell, Procurement Indirect Services Team Leader/Manager, Kimberly-Clark
Achieving world class levels of value in Indirect spend categories that are decentralized, with no central owner or sponsor, is difficult. Spend activity in these categories often lacks governance, and stakeholders spend significant amounts with little oversight and without policy controls or guidelines. Procurement often is the only team that has the full and broad knowledge of what is happening in this type of spend category. It is challenging, but with persistence, a drive to ‘disrupt’ the system and the leverage of digital data tools, Procurement can be successful in the diversely distributed indirect spend category.
David Hearn, Former CPO, Juniper Networks
Machine learning has been applied to many functional areas, but is only now making it’s way to procurement. It’s catching up fast. It’s being applied to help us analyze supplier markets, source goods & services, understand and control goods & services demand from company employees, detect fraud, waste, & abuse, and the list goes on and on. Equally important is getting our procurement and supplier management teams ready to maximize the benefits from this technology. All changes in processes and tools require well planned change management. This astonishing capability is coming, so let’s be ready to show additional procurement and supplier management value-add to our internal stakeholders and continue to be seen as leaders in our companies.
Gabe Smith, Director, Client Development - Americas. Schneider Electric
Joanna Martinez, Founder, Supply Chain Advisors LLC
There's disruption all around us. From the Amazon Echo in your family room to IBM's Watson, there are new ways to source and old paradigms to topple. This session is all about ideas: what's going on out there across the globe, and how you can harness it to create positive disruption for your organization. Open your eyes to the possibilities, and disrupt your own ideas about how it has to be.
MODERATOR: Gabe Smith, Director, Client Development - Americas. Schneider Electric
Bonnie Clinton, Chief Procurement Officer, Toyota North America, Inc.
Neil Aronson, Head of Global Strategic Sourcing, Uber
Rendi Miller, Director, Travel & Procurement, Splunk
Mark Zafra, Head of Strategic Procurement, Twitter
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:
INTERVIEWER: Julienne Ryan, Founder, J. Ryan Partners - Be engaged at work / Executive Director, ISM, New York
Linda Chuan, Senior Director, Global Strategic Sourcing, Salesforce.com
David Hearn, Former Chief Procurement Officer, Juniper Networks
Negotiations with suppliers, stakeholder relationships, closing the deal: When it comes to these vital procurement skills, women and men tend to have different expectations, approaches and experiences, as do the people on the other side. In this frank fireside chat between opposite sides of the gender gap, learn how both men and women can bridge the divide and create a unified procurement powerhouse. Key topics include:
Atif Meraj, Director Of Supply Chain Operations, Delta Airlines
Procurement is a relationship-driven organizational function, but there are forces at work behind the scenes that will completely transform how practitioners work with their suppliers. In the ever-pressing need to have things better, faster, cheaper and measurable, what does the procurement organization of the future look like, how can you prepare for these advancements, and how will they affect your relationships? The future is closer than you think! Q&A to follow.
Joanna Martinez, Founder, Supply Chain Advisors LLC
Jeff Devon, Former Senior Indirect Procurement Director, Hewlett-Packard Enterprise
Aditya Talwar, Director of Indirect Procurement, Charming Charlie
Heather Grewe, Business Leader, Sourcing and Supplier Management, Mastercard
Myles Peacock, CEO, CreativeDrive
You think about it everyday - how can I increase the value I get from key suppliers? In this panel, go beyond the traditional rate discussion and learn how partnering with your strategic suppliers to reduce their cost instead of reduce their margins can have major benefit for the bottom line. Key topics include:
David Spence, Assistant Director, Strategic Sourcing, University of Chicago Medicine
The University of Chicago Medicine and Biological Sciences, one of the nation's leading academic medical institutions, has been at the forefront of medical care since 1927, when it first opened to patients. Today, it comprises the University of Chicago Pritzker School of Medicine; the University of Chicago Biological Sciences Division, a section committed to scientific discovery; and the University of Chicago Medical Center, consistently ranked among the best hospitals in the nation by U.S. News & World Report. Twelve Nobel Prize winners in physiology or medicine have been affiliated with the University of Chicago Medicine.
The University of Chicago medicine is a 617-bed adult and pediatric hospital with an operating income of $1.5B. It's 800+ faculty is among the Top 5 U.S. medical schools know for generating federal dollars per faculty. In this session, you'll learn about how The University of Chicago Medicine:
Luis Alvarez, Global Sourcing Indirect Lead, 3M
It's hard to put a cost on risk - but mitigating it is nothing short of priceless, and needs to be incorporated into the value equation. So how do you know if your new vendor has the right programs, controls, metrics, and data controls in place? Will they steal customer data? Do they have the right back up systems? And what risk do you need to apply to what suppliers? In this invaluable presentation, learn the latest techniques for vetting suppliers.
Join this webinar to learn what procurement leaders should be thinking about as they seek to advise the business for the year ahead. Topics discussed include:
Speakers:
In this webinar you will learn:
Speakers:
In this webinar you will learn:
Speakers:
Viewers will learn:
Speakers:
Viewers of this webinar will learn:
Speakers:
In this webinar we will discuss:
Speakers:
Tune into this webinar as our industry experts discuss:
Speakers:
At some point, if you don't have some sort of technology to help you out, you can lose track of these things. You can lose track of the different scenarios you can have with a contract or with your relationship with your supplier.
That's exactly where I think AI can help, getting this organization, getting everything under one roof, so you as a procurement professional can take advantage of that, get more organized and get more advantages by using technology and getting your process more in control.
Melissa: That's interesting and I know, Gaston, you're coming at it from a procurement perspective in the organization. Toby, you're coming at it from a very different perspective. I would think that you might have a different way of assessing what should procurement organizations look for when they hear a contract tool is going to have some AI technology in it.