Agenda

The agenda is under construction, i.e EBG is discussing topics with moderators and speakers. Take a look at last years >>Post Summit Report for an idea how an EBG summits is constructed.

After Easter you get a link after registration via which you start choosing what Theme Discussions and Workshops you want to join. You may change your mind also during the summit if there is space left. Limited seats!

October 18th 2023 | Times and content may change

October 19th 2023 | Times and content may change

Time CEST	Type activity	Where
08:30	Coffee is served	Exhibition
09:00	Opening of CPO Outlook 2023	Plenum
	Keynote	Plenum
	Keynote | Balanced Category Strategy – how to unlock the true value of Purchasing | Scania Procurement at Scania have embarked on a change journey. Here they will go through what that process has been like and what they found. Further they will share how the result will affect future ways of working. Scania has a ”Scania Way” approach to all its values and strategies. For procurement this means finding a balance between the value propositions named TQDCS – Technology, Quality, Delivery, Cost and Sustainability. Procurement are taking responsibility for what value the procurement organization deliver within the company and towards its customers. This include analyzing and considering what category management should look like in the future. Understanding how to raise the strategic level including less focus on the tactic and operational work. What does that mean to a business? It will impact the competences needed. Management buy in. A functioning governance structure and new KPI’s. Learn about the cultural change the team have worked on to reach set targets. Following the keynote Linda Grubbström | Head of Strategy and Purchasing Way & Gustav Milesson | Senior Business Developer | Purchasing – Strategy & Purchasing Way will host a workshop going more deeply into certain areas and share lessons learned in the group. Learn about; – What was found during the analytics and mapping process? – Why has Scania initiated the TQDCS focused balanced category strategy? – What does the strategy mean to future category management structures and ways of working? – Which are the main challenges changing governance structures and cultural habits? – How have Scania worked so far to impact existing structures, ways of working and the competences brought in ahead? – What lies ahead? Linda Grubbström | Head of Strategy and Purchasing Way & Gustav Milesson | Senior Business Developer | Purchasing – Strategy & Purchasing Way | Scania	Plenum
10:15	Networking Break	Exhibition
	What will be discussed during the next FTDs?	Plenum
	Focused Theme Discussions (Workshop style sessions in parallel) 60 min 1. How do you realize changed procurement focus and ways of working? | Scania 2. Challenges in Procure-to-Pay adoption (and how to overcome them) | DeLaval 3. Sustainability focus TBA | Stora Enso	Entire space
12:15	Networking Lunch	Exhibition
	What will be discussed during the next FTDs?	Plenum
	Keynote | Encouraging a start-up mentality and digital first approach building a new procurement organization | Aurobay What if you work in a start-up environment yet have 100 years of experiences as part of your corporate DNA. If you as that brand new company have an impressive line up of customers and the ambition to broaden and think outside the box. Also in procurement.  Aurobay was spun off from Volvo Cars in 2021 with 2850 employees in Sweden and China. The business since has transformed into a pioneer in the development of low- and zero-emission combustion engines.  Procurement play a vital part in this industry and are required to take end to end supply and supply chain responsibility. At Aurobay there is a ”digital first” strategy within procurement. To ensure efficiency and effect using technology as a support or business enabler. During this session you will learn from Niclas Hjerdin, Head of Procurement Strategy & Excellence and Lisa Siljefalk, Procurement Strategy and Excellence Manager at Aurobay. Finding out what it is like working in procurement in an established yet start up mentality type company. What it mean when you decide to optimize by digitalizing. What is required of a procurement organization that need to be flexible and innovative. Learn about; – Why is Aurobay unique in its procurement role approach? – How is procurement organized and what role does procurement have today? – In what way should digitalization impact the role played by procurement? Niclas Hjerdin | Head of Procurement Strategy & Excellence & Lisa Siljefalk | Procurement Strategy and Excellence Manager | Aurobay	Entire space
	Focused Theme Discussions (Workshop style sessions in parallel) 60 min 4. How do you navigate in matrix organization to ensure transformation in procure-to-pay area? | Danish Crown 5. How do you shape and organize procurement resources in a flexible way? | Aurobay	Entire space
3:25	Quick Break	Exhibition
	Keynote	Plenum
4:15	Wrap up and End of CPO Outlook 2023	Plenum

Theme Discussion I & II	What to discuss in more detail	Facilitator
How the race to net zero will change procurement’s role in organizations	On average an organization’s Scope3 emissions stands for 80% of total emissions. This puts purciasing in a key role in the organization’s efforts to reduce emission and comply with the EU CSRD regulations.  The challenge many are facing now is to get accurate data to analyse and identify improvement areas. In order to drive a positive change it is needed to incorporate CO2 reduction consideration in all activities of the company from product design, supply chain production, etc. Since the majority of the value creation and the emissions happen in the supplier tiers a key to changing is to understand where value and emissions originate and transform products, value chain, methods and technology. This is work that heavily depend on collaboration with suppliers for a combination of incremental improvements and disruptive innovation.	Henrik Nyberg Sales Director Nordics Ivalua
CSRD: Driving Sustainability and Compliance through your contracts	The Corporate Sustainability Reporting Directive is creating new challenges for procurement teams, while they are called to address key sourcing challenges and drive sustainability in their supply chain, and compliance to the new regulations. Led by Niklas Karlsson, General Manager of Northern Europe, Icertis, this roundtable will explore the critical role that procurement teams play in addressing ESG issues and discuss what are the best practices for integrating ESG considerations into procurement processes through their contract management.  We will be asking the question of how contracts can be leveraged to manage ESG risks and opportunities throughout the procurement lifecycle, from supplier selection and contract negotiation to ongoing supplier management and performance monitoring.  This roundtable is ideal for procurement professionals, sustainability and ESG leaders, and anyone interested in driving positive social and environmental impact through procurement practices.	Icertis
Strategies and solutions to the evolving landscape of supply chain regulations	The landscape of international supply chain legislation is expanding and it is becoming increasingly more complicated for companies to navigate. Find out in this case study on how industry leaders use AI to achieve efficient and automated compliance with the German Supply Chain Act, UFLPA or EU Deforestation Regulation. Discuss; – What are the requirements you and your company will be facing in supply chain legislation? – How can AI help you comply with current and upcoming supply chain legislation? – Who will provide you with the tools you need to navigate this landscape?	Prewave
Escaping the Reactive Compliance Trap: Strategic Risk Management as a Foundation for Sustainability ROI	While supplier risk management is not new, today’s challenge requires a new response. The confluence of conditions including the pandemic, geopolitical and social upheaval, a resurgence in modern slavery, financial uncertainty, and the urgency of the climate crisis make old “Silo’ed” compliance-oriented approaches unmanageable, and the outputs ineffective. It demands a holistic and proactive approach, where the best defense is a performance-based offense, which can serve as a foundation for upside and positive impact.	Robert Ekqvist Enterprise Account Executive, Nordics & Baltics EcoVadis
Beyond Spend Analytics – Procurement Analytics now and in the future	Discussion on what procurement analytics can do today, and the base this provides for future developments. Is the future of procurement analytics to better provide a wider set of data for companies, will the advancements in AI technology propel the industry and its applications towards more effective decision and action automation or will the future hold something else entirely? Discuss; – What is the role of procurement analytics now and in the future? – What do the participants see as the main challenges procurement analytics could address?	Sievo

Theme Discussion III & IV	What to discuss in more detail	Facilitator
Supplier Performance Management in 2023	With the last few years of geopolitical turbulence’s affecting supply chains globally, how has the approach to the suppliers’ s delivery performance evolved? Has it brought us closer to our suppliers as it calls for a closer dialogue? Or is the opposite true?   Has it become an integral part of the Resilience & Risk strategies? Or is it seen merely as an operational execution with very little or (none) strategic importance?   Discuss; – Suppliers’ Performance – where is the ownership typically anchored? Where is it best suited? – How has the view of delivery performance and the discipline of it evolved in the past few years? – How have companies been engaging with the suppliers around performance dialogue? – Resilience & Risk strategies, how much focus is/has been given to the suppliers’ delivery performance? – Suppliers’ Performance Management – Do’s and don’ts	Natasza Bellin Senior Procurement Development Manager Coloplast
How much may resilience cost?	All are aware that companies must stay on top of risk assessments on multiple levels. Ensuring delivery. Buying with risk awareness. Acting fast. Having the highest level of risk insight comes with a cost. What cost is acceptable in the short and long run? At the end someone has to pay the cost. This discussion will focus on navigating through risk and resilience decision. The discussion will also focus on the need for resilience work and what companies do to control the root cause of that need.  Discuss; – What are the groups lessons learned gathering and judging data to predict risk? – How do you work with scenario based risk assessments? – What does your earmark risk and resilience budget look like? (If you have one) – How can Europe become more self-sufficient? – In what ways does your company try and affect politics in Europe (discussing mining, factory capacities etc)?	Otto Tell Business Navigation Manager & Digital Leader, Global Purchasing Development IKEA
How do procurement need to work in the future if all suppliers are a potential risk?	Are old ways of working within procurement becoming obsolete? Can we still rely on the Kralics matrix to help us decide where to focus? Are past years ways of setting up category management structures still valid and deliver as they should? Yes , no and no is argued here. You can learn a lot from industries that operate under heavy regulation. While other industries (still) can choose to focus on different big projects – these industries procurement organizations must focus on everything all at once. Cost, sustainability, risk, the tail. You are reliable for ALL suppliers not being or becoming a risk factor or falling under for instance EU sanctions. Apart from everything else you need to be in control over. Ad to that an operating model where procurement do not own the end to end process yet know of the potential risks and are closest to the supplier post agreement. Tomorrow there may be another sanction, law or regulation you are obliged to take control over. How do you build structures, processes and tools to manage this new reality? Discuss; – In what ways can you screen all suppliers and make sure you have desired information? – How do you create a category management structure paired with operational excellence to deal with constant change of focus? – How do you set up an agile organization that cope with constant change in priorities and have the right skill-sets? – Who need to own the supplier relationship to handle possible red flags?	Marie Nordhemmer CPO & Piya Hossain Head of Indirect Procurement Länsförsäkringar
How do you organize an array of processes in a global organization? Perhaps via a Purchasing Process Ecosystem	What if you could have One Source of procurement process-related information? Process flows, job aids, training materials, and supporting data made accessible from this One source. That when all this loosely-structured content is gathered, emerging technology such as AI/ChapGPT can help connect the dots. This is what Electrolux aims to do. Understanding processes is a foundation for further automation and digitalization. A way to identify harmonization opportunities. Ensuring resources are efficient. That you hopefully become the employer of choice because working has become less ambiguous. All risk, sustainability, financial, contracting, sourcing, supplier quality, supplier development, SRM, category strategy, operational purchasing, supply chain, net operation working capital, vendor master data, etc. processes, tools, templates, training references will eventually be organized in one SharePoint repository. Another goal is to ensure a governance framework is applied to maintain the Ecosystem over time. Electrolux is using a more agile approach to keep up with the many to do items to make this a reality. We will compare how your organization has tackled this challenge and whether you have similar experiences. Discuss; – How important and challenging is it to make all relevant process information accessible in one place? – What are your experiences in ensuring the many processes are clear, maintained, and visible? – In what ways do you keep up with the many to do items, results, learnings, next steps, process and data governance?	Mark Gustafson Program Director, Group Purchasing Electrolux
How do you expand as a procurement organization from protecting and optimizing Cost & Supply to being a key enabler for Profit & Reputation growth?	To many in Procurement the need to create a shift both in focus and value proposition is clear. Procurement is often involved too late in order to create the desired effects and avoid the extra work of “fire fighting”. Not seldom Procurement is expected to take control even if the mandate and decision bottlenecks sits elsewhere in the organization. Too much time is spent on ad hoc tasks while the actual insight and intel of the Procurement organization fails to reach the top management to complete the full picture. This discussion will focus on sharing development ideas in the group. Discussing how Procurement can make the desired shift a reality. Where Procurement belongs in the organization given the many responsibilities. ”How do we clear out enough of our current (operational and tactical) work load in order to reposition us?” Angela asks. Discuss to what degree you need to involve other functions in respective companies to be able to take on a new role and standing. Discuss how you get your team and the business to go along with your visions. Discuss; – In what ways are Procurement moving from being seen as a Cost and Supply focused organisation to becoming a self-evident enabler for Profit and Reputation growth?  – What does a repositioning mean for Procurement teams in terms of competences, responsibilities, and mandates?  – Are there “stop do’s” for our Category Managers when Procurement needs to evolve, and if so – who takes on these tasks and activities instead? – How do you handle resistance to change in the organization? – In what ways do we need to handle our suppliers differently from previous operating model?	Angela Sundbäck Head of Procurement Orkla Foods Norge

Focused Theme Discussioons I, II	What the workshop will focus on	Facilitator
How do you realize changed procurement focus and ways of working?	We all know culture eats strategy for breakfast. Finding ways to support and influence common ways of working within for instance category management is key. Key because even TCO (total cost of ownership) is becoming obsolete. Cost focus is not enough neither only focus on delivery. What value does procurement create for the customer? The insights generated yesterday are not good enough tomorrow. It is important that procurement get to offer guidance during a strategic shift. Yet more is demanded from fewer and procurement need to find ways to still realize strategies and operational excellence. Here we will share experiences in enabling those strategies throughout the business from a procurement perspective. From management and down and from operations and up. Discuss and share lessons learned; – How do you work with broader category management and get the function strategy to permeate the entire business? – What challenges are You facing? What are You following up and what behavior is that generating? – Which role do KPI’s have during this journey? – What coverage do You have within the Value Based dimensions within Your scope of work?	Linda Grubbström Head of Strategy and Purchasing Way & Gustav Milesson Senior Business Developer | Purchasing – Strategy & Purchasing Way Scania
Challenges in Procure-to-Pay adoption (and how to overcome them)	In this session//workshop Thomas will outline the adoption challenges after technically implementing an e-sourcing (P2P) solution in a multinational matrix organization like DeLaval is. This is not about the specific tool but rather the areas of challenges. –        Company Change Management “cultural” / “way of working”) –        Technical Change Management –        Information Management   Also, ownership options of the e-sourcing / P2P tool in an organization, and their pro´s and con´s will be discussed. Thomas will demonstrate how DeLaval addresses these challenges and ways to overcome them, in order to get the adoption rate desired or even promised in the company. Discuss; – What does a successful P2P tool usage mean to you ? Is it too much of an interpretation or can benefits be clearly identified ? – In what ways are you working with reluctance to change ? – How do you most efficiently operate a P2P tool with limited headcount ? – How do you measure the road to success ? – What happens when IT leaves the implementation phase ? – In what ways are you working with reluctance to change ? – How do you most efficiently operate a P2P tool with limited headcount?	Thomas Klein Manager Procure-to-Pay Operations (Global Indirect Sourcing) DeLaval

Focused Theme Discussions III, IV	What the workshop will focus on	Facilitator
How do you navigate in a matrix organization to ensure transformation in procure-to-pay area?	Join us to discuss the different strategies in to building bridges in organization to ensure effective transformation without leaving anyone behind. Discuss; – As many companies decide to launch Procure-to-Pay transformations – how do you create momentum for change? – With more and more companies establishing their CoE and GBS offices – how do you determine who should be the driver for change? – How are you making sure the business is engaged in the process? – What should you prepare for, and: what are you likely to miss on your way? – When bad news is good news – how to approach total disaster and make benefit of it?	Joanna Hrynenko-Dudek Director Head of COE Procurement Center of Excellence & Agnieszka Kret Senior Source to Pay Business Process Expert Center of Excellence Danish Crown
How do you shape and organize procurement resources in a flexible way?	Companies are faced with a multitude of challenges and opportunities. Changes in the production line, changes in market demands, changes in risk scenarios. Yet companies are still organized in a defined way and procurement still desire to adapt to a category management way of working. Is this the most efficient and effective way of working in an ever changing environment? Too often procurement are stuck in ad hoc tasks and responsibility areas that are not necessarily what bring the business most value at that specific time. This workshop will focus on sharing experiences in creating flexible work forces. Business driven entrepreneurs that know procurement yet are able to break the category management structure to solve problems and utilize opportunities across the organization as they occur. This in turn almost being like swapping job for the time being. Discuss; – How do you create a procurement organization that is flexible yet in control? – In what way can temporary changes in resource allocation fit into a category management structure? – How do you solve situations where resources are best used in an area beyond core responsibilities?	Niclas Hjerdin Head of Procurement Strategy & Excellence & Lisa Siljefalk Procurement Strategy and Excellence Manager Aurobay