regos@pasa.net.au 0490 811 892

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  • Day 1

    20th November 2018

  • Introduction and theme


  • Matthew is a procurement professional with a sales and operational background.  A theme of customer service therefore cuts to the core of his procurement mission, moulded from years working in a retail management role. 

     Matthew recently accepted the role of Group Procurement Manager at the Monadelphous Group, charged with accountability for transforming the transactional purchasing function into a global strategic procurement unit to meet the needs of the company’s growing international profile.

    The strategic roadmap for this transformation program is rooted in the notion of “Relentless Customer Service” and pivoting toward the “Voice of the Customer”.

     Enterprise now requires high adaptability, collaboration, scalability and agility.  We hear these terms from ExCo consistently.  This means that Procurement cannot succeed in its journey toward Critical Business Partner via a mandate of rules and policies.  While these are important in establishing secure purchase-to-pay governance, Procurement must also be salespeople, building and promoting solutions that appeal to the business units it serves. 

     The evolution from Purchasing to Procurement requires a multifaceted approach synthesizing Technical Capability, Technology, Strategic Sourcing, and a clear roadmap.  But the Voice of the Customer binds strategy to success. 


  • All too often savings is what our customers expect, so where will future savings come from? How should you prioritise what categories and contracts to tackle next? And what about non-financial benefits? Stefan has spoken to more than 150 private and public organisations in 2018 and will share the results with you during this session. You’ll receive relevant benchmarks for your industry and a guide on how to demonstrate to your business how you are adding value by achieving their strategic objectives

  • Luke Tindale will spark thoughts and provoke consideration that technology and it’s predictive capabilities is unquestionably disruptive and powerful, if used correctly in a procurement environment.

    He will demonstrate how this relates to procurement, specifically involving a Tier 1 Telco. The centralisation of a solution which standardizes, automates and supplies communication and marketing related category, is an example of how digitalisation, algorithms and API’s are totally reengineering a category and radically reducing total cost of ownership and risk associated with delivery.


  • The next frontier in the journey for Procurement is to become s a trusted business partner. Businesses are no longer content with Procurement simply finding the right supplier at the right price. More savings must come from procurement influencing change with business partners.

    • What does Procurement as a trusted business partner mean?
    • How to implement business partnering into a Procurement department using the example at SA Power Networks
    • What does success look like for Procurement being a trusted partner?

  • Whether in our business or our personal lives, we have things in common with others;we have shared values, even with strangers. How do we learn what is important to our stakeholders and uncover where we have shared values for the benefit of all parties.

     The Aged Care Experience

    • Collegiate vs it’s antonyms in application
    • Customer Experience Examples… The Good, The Bad and The Ugly!
    • The Opal Journey to Shared Values
    • Summary: Three Actionable Takeaways 

  • With the growing use of contingent labour to get the best talent and gain workforce agility for the organisation, it is not surprising contingent spend for many organisations has increased significantly over the years. To gain more visibility and ensure solid governance of this expenditure, many organisations have introduced a Managed Service Provider (MSP) for the management of their contingent labour. A successful MSP implementation and effective programme management requires the involvement of many stakeholders, vendors and workers, who are “customers” within the whole process. The success and benefits delivered by your Contingent Labour MSP Program is underpinned by consistent delivery of an excellent customer experience to all groups of stakeholders.

  • Explore the evolving technological methods that can be used to get from the basics of spend analysis, to identifying and structuring procurement opportunities and managing supplier relationships within a condensed timeline.

     Understanding procurement maturity and the steps along that path

    • How to combine the ‘hard facts’ of procurement and market data with the ‘soft facts’ of stakeholder perspective
    • A look at the advantages of Opportunity Assessment to direct and focus category planning
    • An overview of the technologies available and how they can be applied from a non-technological perspective

    A look at future developments and how they will benefit buyers in delivering maximum value against their objectives


  • Statement of Work (SOW)-based services and labour account for more than 40 percent of the average company’s total workforce spend per year. While sourcing and contracting capabilities continue to mature, operational procurement, especially for services, remains a challenge. Without complete services category management, your organisation will grapple with excess spend, inefficiency and significant risk.

    •  Can you guarantee your users don’t engage non-preferred suppliers?
    • Are you able to track time and deliverables?
    • How do you ensure your suppliers hit key milestones?

     Join SAP Fieldglass and Deloitte during the 6th Annual PASA Premier ConfeX in Melbourne to learn how to streamline SOW management and drive value.



  • Day 2

    21st November 2018


  • Our organisations are absolutely dependent upon our providers and have been for some time.  Getting the promised results has been problematic, however, and procurement is often blamed as one of the contributors.  By driving cross-boundary leadership, rather than just the sourcing initiative, procurement can make an enormous difference and create lasting value for both parties.

    • The difference between high-performance and cursed contracts
    • Where procurement can create, or detract from, success during the lifecycle
    • The leadership difference - Procurement's role in a breakthrough case

  • What skills are people developing in different parts of the world and why? Where does ANZ stand in relation to rest of the world? As a buyer, do you want to know whether you are on the right track in terms of personal development, whether it matters, and how you compare with your peers around the world.  

    This is your opportunity to hear about the Global Procurement Capability Benchmark. 


  • As an industry and as professionals we’ve suffered from a lack of self-awareness for too long. If procurement is to realise it’s true potential it’s time to stop kidding ourselves, create and take opportunities and become masters of our own discipline.

    • Human nature and Australian culture is to find comfort and happiness in our surroundings, yet comfort is the greatest inhibitor of progress
    • Shine a new light on the industry and what we deliver to our customers
    • Learn how to make a meaningful contribution to changing the perception and capacity for success of procurement

    Walk away with greater awareness of ourselves and an action plan to change the environment around you, allowing you to be more successful and effective


  • Digitisation is apparently one of the next key steps if you are to develop a world class procurement function. This session raises a number of questions about ‘digital’ procurement and its role in delivering a better customer experience.

    • What is digital procurement and how is it related to customer centricity?
    • Why are we even talking about “digital procurement”?
    • What are the implications of digital and customer centricity for procurement technology
    • What are the technology options?
    • Where do you start?

  • The procurement function has in the past often been undertaken by different functional managers, in particular personnel in accounting and finance departments. However, the recognition that procurement should be a strategic function has been increasing in recent years. This session reveals the results of research into:

    • Perceptions of procurement and accounting personnel regarding procurement as a strategic function and its impact on organisational performance.
    • Key procurement operational factors
    • Key contributions of strategic procurement to organisational performance
    • Key government policies on procurement
    • Key procurement financial performance measures used in Australia.

  • We are all consumers, therefore we are all customers. Most of us also have customers whom we happily serve (or get paid to service) – think about your stakeholders, colleagues, sure we know about those. But also think about your netball teammates, MAMIL mates, your wife or husband, your kids, your dog – are they also your customers – well?  Let’s have a think about that together – I have reached out to some professionals to share some firsthand approaches with you all.

    This fun approach will make you relax when dealing with that difficult customer complaint, tardy colleague, untidy flatmate and naughty doggie, without losing your cool.

    • Learn how to take a breath (or pour a glass of wine), and relax
    • Don’t take it personally!!
    • What can you do better?
    • What are some other leaders approaches?

  • Managing efficient procurement processes and systems is entirely meaningless unless there is a clear alignment between organisational culture and leadership. Having both of these critical and compelling forces aligned can mean the difference between highly rewarding procurement performance, or dismal and utterly depressing failure – an all too common result.

    • The key to procurement delivering positive outcomes for stakeholders
    • Delivering real value-adding results requires a highly effective corporate culture and strong leadership

    But what about procurement in the real world?


  • What is poor listening costing you, your team, your organisation and your impact?

    How many of us rush from meeting to meeting, your head buried in the last conversation you had, without time to think of the next?

    How many of us feel frustrated with unproductive discussions where the loudest in the room adds limited insight and drowns out everyone else?

    Have you ever worked furiously on a project, only to find out you have delivered something that didn’t meet your customer/stakeholder's needs?

    We often think of these situations as communication problems; that we have not spoken our needs correctly or clearly. Yet, conflict, chaos and confusion such as these are the costs of poor listening.

    Join me to gain insightful tips on how Deep Listening can improve your customers experience.


  • When big companies engage small suppliers, procurement sees 3 main issues that cause problems. 

     What is interesting is that your suppliers see exactly the same problems…..but from a different point of view?

     This presentation takes a light-hearted look at a very serious issue: ‘Why can't big companies and smaller suppliers just play nicely together?’



  • Health Purchasing Victoria (HPV) commenced a customer-focused strategy in 2017 to improve health service engagement and better understand their needs. A year on, this collaborative approach has delivered significant value to HPV and its customers. The journey has shown that genuine and personalised customer engagement increases stakeholder buy-in to the benefits of HPV collective sourcing, supporting procurement and probity practice improvement and best-value healthcare outcomes in line with HPV objectives.

    • The drivers of change: Why HPV embarked on a journey to improve customer engagement
    • Key elements of HPV’s Customer Engagement Strategy
    • Demonstrated benefits one year on
    • Key lessons 

  • The procurement team is using  ‘agile’ methodologies to run a procurement process to select a technology partner for Watercares strategic transformation project.  The use of agile delivery for the implementation phase, which has meant role modelling behaviours and ways of working to the business and vendors to set them up for the delivery phase, has resulted in unusually high levels of engagement, collaboration and innovation with both internal stakeholders and suppliers.

    • How procurement teamed with senior leadership, programme executives and sponsors to follow a design-thinking approach to the future of Watercare
    • How this shift in thinking was communicated to both stakeholders and suppliers though the STP procurement process.
    • The roles and benefits of having the organisation's first Product owner and 'Scrum master'
    • Customer experience lessons learned through the process

  • This session looks at social procurement from the perspective of a buyer and a social enterprise supplier.

    • How is it working?
    • What are the challenges?
    • Where are the opportunities?

    Mark will facilitate a discussion between a corporate procurement member and a representative from a social enterprise


  • A CEO and CFO hypothetically discuss the CPO’s internal performance, before inviting the CPO to join the meeting. 

    Can the CPO convince the CEO and CFO of the veracity of his internal challenges and enlist their support for the help he needs?.