Frank Sanders

Director of Corporate Strategic Procurement
Intel Corporation

Frank is currently Director of Corporate Strategic Procurement at Intel where he is responsible for leading a global organization across 20 different countries to manage in excess of $4B in annual spending. His career at Intel spans over 20 years and has included a variety of engineering, operations and supply chain management positions. Frank received his BS degree in Mechanical Engineering from the University of Illinois at Urbana-Champaign, a MS degree in Manufacturing Systems Engineering from the University of Wisconsin-Madison and a MBA from the Kellogg School of Business at Northwestern University.

Check out the incredible speaker line-up to see who will be joining Frank.

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Day 1: Monday, September 15, 2014

Monday, March 9th, 2015

09:00 Panel: Redefining Procurement’s Role In Today’s Enterprise – What Really Matters?

Chief Negotiating Officer? Chief Business Intelligence Officer? Chief Get S**t Done Officer? As a CPO’s role continues to move from tactical to strategic, it is becoming more imperative that the function is more clearly defined by the CEO or CFO and the enterprise at large. One way to do this is to insert yourself into the conversation and ensure that there is alignment of the enterprise’s cultural appetite and the collective capabilities you need to bring to deliver sustainable value. Judging the “maturity” of the enterprise is often more important than applying a traditional Maturity Model to building one’s procurement organization. This panel will take a deep dive into ways of changing the value of procurement and the approach to gain broader recognition of that value- and even if ‘Procurement’ is still the right word for the role.

10:20 Harvesting Innovation From Outside the Enterprise

Innovation doesn't always have to mean new and cool; it could be just a new way of doing things to achieve better results. The more you bring your supplier into this process, the more successful your project outcome will be. Building more collaborative relationships with your key suppliers enables you to identify more improvement and innovation opportunities, encourage investment, and improve execution and success rates. Discuss how to further develop your relationships with your suppliers to extract innovation from your supply base, with the ultimate goal of having your suppliers want to be a part of your innovation processes.

Overcoming ‘traditional’ buyer-supplier attitudes and perceptions of limited information sharing, trust, capabilities and understanding of partner needs
Developing a preferred relationship with your key suppliers
How deeply and how early in the development process can you have your suppliers involved? What’s best practice, what are the constraints, how do you ensure your suppliers follow your corporate protocol?
How do you manage your supplier engagements in practice: how do you receive supplier ideas, how are other functions engaged, how do you staff the project team? How do you liaise between the supplier and the internal departments?