Procurecon Indirect West (past event)

September 15 - 17, 2014

Wigwam, Litchfield Park, AZ

Contact Us: 1.888.482.6012

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Rubik Babakanian, Senior Vice President and Chief Procurement Officer at Western Digital Corp
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Rubik Babakanian


Senior Vice President and Chief Procurement Officer
Western Digital Corp
Mr. Babakanian is Senior Vice President and Chief Procurement Officer for Western Digital Corporation (WD), a leading developer and manufacturer of hard disk drives and storage products. His responsibilities include global supply chain planning, materials management, direct and in-direct procurement, OEM, ODM supply chain design and management, logistics, and fulfillment. Prior to joining WD, Mr. Babakanian held executive leadership positions at Hitachi Global Storage Technologies (HGST), and International Business Machines (IBM).  He has lead the design and deployment of procurement organizational model including governance, and eProcurement processes which lead to an award in business model mastery from Managing Automation Magazine. In addition to supply chain and procurement, he has held exceedingly growing responsibilities in product development such as IBM personal computer systems, and digital signal processors. His 30 years of experience include multiple M&A’s, and establishing successful global OEM/ODM engagement with multinational companies. Mr. Babakanian holds a bachelors and masters degree in engineering and is an advisory board member at the UCIrvine Paul Merage School of Business, Personal Computing Industry Center.

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

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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.

Day 2: Tuesday, September 16, 2014

Thursday, April 9th, 2015

11:10 Session 2: Mitigating Supply Disruption By Implementing A Comprehensive Risk Management Program

Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.
• How to measure, monitor and mitigate risks through a comprehensive risk management process
• Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more
• Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?
• At what point do you alert the CFO if there are problems?

11:50 Session 2: Mitigating Supply Disruption By Implementing A Comprehensive Risk Management Program (continued)

Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.
• How to measure, monitor and mitigate risks through a comprehensive risk management process
• Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more
• Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?
• At what point do you alert the CFO if there are problems?

12:10 Session 2: Mitigating Supply Disruption By Implementing A Comprehensive Risk Management Program (continued)

Making sure your goods and services reach your customers in a timely manner is paramount to your organization’s viability. But what happens if there’s a disruption? Is your supply chain equipped to identify disruptions and adapt quickly to minimize the impact? During this discussion, you will identify risks that could impact your supply chain; understand the criticality of having a risk management program in place; and design a comprehensive program to mitigate future supply risks.
• How to measure, monitor and mitigate risks through a comprehensive risk management process
• Building a matrix to categorize the types and probability of risks and their potential impact: natural disaster, geopolitical, export/import trade, regulatory, and more
• Risk is often mitigated with some combination of excess inventory, time, or resources. Which is the most important and how do your suppliers optimize this buffer?
• At what point do you alert the CFO if there are problems?