Philippe Delpech

President, Otis Elevator

Philippe Delpech leads the world’s largest manufacturer and maintainer of elevators, escalators and moving walkways. The company’s equipment and people are responsible for moving more than 2 billion people each day – the equivalent of the world population every three days. Mr. Delpech has a vision and strategy that are not only transforming his company, but will transform the industry Otis started more than 160 years ago.

Bharat Tewarie

Executive Vice President and Chief Marketing Officer, UCB Biopharma

As UCB's Chief Marketing Officer, Bharat heads the Global Marketing and Market Access Practice and is a member of the Executive Committee of UCB. Mr. Tewarie joined UCB in 2015 with more than 25 years of experience in the pharma and biotech industry. He has acquired impressive worldwide expertise while leading global business franchises to great success. His past experience in domains such as immunology and neurology are a great match to UCB's core focus areas. His knowledge of markets around the world is also key to helping UCB prepare for future product launches.

Anjali Kumar

Former Google Executive and Head of Social Innovation at Warby Parker

Anjali Kumar is a former Google executive and the Founding General Counsel and Head of Social Innovation at Warby Parker, a transformative lifestyle brand offering designer eyewear at a revolutionary price while leading the way for socially-conscious businesses. Prior to joining Warby Parker, Kumar was Senior Counsel at Google, where she was a commercial and product attorney on areas ranging from Google X to advertising technology to YouTube. Kumar discusses innovation, social responsibility and “transforming the norm,” sharing the lessons she learned on making an impact while working for two of the most disruptive companies of the past decade.

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How to create, monetize and capture value in a changing environment

The value and supply chains of a customer organization extend from procurement to customer users, production, R&D, marketing, management and C-level strategic decision makers, as well as external alliances and extended customer segments. Value creation, monetization and capture are enhanced when the supplier works with all of the contributors, ultimately creating an ecosystem that results in greater revenue growth for all.

"The whole notion of managing accounts strategically is something new. What we need is a community where we can come together and learn from each other. SAMA gives us that."
- A SAMA corporate member

How the C-suite can lead for enduring change

To ensure successful transformation, internally and externally, the C-suite must build a core of believers who can lead the way, create business cases to show how the change works, communicate (over and over) why the transformation is needed and the change can work, and develop the human capabilities of the organization’s talent.

How the SAM can initiate a transformation internally and externally

The C-suite should empower the strategic account management team, and particularly the SAMs, to lead the transformational change with the organization’s most strategic customers. SAMs have the ability to create a journey that anticipates customer needs and expectations, aligns resources to the activities most likely to influence decisions, and adapts the organizational structure to foster the ideal environment for customer co-creation and innovation.

How to develop the SAM talent capabilities needed to spearhead transformation

It is critical for an organization to identify and develop the human capabilities that directly support and align with the company’s business objectives, which can then be leveraged to lead the transformational change. To do this, organizations must embrace the employment lifecycle – from identification and hiring to training and coaching of talent. Subsequently, SAMs will be the levers to drive long-term sustainable growth.

How to maximize supplier relationship management and optimize growth

From a procurement perspective, good supplier relationship management (SRM) enables organizations to reduce cost, improve efficiency and drive value without ruining the valuable relationship. And the companies that get this right generate higher profits, innovate more effectively and are better able to manage risk. Procurement functions can and should support the organization and should be seen as a strategic issue that requires strategic relationship management. As we look toward the future, the role that Procurement plays will only become more important and critical to the successful transformation of the supplier’s and customer’s organizations.