• 8:00

    Registration of participants

    GH Bernardin

    Registration of participants will take place from 8.00 onwards

  • 9:30

    Opening of the Conference and opening addresses


  • Section I: Strengthening Resilience and Robustness in the Light of Macroeconomic, Geostrategic and Strategic Changes

  • 9.40

    Monetary Policy in the Current Situation

    Governor Boštjan Vasle
    Prikaži več

    The 2020 health shock and related measures led to an even deeper economic downturn than the last financial crisis. At the ECB level, we have responded quickly and strongly to the acute situation so far. To alleviate the negative pressures of the shock on the price level and stabilise the financial markets in the spring, in addition to keeping key interest rates at historically low levels, we acted and still operate mainly through a substantial increase in securities purchases and favourable targeted loans to banks. With these non-standard measures, we maintain favourable financing conditions for companies, individuals and the state. Together with micro and macro-rating measures and decisive action by other policies, we contribute to financial stability and mitigate the crisis’s impact on the real sector.

  • 10.10

    Current Economic Trends and Outlook

    prof. dr. Martin Wagner
    Prikaži več

    The author will present the current economic situation and prospects, both from an international – especially European – and Slovenian perspective. Some of the major risks will be addressed. Based on the macroeconomic picture, some topics will be addressed in greater detail, such as education, technology, and competition.

  • 10.40

    Procurement in New Normal

    prof. dr. Frank Rozemeijer
    Prikaži več

    Procurement leaders all over the world are working hard to develop their Procurement functions. They invest in training for their people, digitalization of processes and becoming more sustainable. Now, they are confronted with unprecedented challenges due to the COVID19 pandemic. How to deal with this new ‘wicked’ reality? Is the pandemic the black swan that will force us to rethink our Procurement agenda for the future? Or, is it the tipping point that we needed to push forward? One thing is for sure, it’s a great opportunity for Procurement! At least, if you have the courage and creativity to manage supply risks and supply chain disruptions.

  • 11:25

    Coffee break and socialising


  • Section II: Innovation and Increased Efficiency in Procurement

  • 11:40

    Measuring the Effects of the Purchasing Function

    Branko Žibret, AT Kearney
    Prikaži več

    Most companies have prepared purchasing strategies, one way or another. Of course, it is a great challenge not only to the purchasing teams but also to the management and all stakeholders how to implement them, how to update them, what the relevant content looks like, how to coordinate them at a given moment. In the case of BSH Nazarje, we improve the purchasing strategy process every year. All of us are increasingly aware of the need to have the strategy, and, above all, we try to take advantage of all the benefits it brings and avoid the growing risks. It is crucial that the purchasing strategy starts with the word ‘Team’ and that it is taken seriously by all the involved in its implementation, i.e. a high commitment to achieving common goals. No words need to be wasted on the need for management support. About all this and more at the meeting itself.


  • 12.20

    Post Covid-19 value chains: do we increase their resilience or robustness or do we focus on reshoring and innovation?

    dr. Giovanni Atti
    Prikaži več

    The global pandemic is about to end. We have to prepare a relaunch strategy that ensures the continuity of our supplies by reducing their vulnerability. Do we improve the geographical diversification of our vendors or do we continue to work with the current value chains increasing their resilience or their robustness? Do we focus on the robotic process automation to increase their competitiveness, or, taking advantage of the reduced the salary gap with low-cost countries, do we focus on the reshoring? During his presentation, the speaker will analyze these four options trying to highlight the most convenient one in relation to the specific situation.

  • 12:40

    Procurement in hyper-growth environment

    Sven Novak, Procurement Director – IT & Professional Services – Global Procurement at Delivery Hero
    Prikaži več
  • 13:00

    Financial Performance, Efficiency and Security in the Hands of Purchasing

    dr. Jožko Peterlin, Smartfin
    Prikaži več

    Profit does not a guarantee payment of the company’s suppliers. A purchaser whose priority is to reduce the purchase prices of services and goods can jeopardise the solvency or even the company’s existence. The maturity gap is a significant risk factor for a company’s financial distress. The liquidity matching of funding sources, including suppliers, with the company’s assets, is essential for financial security and solvency. Net current assets create or devour money. I tell you where the money is hidden in the company and how to employ it. To survive, money counts, while profit is a matter of accounting creativity. Bank statements are never corrected retrospectively, while balance sheets are revised continuously, even the audited ones.

  • 13.30

    Joint lunch


  • Section III: Procurement Risk Management

  • 14.30

    Round table

    Moderator: Srečko Bukovec, Purchasing Association of Slovenia

  • 15.05

    Reducing risks while improving Performance

    Ingrid De Doncker, CEO IDDEA
    Prikaži več

    The global social, political and economic events have rattled businesses in 2020. The pandemic worsened an already uncertain era for procurement and supply chain teams.

    Risk management is the responsibility of the entire business; however, CPOs have an extended and urgent remit to focus efforts on areas beyond savings: mitigating strategic and operational risks, advancing ESG initiatives, accelerating digital transformation.

    To proactively manage disruptive forces and support sustainable business growth for the future, they need to lead a skilled procurement team to measure and improve performance and health of their supply chains. How can procurement build back better?

  • 15.35

    Digitalization in Procurement post Pandemics

    Frank Fuellbeck, SAP
    Prikaži več

    Over the years, procurement evolved from a simple back-office function to a strategic business function. Disruptions in the supply chain, new business models, global competition, emerging markets all play a role. At the same time, procurement professionals are expected to lead innovation, business growth, mitigate risks, and create new value for their organizations. The coronavirus pandemic further highlighted these demands and challenges. The lecture will cover the future of procurement after the pandemic, the next wave of digitalization of procurement, and new trends that await us.

  • 15.55

    Managing Procurement Risk During Pandemic

    Biljana Kaličanin, Procurement manager at Bambi’s and a member of SUPLS
    Prikaži več

    The COVID 19 pandemic made her feel for the first time in her (twenty years) career like her previous experience didn’t mean much. The risk management started to be their imperative.

    She will share with you the actions they took in Bambi’s Procurement unit:

    -how we followed every new event all over the world
    -how we quickly activated all potential markets
    -how we have taken responsibility for every link in the supply chain
    -how we raised the level of courage of our partners as we started joint planning
    -how we shared and deepened financial analyzes and risk matrices
    -how we participated in the preparation of anti-COVID measures in their plants…

    At the end, she will tell you how they have learned to live with the crisis by accepting it as a normal phenomenon that brings them challenges and makes them more competent and efficient.

  • 16:15

    Coffee break and socialising

  • 16:30

    E2E = ML + AI

    Josip Bešta, digital procurement transformation consultant at Ensolva
    See more

    Notwithstanding the half-century presence of the new microelectronic revolution, its practical manifestation in digital transformation, and innovative technologies from the Internet to AI as engines of such transformation, data as a critical resource and data analytics as a vital activity have not yet reached SMEs to improve their respective businesses and promote engagement in the digital age. This is due to a combination of various financial (excessive price) and non-financial (non-adaptability and lack of agility of digital solution providers, lack of staff and/or ignorance) factors that entirely exclude digital transformation as a goal of SMEs.

    We believe this can be transformed by exchanging knowledge and know-how (peer-to-peer networking, agile approach of service providers) and publicly funded programmes of concrete digital transformation. Eliminating ignorance with a combination of bottom-up and top-down approaches would produce an open, transparent, and constructive culture of digital transformation.

    Procurement is an ideal partner to kick off the digital transformation because it acts as a hub coupling the inner world of an organisation having requirements for the external world of suppliers.

  • 16.50

    Tips for living with covid-19

    dr. Mario Fafangel
    Prikaži več
  • 17.20

    Conclusions of the first day of the Conference

    Marina Lindič
  • 19:00

    Awarding Ceremony for 2021 Procurement Manager of the Year and dinner

  • Section IV: Procurement & Purchasing Strategies


  • 09:00

    A Purchasing Strategy in Practice – The Case of Preis Sevnica

    Barbara Šmalc, Preis Sevnica
    Prikaži več

    The COVID pandemic simply happened to us, and we simply did not have a direct impact on it. How to proceed? What to focus on? Is our strategy still effective, or do we need to modify it? Or change it at all? Maybe it will be short-lived, and it will pass, and we will go further than before… A bunch of questions started to arise in this situation, but we quickly realised that there will not be much time and that it is necessary to react. “Hoping for the best, prepared for the worst, and unsurprised by anything in between.” Maya Angelou was somehow on our minds. How to maintain relationships? What happens to deliveries? Panic!? We had no experience, but we had to prepare very quickly and decide how to proceed and learn. Once the first shock subsided, we somehow incorporated the new way into our day-to-day operations and moved on. As we all know, purchasing is continuously changing and evolving, and anticipating certain risks and dealing with them, or they simply happen to us, is a great challenge. That’s the charm of purchasing. And that’s why we’re here.

  • 9.20

    A Purchasing Strategy in Practice – The Case of Adria Mobil

    Marko Lekše, Adria Mobil
    Prikaži več
  • 9.40

    A Purchasing Strategy in Practice – The Case of SIJ

    Marjana Drolc Kaluža, Executive Director of Procurement, SIJ
    Prikaži več

    Delivery reliability became the quintessential criterion in 2020. Know-how and profound understanding of supply chains even outside the first tier of suppliers and participants have become key to preventing late deliveries. Even before the onset of the coronavirus epidemic in Europe, the SIJ Group monitored developments in non-European markets, where some strategic raw materials come from. We have established scenarios for the supply of strategic raw materials of non-European origin. We have introduced a geographical diversification of warehouses of suppliers of the essential alloys. With the escalation of transport restrictions, we raised the minimum stock of raw materials from critical areas. In the first half of the year, the supply of critical raw materials was never interrupted. The additional measures taken in the planning of deliveries and stocks enabled us to timely adjust and mitigate supply disruptions throughout the year.

  • 10.00

    A 2021 Purchasing Strategy in Practice – The Case of BSH House Appliances Ltd. Nazarje

    Primož Lončar, BSH
    Prikaži več

    Most companies have prepared purchasing strategies, one way or another. Undoubtedly, it is a great challenge to the purchasing teams and the management and all stakeholders how to implement them, how to update them, what the relevant content looks like, and how to coordinate them at a given moment. In the case of BSH Nazarje, we improve the purchasing strategy process every year, we are all increasingly aware of the need to have it, and above all, we try to take advantage of all the benefits it brings and avoid the growing risks. It is crucial that the purchasing strategy starts with the word ‘Team’ and that it is taken seriously by all the involved in its implementation, i.e. a high commitment to achieving common goals. There is no need to waste words on the need for support from the management.

  • 10.20

    A Purchasing Strategy in Practice – The Case of Helios

    Uroš Primožič, Helios
    Prikaži več

    A good strategy eliminates or minimises purchasing risks. The unexpected occurrence of a pandemic is (unfortunately) also a great stress test of our strategies. It alerts us to risks we may have overlooked or paid too little attention to. What are the new insights into the potential risks, and how to respond to them? Every new situation also means adaptation. Even more important, however, is the incorporation of newly acquired experiences into our future thinking. These are significant and never fully concluded issues that purchasers face. Some concrete examples and findings from Helios will undoubtedly be interesting for other colleagues as well.

  • 10:40

    Round table discussion with participating lecturers

    Moderator: Srečko Bukovec, Purchasing Association of Slovenia
  • 11:00

    Coffee break

  • Section V: Leadership in the Era of Uncertainty

  • 11.45

    The Post-Pandemic Management

    Luka Škrjanc, Expert for introduction of management performance
    Prikaži več

    Is it essential to transform the way you lead? Why and how to do it? Where are the trends of adequate and appropriate leadership, which will enable the improvement of the organisational climate, the proper commitment of employees and simultaneously even smoother achievement of the set goals?

    We will learn what leadership factors changed during the pandemic, how and with what you, leaders, can contribute to developing a proactive organisational culture directly related to effectiveness. We will also touch on key competencies in the field of management in general and purchasing, which due to the situation quickly gained their important role in ensuring the desired performance of individuals, teams and organisations.

  • 12.15

    The Epidemic Has Set us a Mirror

    Luka Rutar, Danfoss
    Prikaži več

    In the lecture, we will look at what the pandemic in the purchasing team at Danfoss Trata has discovered. Namely, when we looked to the future a year ago, no one predicted such changes having a critical impact on leading the team, the organisation of meetings, the alienation of personal contact and, undoubtedly, the way of introducing new employees. Today, most are based on what and how we managed and developed the team before the pandemic, i.e. as if someone had set up a mirror for us. Additional challenges are posed by continuous teleworking, inability to travel and personal contact with teams in other countries and, of course, limited contact with the suppliers. How did I react to that as a leader? On all this and more practical experience in the lecture.

  • 12.40

    The Catalogue of Standard Jobs in Purchasing

    Alenka Valenčič Butinar
    Prikaži več

    For the first time, the Slovenian Purchasing Association will publicly present the Catalogue of Standard Jobs in Purchasing based on the International Federation of Purchasing and Supply Management (IFPSM) standards. This is the first internationally comparable and unified document of job descriptions and job titles in Slovenia intended for managers, organisers of purchasing processes in creating organisation charts, and human resources departments in evaluation. With the presentation and promotion of the Catalogue of Standard Jobs, we are proposing a unified naming and content of jobs into Slovenia’s purchasing process. The document focuses on structuring the scope of operational, tactical and strategic purchasing posts. It considers the scale of promotions and responsibilities from operational implementation to the highest level of purchasing process management.

  • 12.55

    Sound Relationships Are the Key to Long-term Success

    Tina Kastelic
    Prikaži več

    More than a year ago, our world as we knew it turned upside down. Overnight, we were forced to adapt to the new reality, which is ruled by ample uncertainty, rapid instantaneous changes, and insecurity. Still, some did great, others somewhat worse. What is the recipe for success? Where is the difference? It’s about agility and the ability to maintain sound relationships. We used to nurture those qualities at a good lunch, a live meeting. Today, this is often not possible, not even rarely, let alone regularly. We don’t even find the right opportunity for a relaxed chat. We only strive for efficiency and focus on the task. The foundation of any sound relationship, both business and private, is trust. Do we really know how to develop it remotely, via phones and cameras? What do people need to trust us? Sound relationships are the key to long-term success.

  • 13.25

    Conclusions of the Conference

    Marina Lindič



Regional Procurement Conference 2020


Peter Ribarič, MA

Peter Ribarič, M.A., is a finance officer and analyst with over 20 years of work experience. Among other things, he has served in various Slovenian companies as CFO, company director and board member. He is the CEO of Planet GV Ltd. Mr. Ribarič is also the co-author of the first Slovenian book on risk management and a graduate of the Faculty of Computer Science in the field of artificial intelligence.