SIG Summit Spotlight: Christine Kurtz, Sarah Lee Frozen Bakery, on Small Dollar Disputes and Supplier Relationships

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Sourcing Industry Landscape 10 min 2 speakers 4 chapters transcribed 1 month ago
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Unknown 0:01
Welcome to the Sourcing Industry Landscape Podcast, powered by SIG.org and hosted by Dawn Tura.
Dawn Tiura 0:10
Well, folks, welcome to the podcast series. I am so excited to welcome you. My name is Dawn Tura and I have the pleasure of running SIG.org. But with me today is Christine Kurtz. So, Christine, welcome to the podcast. Thanks for having me, Dawn. I'm really excited.

What will Christine Kurtz present about small dollar disputes at the SIG Global Executive Summit?

Dawn Tiura 0:24
Yeah, so Christine is presenting at the Global Executive Summit that's going to be at Navy Pier on October 25th through the 28th. Now, Christine is going to be presenting specifically on Tuesday, October 27th at 2 p.m. And her topic is small dollar disputes are rarely just about money. They are where supplier relationships are quietly won or lost. So it's going to be a great session. But let me just tell you a little bit about Christine Kurtz. Now, she is a procurement analyst at Sarah Lee Frozen Bakery, and she specializes in indirect and capital spend at Sarah Lee Frozen Bakery, where she supports sourcing for projects typically exceeding $100,000 and then partnering with engineering, legal, and finance to keep complex operations and processes clear and executable.
Dawn Tiura 1:10
Now, before Sarah Lee, she spent five years at Genpak managing cargo claims and reverse logistics for Fortune 200 companies with nearly $1 billion. in annual transportation spend, work that sharpened her instincts for cross-functional coordination and cost mitigation. So outside of her day-to-day work, Christine authors speak softly, think sharply, which I love this. This is a newsletter for quiet professionals working and leading with intention. We all need more of that. It's a fitting extension of what she brings to procurement. That conviction, that careful analysis, emotional intelligence, and precise communication are not soft skills. their strategic one. So I really love that, Christine. Before, well, after, we have a few questions about your breakout session.
Dawn Tiura 1:59
I know this is only a teaser, but folks, if nothing else, you need to know that Christine just helped work, helped break a world record with motorcycling. So before we get into your questions, give us a quick teaser about what you did.
Christine Kurtz 2:14
Sure, Dawn, about I think it was June 13th. I think it was that Saturday, the Midwest women's riders. We did an effort to break the world record for most female motorcyclists in an event. And we successfully did break that record with 1,433 female riders. And we set a couple other ones. And I think one of them was the longest parade route over a thousand motorcycles for 31 miles. And it was really an incredible, awesome experience. One that I don't think I'm ever going to get a chance to do again.
Dawn Tiura 2:49
I think that is so exciting. So folks, you want to ask for pictures, a signature, you need her autograph when you see her, but this is pretty darn cool. But Christine, I know we're here about the session. I just wanted to drop that in because it makes you so interesting. So you're going from quiet and intentional to motorcycle, like really? So without giving away too much about your session, can you tell us what first got you interested in small dollar disputes? And then why did you think that they affect relationships? And it's really about the supplier relationship.
Christine Kurtz 3:21
Yeah, absolutely. So it was actually quite, it's quite a story. I accidentally tripped into this while I was at my role at GEMPACT. We were trying to come up with a metric to define waste from a loss prevention standpoint.

Who is Christine Kurtz and what is her procurement background at Sara Lee Frozen Bakery?

Christine Kurtz 3:39
A lot of times claims were being filed against carriers that were either below contract thresholds, the carrier just legitimately did nothing wrong and it was somebody else's fault, or there were claims that were just really ambiguous that From a business perspective, it didn't make sense to go 100% in to have the entire claim rejected. So we sat there and came up with what we called a do not file report. We took records of claims that we intentionally decided not to file for one of those reasons or multitude of others. And our intention was to go to our loss prevention team and be like, hey, look, our data shows warehouse X is costing you $60,000 worth of product loss because they leave the truck at the doors too long.

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