Anthony Aming, Business Process Instrumentation and Supplier eProcurement Manager, Enterprise Applications, Baker Hughes
Aming initiated the business process orchestration system for collaboration between the buyers at BHI and more than 600 worldwide suppliers. This Procure to Pay System has helped BHI address their supplier collaboration challenges and ensure on-time product delivery.
Marilyn Anderson, Vice President, Global Planning, Logistics, and Customer Service, Diversey
Anderson set forth on a massive project to support Diversey's global growth, including improving demand visibility, reducing working capital, and implementing a standardized system and supply chain planning processes. The company leveraged technology solutions from Logility for demand planning, inventory planning, supply planning and global supply chain visibility.
Steve Baum, Senior Director, Supply Chain, Quantum Corp.
Steve Baum and his team, responsible for new-product fulfillment and spare parts supply chains, successfully implemented operational initiatives that reduced outsourced transportation, product and warehousing costs and the rate of service inventory growth, while at the same time maintaining 99 percent service level agreement (SLA) performance.
Michael Burke, Director, Supply Chain Planning, Continental Mills
After Continental Mills rolled out Logility Voyager Solutions, it began to reap the benefits as forecast accuracy improved. The supply chain team, led by Michael Burke, then focused on expanding the use of Logility to drive broader results in inventory management, uncovering more opportunities for supply chain improvements.
Cliff Engle, Senior Vice President of Supply Chain, Fender Musical Instruments Corporation
To support Fender's growth, Engle set out to build a more responsive supply chain, with a goal of end-to-end visibility and a comprehensive plan to drive and measure global performance. The company now is able to anticipate changes and react strategically. The results are impressive: service increased by 50 percent and finished goods inventory turns doubled.
Dawn Evans, CEO, Sourcing Interests Group
Under Evans' leadership, SIG offers a starting point for procurement and outsourcing leaders to gain category expertise, supply market information, thought leadership and decision making.
David Foote, CFO, Concept Industries, Inc.
Foote recognized that diversification of the supply chain was a requirement to help insulate from the unpredictability of foreign governments, adverse weather conditions or disasters such as fire. He established a team to evaluate reducing in-process inventory and optimizing order size for just-in-time. This team systematically evaluated the causes of inventory shrinkage and reduced shrinkage to immaterial percentages.
Vonnie French, Dir. of Operations, Palo Alto Networks
Managing the supply chain from end-to-end, Vonnie French has achieved significant efficiency results with a small team while the company has been growing at a significant pace. Her team's capabilities to support customers, both domestically and internationally, are second to none for a company of Palo Alto's size — or even when compared to significantly bigger companies.
Jeff Gallinat, VP, Global Manufacturing Operations, Cisco
Gallinat oversees the Global Manufacturing Organization (GMO) within Cisco's Customer Value Chain Management (CVCM), led by SVP Angel Mendez. The GMO organization is undertaking a number of innovative business transformation initiatives to help position Cisco to more quickly and flexibly respond to growing market and customer complexities. Gallinat has created a geographically decentralized leadership model for GMO to enable Cisco's value chain to be more responsive to the unique needs and requirements of non-U.S. customers.
Jeff Joyce, COO, Ringside
Jeff Joyce is launching Snapfulfil, an SaaS WMS to automate operations that previously remained in many areas manually operated. Moving to a full RF-directed real-time system will enable operations to increase their throughput, speed and order accuracy with fewer resources. He has captured the key performance indicators (KPI) needed to provide a solid cost-benefits analysis when the operation is up and running.