Jill Natusch, Vice President, Client Services, Integration Point, Inc. — Natusch believes companies can better align supply chain with their broader corporate strategy by working closely with the internal customs compliance group. This can ensure that parts are classified accurately, which helps expedite arrival and/or shipment of goods into and out of the U.S., getting goods to customers efficiently and inexpensively.
Kevin North, President & CEO, Dyadem — North focuses on risk management and understands the ripple effect that supply chain disruptions can have on manufacturing, distribution or process execution. He help companies identify, mitigate and take measures to manage and prevent the many risks to which they are vulnerable
Anne Omrod, President and CEO, John Galt Solutions — Omrod believes that by improving their S&OP process, manufacturers can achieve increased visibility, tighter integration with daily operations, and improved collaboration with customers and suppliers.
Jeff Pepperworth, President Reverse Logistics, Inmar — Pepperworth says that the best solutions combine consulting, software services and operations to help clients win by achieving their goals. Effective returns programs reduce supply chain touch points to drive costs from the returns process.
Jim Preuninger, CEO and Co-founder, Management Dynamics, Inc. — Preuninger says that global trade management is critical for implementing cost-cutting strategies, opening the doors to new foreign markets, and operating legally and compliantly around the globe.
Dalip Raheja, CEO and President, The Mpower Group — Raheja has been testing his "Next Practices" approach on clients for the past year, already achieving exceptional results that were significantly beyond what the clients were already seeing with their best practices methodologies.
Sergio Retamal, President, Global4PL Supply Chain Services — Retamal works to ensure that processes and goals are in line and, more important, that they make sense in the short, medium and long terms. It is hard to question clients, but, he says, that is what the client looks for in a consultant.
Walter Santiago Junior, Director, Latin America, Flash Global Logistics, Inc. — Santiago is an expert at supporting companies in the Brazilian market, having been instrumental in establishing Flash Global Logistics' presence in the country, and he leverages more than 10 years of experience managing service parts logistics throughout Latin America.
Wayne Usie, Senior Vice President, Retail, JDA Software Group, Inc. — Usie believes that effective retailer/manufacturer collaboration provides an opportunity to increase revenue margins by quickly adjusting product and inventory strategies based on ever-changing buying patterns.
Robert Vormittag, President, Vormittag Associates, Inc. (VAI) — Vormittag says that improving customer service while maintaining a just-in-time inventory level is critical to meeting business objectives. As a result, companies are embracing innovative technologies to achieve their goals.
Jeff Wallingford, Vice President Supply Chain Strategy, Riverwood Solutions — The first question of strategy is "who are you?" as a company. Supply chain is as integral to who the company is as engineering or marketing or sales or finance, says Wallingford. The existing supply chain didn't randomly appear — it was created as a result of the company's actions, presumably in line with the company's goals at some point in its history.
Rich Wilson, President and Chief Operating Officer, CombineNet, Inc. — Wilson believes companies should look for ways to leverage and complement existing sourcing and procurement suite investments so they can better manage their data and get more spend under management by speeding and simplifying the sourcing process for all spend areas.
Team IHS — Companies must command supply chain transparency and precise visibility to the manufacturers, parts, substances and other commodities they use. To do so gives them agility to respond to economic, customer, consumer, and regulatory pressures. It also gives them transferability to swiftly mitigate risk, avoid cost, and ensure continuity of supply. Not doing so leaves them vulnerable to avoidable costs from suppliers and be seen as a keeper of excess or non-compliant inventory. It also exposes them to latent risks such as supplier failures, the use of conflict minerals and hazardous substances, or victim of counterfeit part issues. 2011 is about transparency, enablement, and risk mitigation.