2008 Supply & Demand Chain Executive Pros to Know

Honoring supply chain leaders building their companies' 21st century supply chains


Tom Beaty, president and CEO, Insight Sourcing Group (www.insightsourcing.com), says the late 20th century saw the explosion of strategic sourcing and supply chain management in the Fortune 1000, but in the 21st century many mid-market companies still lag behind. He founded ISG to help these companies achieve supply chain optimization and the financial benefits associated with sophisticated supply management and strategic sourcing.

Michael Boult, president and CEO, StarCite Inc. (www.starcite.com), says the 21st century supply chain includes one of the largest and most historically overlooked segments of controllable spending: meetings and events. Boult has led his company to create strategic meeting management tools to provide users with a consistent means of standardizing the meetings planning process, enabling both time and cost savings of 15-20 percent on meeting spend.

Kieran Brady, senior vice president of international markets at IQNavigator (www.iqnavigator.com), views the human capital chain as a strategic issue facing global enterprises and believes that it has become necessary for companies to implement global workforce management business processes in order to remain competitive in the 21st century. Putting his vision into action, Brady works with clients like Shell Oil on methodologies and solutions that provide visibility both locally and globally.

David Bush, CEO, Iasta (www.iasta.com), is passionate about leading companies in the adoption of 21st century supply chain technology and process, making sure his company provides technology and support services that help customers in this pursuit and cut costs, reduce risks, and improve quality and innovation in the enterprise. Bush actively evangelizes that advanced sourcing optimization is a key foundation for best-in-class organizations and has diligently worked to raise the profile of the 21st century supply chain through his company's e-Sourcing Forum, a blog focusing on e-sourcing best practices that help professionals do their daily jobs better.

David Clevenger, vice president, Corporate United (www.corporateunited.com), believes the future of spend management lies in a combination of advanced supplier and contract management, combined with analytics to identify and demonstrate a new generations of savings to buying organizations. He is working with member companies to structure organizations and select tools that will allow them to harness the potential efficiencies to be gained by executing against modern supply chain strategy. Members are already identifying cost savings and process improvements throughout their organizations.

John Campellone, president, ProcureStaff (www.procurestaff.com), recognizes that accumulated data can drive improved results with greater effect than visibility into past procurement activities alone. Campellone is spearheading a movement within his company based on his certainty that rate benchmarking, supplier performance and other data from client programs as well as the general market is invaluable business intelligence (BI), yielding ROI for his company's clients.

Jim Coll, chief technology officer, ProcureStaff (www.procurestaff.com), evisions a 21st century supply chain that is virtually transparent. He believes that companies must leverage technology to ensure that users at every touch point of an automated services procurement software tool have the visibility they need to develop effective procurement plans and to make sound decisions.

Norman D. Conway, president and CEO, Prorizon Corporation (www.prorizon.com), says, "If all you're doing is automating your old procedures, you miss the opportunity to truly revolutionize the process." He adds that the new horizon for procurement seeks to minimize or eliminate post-purchase costs. In addition, Conway believes that companies should avoid the complexity of large, over-engineered ERP systems as well as under-engineered "Band-Aid" systems that consume time, resources and increase overhead costs. Rather, he says, organizations looking to leverage technology should seek a simplified approach to achieve the business functionality required by the strategic and tactical stakeholders within an organization.

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