2008 Supply & Demand Chain Executive Pros to Know

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


Burton M. Goldfield, the CEO of Ketera Technologies (www.ketera.com), has spent much of his time at Ketera educating peers and the industry on the importance of supply chain efficiency and its effectiveness to the bottom line. His vision for the industry is focused on further raising the level of industry practice by delivering innovative solutions, increasing the visibility of spend management to C-level executives and providing Ketera customers with value and cost savings across the board.

Patrick W. Grady, founder and CEO of Rearden Commerce (www.reardencommerce.com), believes a 21st century supply chain should redefine the procurement experience through an on-demand personal assistant and commerce platform that connects employees with merchants and third-party applications providers. Grady founded Rearden on this premise and has helped numerous companies to achieve impressive results, such as ConAgra Foods, which has seen an 11 percent reduction in its average air ticket price, translating to a $3.5 million annual cost savings.

Marc Halpin, the CEO at TradingPartners (www.tradingpartners.com), envisions companies in the 21st century supply chain focusing on the products and services they buy as a way to save money. He has worked to develop a reverse auction software program that goes beyond software and refined negotiating skills, seasoning it with purchasing expertise for clients' benefit, saving more than $67 million within the last 12 months alone.

Gary Hare, president and CEO, Vinimaya (www.vinimaya.com), is leading the next phase of supply chain transformation for MRO and indirect purchasing. Industry analysts have dubbed his efforts as an "e-Procurement 2.0," which uses the existing connectivity, content and community of the Internet with Web 2.0 technologies, such as meta-search, intelligent agents and Web services, to create "e-Procurement 2.0" solutions like "virtual" Internet supplier networks.

Ammiel Kamon, senior vice president, marketing and product management, Emptoris (www.emptoris.com), notes that the average Global 2000 corporation maintains over 40,000 active contracts, yet most of these contracts are still managed via traditional manual methods. Kamon is helping to change that by bringing contract management software into the mainstream. He has helped dozens of Global 2000 companies, like American Express, Kraft, Motorola and Boeing, to improve their visibility into, control over and compliance with their contracts using innovative software technology.

James V. Kelly, C.P.M., CEO and managing principal at JVKellyGroup, Inc. (www.jvkg.com), believes that "visibility is the great antiseptic," meaning that if employees know their spending is being monitored, they will be less likely to buy out of policy, leading to greater compliance and savings. Kelly has promoted this belief through a number of speaking engagements throughout the past year, as well as through his work with clients.

Martin Kelly, global director of contract management, Emptoris (www.emptoris.com), beleives that contract management is the future for the 21st century supply chain. He has been instrumental in the development and advancement of the Emptoris Contracts solution, which has been recognized as the industry's leading contract management solution by analyst firms such as Gartner-1 and Forrester Research-2. Kelly has also guided a variety of companies, from the Fortune 500 to private companies, in both the United States and internationally, in improving and innovating contract management processes through the application of software.

Raj Khoshoo is vice president, strategic initiatives, Siemens PLM Software (www.siemens.com). His vision transforms the strategic sourcing process to enable stakeholders complete sharing of data across the enterprise to deliver effective product cost management during all product lifecycles. Recent efforts have concentrated on technology and processes to efficiently manage the engineering change process and its impact on total product cost management. These efforts have lead to improvements in price discovery and cost transparency, particularity in the area of sourcing highly engineered material and components.

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