2008 Supply & Demand Chain Executive Pros to Know

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


Chicago native Jim Polak became director of general purchasing at PPG Industries in June 2000, having joined the company in 1974 as a production engineer. The roles he has held over the nine moves in his 34 years with PPG have included operations research in IT, marketing research, customer service manager, production planning department head, district sales manager, director of marketing and new product development, plant manager, and director of production.

Practitioner Pros to Know: The 21st century supply chain is...

...leveraging technology to solve business problems
Eduardo Von Pervieux, Executive Director, Business Process & Systems, Amgen. At biotech company Amgen, headquartered in Thousand Oaks, Calif., Von Pervieux has led the implementation of innovative technology and process solutions that enable the sourcing and procurement team to deliver enhanced value to the company in addition to increased savings to the bottom line. "The mission of my team is simple," he says. "We solve business problems."

... demand-driven
Craig Ablin, Vice President, Supply Chain, Clement Pappas. With 13-plus years of large company supply chain expertise, Ablin is leading initiatives to help Clement Pappas become more "demand-driven." For Ablin, technology helps provide the visibility required to know what to produce, how much to produce and when to produce — key to cost-effectively meeting customer expectations. By automating processes, technology accelerates scenario-based planning and analysis, enabling better strategic planning and execution, in turn leading to more proactive production planning decisions. Ablin has led the deployment of key technologies, including Logility's Voyager Solutions, to enable this vision at Clement Pappas.

... globally collaborative
David Minster, Senior Vice President of Operations and Chief Information Officer, David Yurman. Rapidly growing fashion brand David Yurman is shifting its supply chain from regional manufacturing to global sourcing. Leading this transition, Minster envisions a future where technology enables a collaborative effort between suppliers, across national boundaries, with rapidly fluctuating currencies and commodity pricing, and with strong and varied regulatory requirements, all in a secure environment protecting designs and intellectual property. Minster is using QAD MfgPro and its Supply Visualization hosted solution to drive toward an integration of sales and operations planning (S&OP) with a Web-based sourcing system.

... strategically aligned with the business and with partners and suppliers
Gary L Evans, Senior Vice President, Supply Chain Management, The PNC Financial Services Group. Evans is a 27-year company veteran who heads up supply chain management for this financial services firm, which has $139 billon in assets and 28,000 employees. He is responsible for $1.4 billion in non-payroll annual expense.

In 1999, PNC was in its infancy with respect to supply chain management. At this point questions such as "Do we have a supply chain?", "How big is it?" and "Can we impact it?" needed to be answered. Evans began the transformation of supply chain at PNC by defining a mission — "Deliver the lowest total cost of ownership for high quality products and services through state-of-the-art supply chain management processes." He defined the organization of the future by restructuring, recruiting and moving Accounts Payable from Finance to Supply Chain Management. Evans researched industry best practices and ultimately implemented several key strategies, including the expansion of supply chain management services to all of PNC and leveraging those services in support of mergers and acquisition integration.

Gaining strategic alignment with his business partners and developing and maintaining strong diverse vendor partnerships was next. His results supported fair market pricing, encouraged supplier alignment with PNC visions and strategies, and cultivated new business opportunities for PNC.

Coupling this strategy with best-in-class tools, technology and processes, Evans found the combination needed for success. The tools included: PNCBuys (online purchasing that allows the company's 28,000 employees to order office supplies and other products through pre-negotiated contracts with more than 2,500 suppliers); PNCBid (online reverse auctioning resulting in more than 500 auctions to date with an average of 20% savings); PNCTravel (online travel booking eliminating the travel agency and saving over $1 million in annual fees); PNC T&E (online travel and entertainment, eliminating manual reporting); PNC Contracts (automating price and fee compliance); PNCPays (electronic invoice processing eliminating paper and manual review); as well as PNC Analysis (spend analysis and compliance reporting).

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