... proactive and flexible
Joe Tocci, Vice President, Supply Chain, Intertape Polymer Group (IPG). Joe Tocci's vision of a 21st century supply chain is one that takes supply chain planning from a passive role to one that is a catalyst for transforming the supply chain into a flexible platform that drives a competitive advantage, customer service and profitability. At IPG, an $800 million tape and film manufacturer in North America, Tocci and his team have implemented technology, including solutions from Logility, to support the transition to a more proactive supply chain and to gain greater visibility into customer demand through multi-echelon forecasts that enable scenario-based planning by products, channels, geography and financial metrics. As a result, IPG has increased forecast accuracy, improved fill rates and increased customer service levels. ForTocci, technology helps optimize human effectiveness which creates an overall more proactive and productive supply chain for the future.
... socially responsible and sustainable
Kurt Doelling, Vice President of Supplier Management, Sun Microsystems. Doelling is responsible for Sun's overall global Supply Chain Corporate Social Responsibility (CSR) program, which he instituted in order to ensure that company standards are met to "green the supply chain." Implementing a green supply chain meant reexamining how Sun sources its partners and changing the parameters of the business arrangements to incorporate green criteria into the Sun Code of Conduct. Doelling relies on a global network of suppliers, vendors, business partners, and contractors to help Sun achieve the operational efficiencies that will ensure environmental sustainability and quality, increase productivity and reduce costs, all while reflecting Sun's elevated environmental business conduct standards.
... aligned across functions
Mark Payne, Vice President of World Wide Operations, Linksys, a Division of Cisco. Upon arriving at Linksys, Payne realized the potential to revolutionize the way Linksys managed its inventory and sales forecasts by streamlining the company's entire supply and demand chain. To accomplish this objective, Linksys implemented a methodology for achieving operational excellence based on a four-step sales and operations planning (S&OP) framework that Payne helped develop. Payne's vision of focusing on inventory and production rather than sales forecast, once applied, enabled Linksys to take predictability from 65 percent and transformed it to 95 percent, enabling forecast accuracy to improve significantly. For technology, Linksys leveraged the relationship between Symphony Metreo (utilizing its Finance Sales and Operations Planning solution) and IBM Global Business Services for their supply chain domain and implementation expertise.
... driving performance improvement into the supply base
Milton Young, Global Sourcing Director, FMC Technologies' Subsea Oil and Gas Equipment Business. Driving to meet customer requirements for superior performance and the newest technologies at the best value, FMC Technologies is leveraging collaborative initiatives to improve the flexibility and responsiveness of its supply chain. Young has created global projects at FMC to give greater visibility to the company's supply chain by developing an integrated forecasting process. Through this process, FMC is providing timelier and better information to its strategic suppliers. In addition, the company is working on new product development with its suppliers as part of its broader efforts to achieve closer alignment with its strategic suppliers. FMC also has instituted strategic supply meetings that provide a forum for senior company executives to meet with strategic suppliers and provide insight into business trends and strategies, and plant-level supplier days that allow for sharing the company's perspectives on issues and opportunities with the supply base in an open forum. And the company has created a global supplier development function to assess the current state of its entire supply base and determine how to work with global suppliers to improve their performance. Finally, FMC is working to develop a talent pool that understands the complexities of operating in multiple time zones with sensitivity to multiple cultures and delivering economic value in uncertain times.
... recognized by senior management as a competitive advantage
Randall Ellis, Chief Information Officer and Chief Procurement Officer, FMC Technologies. Ellis has brought great change to his organization by meeting the challenges of moving from a tactical, transaction-based group to one that is truly a competitive competency. He has been leading a quiet evolution within FMC that has revolutionized the entire supply chain function, now recognized by senior executive management not only as a core competency but as a competitive weapon.