2007 Pros to Know

Honoring supply chain leaders driving strategic transformation


Tim Beauchamp
Senior Vice President, Distribution Operations, Corporate Express
Mergers and acquisitions are a challenging part of making sure the supply chain runs at peak performance, but that is where Beauchamp shines. In May 2001, Corporate Express acquired US Office Products, and Beauchamp was appointed the executive owner of the integration effort, which was definitively labeled a success. Through his efforts, the company's distribution network is recognized as the foundation of the strategic partnership existing between the Operations and Sales organizations within Corporate Express.

Karl Braitberg
Senior Director of Global Demand Management and Planning, Cisco Systems
Braitberg's message of supply chain management's importance is resonating at every level within Cisco. He leads the planning of Cisco's large and complex worldwide supply chain, with emphasis on flawless execution, continuous improvement and data-driven analysis. Braitberg is also driving Cisco's "Demand Management Excellence," which addresses demand volatility challenges and the complexities of global supply and demand balancing, and he is a key leader of "Cisco Lean," an initiative that implements Lean manufacturing principles in an outsourced supply chain.

Scott Brown
Manager Supply Chain Analysis & Design, Plexus
Uncertainty is a given within the supply chain, but those companies that face it head on, like Plexus, are poised for competitive success in the future. Thanks to Brown's development and deployment of an integrated advanced inventory optimization toolset, Plexus has reduced inventory and improved service levels, as well as reduced materials management overhead. The company now has the highest return on capital employed (ROCE) levels in its industry (>30 percent), and supply chain management is frequently mentioned by Plexus executives as a key strategic competency.

Steven J. Cassady
Director — Global Procurement, Kohler Co.
Procurement at Kohler Co. has quickly evolved from a business-unit-by-business-unit focus into a truly global approach under Cassady's vision and leadership. Upon his arrival, Cassady established the Global Procurement organization, which focused on uniting all 17 of Kohler's global purchasing groups to create the maximum value for the business each serves and the company as a whole. All subsequent initiatives required collaboration with and acceptance by top management of the business units and groups, which Cassady led across the company.

Richard Garza
CIO, The Navy Exchange Service Command (NEXCOM)
Under the leadership of its CIO, Garza, NEXCOM is currently involved in an overhaul of its supply chain operation. The $75 million project centers on the rollout of retail applications for which NEXCOM anticipates full payback in fiscal year 2009. In fact, NEXCOM already attributes a 5.2 percent improvement in retail sales last fiscal year to better product availability from the system. NEXCOM has also achieved increased in-stock positions while reducing overall inventory by upwards of 5.5 percent.

Myron Gramelspacher
Vice President, Global Logistics & Indirects, Greif Inc.
Recognizing that there was an opportunity to gain greater visibility and savings within the transportation and indirect categories, Gramelspacher has led Greif's Global Sourcing & Supply Chain organization to, among other initiatives, conduct strategic sourcing to establish preferred supplier contracts across major indirect categories. By attacking categories with the greatest visibility and driving additional savings from cost, recovery and service standpoints, initial skepticism diminished and awareness of Supply Chain as a strategic entity increased throughout the company.

Steven Lee
General Manager, Global Indirect Purchasing, The Timken Company
For Timken, the supply chain is a competitive weapon, enabling them to create operating efficiencies, drive cost savings and be positioned to support future company needs. Under Lee's leadership, the Indirect Procurement group has undergone a significant strategic transformation, creating a centralized organization, reinvesting and refocusing its resources into global commodity management and outsourcing non-core purchasing activities. Through strategic partnerships, Lee's organization has driven savings opportunities and operating efficiencies across Timken's indirect spend.

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