2005 Pros to Know

Supply & Demand Chain Executive honors the practitioners and providers that have proved to be 2005's thought-leaders


For her part, Moser's career in materials management and operations spans more than 20 years and includes senior positions at companies in such diverse industry sectors as pharmaceuticals, consumer-packaged goods, health care and technology. She joined Canadian communications giant Rogers Communications in February of last year as vice president and chief procurement officer with a charge, in part, to transform the enterprise's procurement function, which is a shared services organization serving Roger's cable, wireless and media divisions. (Rogers also owns baseball's Toronto Blue Jays.) Officially, Moser's purview is to oversee company-wide procurement activities, including process improvement, negotiations, sourcing and supply management at the $3.7 billion organization, which is headquartered in Toronto, where Moser is based.

Moser's philosophy regarding the use of technology to enable the supply and demand chain: "Technology is a tool, an assistant to transformation, but it is inherently not the transforming entity. Technology gives you all this data and information so that you can go in and do your job — not blindly, with assumptions, but with facts."

2005 Practitioner Pros to Know

Chris Armbruster, Director of Supply Chain Strategy, Agere Systems At Allentown, Pa.-based Agere, a global leader in semiconductors for storage, wireless data, and public and enterprise networks, Chris Armbruster focuses on designing operations for speed, flexibility and continuity. Anticipating the high-tech industry's movement away from vertical integration, and recognizing that coordination between trading partners has become critical for success in a horizontally integrated supply chain, Armbruster pioneered Agere's multi-tier collaboration processes involving a customer, a supplier and one or more trading partners between them. Armbruster created innovative just-in-time (JIT) fulfillment methodologies, including a chip JIT pull process that has improved response time to customers while postponing 50 percent of product cost, and a centralized multi-partner JIT pull process for customers using multiple electronic manufacturing service (EMS) providers. His collaboration with Lehigh University led to new patents pending in breakthrough demand management and inventory control methodologies that Agere is using to lower inventories, improve customer service and enhance cash flow.

Bill Chapman, Senior Vice President and Chief Technology Officer, Avnet Inc. Displaying visionary leadership, Bill Chapman led the development of B2B Partner Automation at technology distributor Avnet, which allows all of the company's partners, regardless of size, to connect directly to Avnet's ERP system without requiring significant changes to their business processes or investment in translation technology. The result: Smaller partners can compete with larger companies from a process efficiency standpoint, and Avnet has generated $40 million in new revenue based on new partner recruitment, with another $50 million in the pipeline. Chapman says, “As large companies continue to develop and build electronically-enabled supply chains with their partners, they will find that they can achieve even greater benefits if they are able to connect not only with their largest partners, but with their small and mid-sized partners as well.”

Neal Clute, Director of Procurement, American Italian Pasta Co. For Neal Clute, collaboration is key to working with the supply base at Kansas City, Mo.-based American Italian Pasta Co. “When we think of our customers, we want to sink our claws into them so deeply that they couldn't shake us off if they tried, and we've encouraged our suppliers to find ways to do that with us, because we know that long-term suppliers are going to provide us with the best value,” says Clute, who has overseen AIPC's use of supplier relationship management solutions from Perfect Commerce to help the company get closer to its supply base. Clute's work to maintain a streamlined procurement organization at AIPC have paid off, too: The company has increased its production capacity by a factor of six since Clute joined the organization 10 years ago, but the procurement group has grown by just two full-time buyers.

Jeffrey A. Coe, Vice President, Sourcing and Logistics, and Chief Procurement Officer, DuPont Jeff Coe brings a valuable perspective to the CPO position at DuPont, the $27 billion global company based in Wilmington, Del. Coe started as a shift supervisor with the company in 1974 and subsequently held manufacturing, technical, marketing and sales management positions with several DuPont businesses prior to being named vice president and general manager of DuPont Chemical Solutions Enterprise in 1998. He was named to his current position in September 2003, leading the DuPont sourcing and logistics organization. In steering the transformation of the global purchasing process at DuPont, Coe carries on a tradition of procurement excellence. In 2004, DuPont “centered” its sourcing and logistics organization to enable standardization and leverage. Currently, DuPont is driving initiatives to Web-enable the company's sourcing and logistics processes, enhancing visibility of spend, compliance and efficiency.

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