2004 Supply & Demand Chain Executive 100

D&B (Short Hills, NJ, 1841, public). Empl.: 65 (+5%); revs: $33.1 million (+16%); custs.: N/R; impl.: 4-6 wks; train.: Key Problems Solved: Identify new and recurring savings by gaining 100% visibility into the global spend, uncovering increased negotiating leverage, ensuring diversity of approved suppliers, reducing exposure to supplier failure, tracking 100% compliance
Key Differentiators: DUNSRight process collects, aggregates, edits and verifies data from thousands of sources daily for accurate, timely and relevant content.

DAVACO Inc. (Dallas, TX, 1990). Empl.: 600 (+30%); custs.: N/R (+31%); impl.: 1-60 dys; train.: 1-7 dys; payback: 30-45 dys; svcs.: N/R. Key custs.: CVS, GAP, Kohl's.
Key Problems Solved: Conducts online domestic and global sourcing, coordinates and executes high-volume store installations and remodels and design brand and product merchandising programs. Supports multiple industries.
Key Differentiators: Full service retail solutions, product and brand merchandising, patent-pending online sourcing platform saves clients an average of 25% on costs and up to 50% on cycle time, global supplier network to assist clients across multiple industries in sourcing goods and services, employee-based, national coverage.

Demand Solutions (St. Louis, MO, 1985). Empl.: 105 (+10%); custs.: 2,200 (+5%); impl.: 10 wks; train.: 2 wks; payback: 6 mnths; svcs.: 1:3. Key custs.: Hyundai, Ingersoll-Rand, Avery Dennison.
Key Problems Solved: Helps companies maximize efficiencies in their supply chain, empowering them to continuously improve customer service levels with a lower inventory investment.
Key Differentiators: Ease of use, accuracy of forecast, ease of importing and exporting data, general flexibility throughout the entire demand planning system.

Demantra (Waltham, MA, 1996). Empl.: 85 (+10%); custs.: 150 (+20%); impl.: 8-12 wks; train.: 6-120 dys; payback: 3-6 mnths; svcs.: 50%. Key custs.: Wendy's, Welch's, Dunkin' Donuts.
Key Problems Solved: Enabling customers' marketing, sales, finance, supply chain and operations departments to work off a single, integrated, collaborative plan to optimize service levels, increase profit margins, significantly drive customer responsiveness.
Key Differentiators: Spectrum Suite delivers advanced demand modeling to improve forecasting accuracy and optimize demand, inventory and marketing planning.

Denali Consulting (San Francisco, CA, 1996). Empl.: 25 (+9%); custs.: 20 (+14%); impl.: varies; train.: 1-3 dys; payback: 6 mnths; svcs.: 10%. Key custs.: Wachovia, Southern California Edison, Pacific Gas & Electric.
Key Problems Solved: Supply chain strategy development; complex strategic sourcing programs; supplier development and performance management design and implementation; e-sourcing strategy and implementation.
Key Differentiators: Focuses exlcusively on supply chain management solutions, only utilizes highly experienced resources, offers more flexible consulting engagements, provides better resources at lower rates.

diCarta (San Carlos, CA, 1998). Empl.: 120+ (+35%); custs.: N/R (+280%); impl.: 4-16 wks; train.: 1 wk; payback: 3-6 mnths; svcs.: varies. Key custs.: Kohler, Walgreens, Kraft.
Key Problems Solved: Companies gain control over their contract management procedures, increase visibility into contractual obligations, and drive suppliers' compliance with their agreements.
Key Differentiators: Successful deployments in the Global 2000, functionality spans entire contract management lifecycle, only closed-loop solution for driving supplier compliance, packaged solutions for major ERP systems and SAP certified.

DSSI (Southfield, MI, 1999). Empl.: 85 (+13%); custs.: 31 (+6%); impl.: 12 wks; train.: 1 wk; payback: 3 mnths; svcs.: 90%. Key custs.: Delphi, Metaldyne, DURA Automotive.
Key Problems Solved: Provides outsourced purchasing solutions. Clients centralize their indirect spend through DSSI's technology and services while aggregating volume with other clients to achieve maximum savings.
Key Differentiators: Offers a complete solution that includes technology and services. Cost savings sharing business model aligns company with its clients to achieve year-over-year savings.

EC Sourcing Group (South Orange, NJ, 2001). Empl.: 8 (+0%); custs.: 35 (+20%); impl.: 2 wks; train.: 1-2 wks; payback: 3 mnths; svcs.: 10%. Key custs.: Liz Claiborne, Benjamin Moore Paints, Connell Purchasing Services.
Key Problems Solved: Collaboration internally and with suppliers, reduced sourcing cycle-time, improved process efficiency, enhanced analysis/decision support and improved savings compared with conventional processes.
Key Differentiators: Emphasis on ease-of-use, flexibility and the entire Strategic Sourcing process (not just auctions). Other purchasing-related problems can also be addressed through client tailoring.