Dr. Lisa M. Ellram, Bebbling Professor of Business, W.P. Carey School of Business, Arizona State University
Ellram, who was named as a Dean's Council of 100 Distinguished Scholar in 2001, is a well-known and respected voice in the halls of academia. A regular presenter at Institute for Supply Management (ISM) international conferences, Ellram has also conducted seminars on various supply chain topics for numerous graduate and business schools and private companies. She has served on the board of directors of CAPS research, chaired
the Institute of Supply Management's Educational Resource Committee and is a founding member of the Procurement Sciences Institute. In addition to having published more than 50 articles in a number of journals, Ellram currently teaches supply chain design and cost management issues in the day and online MBA programs at ASU, as well as directs Ph.D. students at the university and teaches purchasing research and negotiations in the undergraduate supply chain management program.
Dr. Marshall Fisher, UPS Professor of Operations, and Information Management, The Wharton School, University of Pennsylvania
Dr. Fisher has built his career on pioneering research in logistics and supply chain coordination. He was elected to the National Academy of Engineering in recognition of
his contributions to the use of mathematical analysis to improve supply chain performance in companies, served as president of the Institute of Management Science, and has received numerous awards for his thought leadership and teaching. Fisher directs the Consortium for Operational Excellence in Retailing (COER), which focuses on supply chain issues for retailers, and he has been a consultant to over 60 companies during his academic career, with a number of them ranking in the Fortune 500. From 1997 through 2000 Fisher, along with co-workers, conducted a multi-year study funded by the Sloan Foundation to investigate how retailers can exploit information technology and flexible manufacturing to improve the merchandising of fashion products.
Walter George, Executive Vice President of Operation and Supply Chain, American-Italian Pasta Co.
Prior to joining AIPC in January 2001, George completed a 12-year career as vice president of supply chain for Colgate-Palmolive's pet food subsidiary, Hill's Pet Nutrition, where he was a member of the parent company's global logistics council. George began his career with Frito-Lay, and his experience ranges from plant management, inventory planning and management, sales and operations to customer service, logistics and strategic planning. George said that one of the keys to his success with AIPC's supply chain is a thorough understanding of what the company does. "We don't build a process around technology. We understand our processes so well that we identify the process improvement and the application, and then we go find the technology."
Ray Hill, Chief Procurement Officer, Pitney Bowes
Hill has spearheaded the implementation of e-business solutions throughout Pitney Bowes' purchasing function since joining the company in 1995. In particular, he has led the company's efforts to work with solution providers to develop such applications as supplier management software. His team's efforts are credited with generating in excess of $500 million in savings to the company's bottom line, reducing purchasing cycle times, cutting inventory by more than $100 million and raising product quality and overall supplier serviceability. Hill believes that companies that view the supply chain as purely a back-office function, and that focus exclusively on taking money out of their supply chains through cuts in operating expenses and people, are being short-sighted. Rather, companies must be prepared to invest in their supply chains to drive greater value for customers and shareholders. "When you realize there is a lot of money in this and you can improve your bottom line, it's an easy decision," he says.
George Jackman, Director of Customer Marketing, Welch's
Over the past two years, George Jackman has had the responsibility of developing the vision and selecting the technology to rationalize and accelerate Welch's sales planning and promotional effectiveness processes. He evangelized the use of a commercial application to maximize time to benefit, oversaw the adoption process across the company, and educated employees at all levels of the company by developing or overseeing the production and delivery of training modules to explain principles and reinforce learning. He also ensured that Welch's leadership team understood and supported the changes he was implementing. The result: a transformed corporate demand forecast with complete visibility that achieved several million dollars in savings. According to Jackman, "Investing in appropriate technologies is the correct approach to preserve a responsible and flexible supply chain with maximum visibility of information at any point in that chain."