2010 Supply & Demand Chain Executive 100

100 ways to help your company return to growth and profit in the "New Normal"

By Andrew K. Reese and Stacey Meacham



100 ways to help your company return to growth and profit in the “New Normal”


During the past two years, many supply chain organizations have gone to extraordinary lengths to help their enterprises weather the economic storm. Now, however, the economy has tilted – at least tentatively, into positive territory, and supply chain executives must orient themselves to supporting growth in the post-recessionary environment.

For some, that will mean a “back to basics” approach that continues to focus on reducing costs, while others will look “beyond the basics” and focus on helping the business realize new opportunities for growth. Either way, supply chain excellence will continue to be a key differentiator for companies looking to be market leaders. And supply chain executives will continue to seek out the roots of excellence as they lead their organizations into the “New Normal.”

For that reason, this year’s “Supply & Demand Chain Executive 100” feature focuses on how supply chain solution and service providers are assisting their customers and clients achieve supply chain excellence and prepare their supply chains for the post-recessionary return to growth. In this year’s article, we turn to the Supply & Demand Chain Executive 100 for not only “lessons from the Great Recession” but also for insights into the range of tools, tactics and strategies that supply chain executives can leverage today to achieve supply chain excellence now and ensure growth and profitability tomorrow.


» Order/Demand Management
» Sourcing
» Procurement
» Logistics/Warehouse Management
» Payment & Supply Chain Finance
» Product Lifecycle Management
» Supply Chain Integration & Infrastructure/ERP
» Decision Support/Business Intelligence/Consulting/Education/Quality


Order/Demand Management

Kinaxis (Ottawa) – Supply chain excellence is rooted in finding a way to maintain superior customer service while reducing the associated inventory risks. Becoming increasingly sensitive to the actual day-to-day state of the supply chain, coupled with a dramatic increase in the organization’s ability to respond appropriately and consistently to change are becoming the new competitive advantages.


Avercast LLC (Ririe, ID)  – Supply chain excellence begins at the forecast and come up through the company so that every member of every department will have a common goal.


Axxom Software AG (Munich, Germany) – Running multiple what-if scenarios is great in a network optimization exercise but also to prepare for periods of change or volatility.


Demand Solutions (St. Louis) – Leverage tools that can incorporate more recent sales history, as opposed to forecasting systems driven by simple purely mathematical formulas.



E2open (Foster City, CA) – Strategic planning needs to occur more often and have the benefit of current demand-supply information gathered in hours.



John Galt Solutions (Chicago) – Use solutions that can increase visibility across all parties involved in the forecasting process, and also scale with rapid business growth.


Logility, Inc. (Atlanta) – Learn to trust what your forecast systems are telling you as you’re navigating through a period of volatility.

Plan4Demand Solutions (Pittsburgh) – Use the S&OP process to review overall supply chain plan through a financial lens to ensure all groups are targeting the same corporate goal.


Smart Software, inc. (Belmont, MA) – For demand planning functions hit by layoffs, look for solutions that enable planners to perform large-scale forecasting jobs more efficiently, saving time and rapidly producing accurate forecasts.


Supply Chain Consultants (Wilmington, DE) – Ensure you have tools and technologies in place to manage volatility in your supply chain before the next disruptive event occurs.

Terra Technology (Norwalk, CT) – Consider a “demand sensing” tool that uses pattern recognition mathematics to decipher daily demand signals and generate a more accurate forecast.

More 2010 Supply & Demand Chain Executive 100 Companies

ArrowStream, Inc. (Chicago) ; Aldata Solution (Atlanta); Cadent Resources Group, LLC (Lake Bluff, IL); Exostar (Herndon, VA); INSIGHT, Inc. (Manassas, VA); Zilliant (Austin, TX)



BravoSolution (Malvern, PA) – Skill building is essential to any sourcing organization. Teams that were downsized in recent years need the skills and support to absorb new sourcing volume faster than they will be able to add headcount to their teams. Look for partners that can work with you to create “lifetime learning programs” that help to support users with a balanced combination of classroom training, online training and a vibrant user community that works in concert to continually build both technology and business skills.

Ariba (Sunnyvale, CA) – Companies can mitigate brand, commodity and disruptive risks through the agility provided by service-based software delivery models.

CombineNet, Inc. (Pittsburgh)  – Being a trusted partner to suppliers now can nurture relationships and lead to “preferred status” when economic growth leads to capacity constraints.

Global eProcure (Clark, NJ) – With the rise of multiple low-cost supply and demand centers in developing economies, supply chain organizations must be flexible in sourcing raw material and distributing finished goods and services to these regions.

Iasta (Carmel, IN) – Companies who prepared themselves for supply risk created comprehensive risk management initiatives to deal with global supply threats during the economic downturn.

Insight Sourcing Group (Norcross, GA) – If you haven’t already negotiated better deals with suppliers, cut costs in important expenditure areas, and secured jobs for your employees, you’re behind the curve.

JVKellyGroup, Inc. (Huntington, NY) – Supply chain executives need to be concerned with and must manage and update their supplier contingency plans with much more rigor than before.

OnDemand Resources, LLC (McLean, VA) – Leveraging experienced project/interim resources on a temporary basis to deliver savings and efficiencies while keeping the organization nimble.


Source One Management Services, LLC (Willow Grove, PA) – Organizations should adopt a variety of sourcing strategies in order to adapt to the ever-changing economic environment.


Treya Partners (Thousand Oaks, CA) – Continue to apply cost management best practices during growth periods to accelerate away from the competition in operating margin performance.

More 2010 Supply & Demand Chain Executive 100 Companies

Core Solutions (Scotch Plains, NJ); Selected Services - POOL4TOOL (Vienna)



Genpact (Gurgaon, India) – Companies striving for best-in-class performance must take an end-to-end view to transforming their supply chain processes, addressing all segments of the supply chain and focusing on root causes to ensure a “one-time fix” rather a succession of “quick fixes.” This eliminates small incremental gains and helps realize the maximum possible improvements in a company’s working capital position and costs.

Puridiom (Mechanicsburg, PA) – As the economy regains steam, it will be easy for organizations to return to past practices. However, smart companies will use the “lessons learned” approach and continue with their improved spend management and increased sourcing initiatives that have enabled their survival and prepared them for the post-recessionary return to growth. With increased diligence and continuation of the strategies put in place during the recession, these companies will continue to grow and be prepared should such economic times occur again.

Avendra (Rockville, MD) – Supply chain excellence is rooted in the concepts of thoroughly understanding and meeting the needs of all of the constituents in the supply chain.


Basware (US: Stamford, CT) – By establishing closer collaboration between procurement and finance, companies can gain a single unified view into and control over the financial value chain.


D&B (Short Hills, NJ) – Companies need increased visibility into all aspects of their suppliers’ businesses, not solely financial data and top-tier suppliers, to avoid supply chain disruptions.

e-LYNXX Corporation (Chambersburg, PA) – Manage with an enterprise-wide perspective to achieve economies of scale by channeling a category like printing through a central source.

Emptoris, Inc. (Burlington, MA) – Ensure that your supply management solutions provide not only visibility to data but also actionable intelligence, to overcome the “sea of data” effect.


Enporion (Tampa, FL) – Leverage enablers that can provide a team of professionals who manage and execute the support tasks that many organizations find so demanding on increasingly overloaded staffs, or even impossible to perform with reduced staffs.



IQNavigator (Centennial, CO) – Economic recovery usually begins with contingent labor. Make sure you have the tools in place to manage this category of spend.


AvercastManagement Controls, Inc. (Houston, TX) – Tap tools to ensure your complex construction and maintenance work is performed on time and on budget.


Prime Advantage (Chicago) – Leverage a group purchasing organization that can deliver cost savings through group volume discounts and rebates, and with a bench of top suppliers.

ProcureStaff Technologies (New York) – Focus on gaining total global visibility and control over all your contingent workforce supply chain and labor/services spend.

Prorizon Corporation (Atlanta) – For large and medium size companies, there’s a level of “scope creep” that infects a process as it evolves over time. Sometimes moving “Back to Basics” means taking a fresh look at the company’s core processes.

SciQuest, Inc. (Cary, NC) – While the recession focused unprecedented attention on the importance of supply chain optimization, most organizations have yet to realize the full potential of the people, processes and technologies that together comprise best practices.

Stamps.com (Los Angeles) – In these tough economic times, it is more important than ever to economize wherever possible. One potential revenue sink often overlooked is the inefficient way many companies still ship their products – using physical postage or postage meters to label their packages before shipping. Look into alternatives that can save the business both time and money.


The Shelby Group (North Barrington, IL) – Supply chain organizations investing in value-added services to address challenge areas now will be prepared to address risk moving forward.


Volt Consulting Managed Service Programs (New York) – Leverage a services supply chain solutions provider that can offer consultations designed to develop the most tailored, customized services procurement program for your unique business needs.

More 2010 Supply & Demand Chain Executive 100 Companies

Corporate United (Rocky River, OH); Fieldglass (Chicago); InnerWorkings, Inc. (Chicago); NPI (Atlanta); Staples, Inc. (Framingham, MA)


Logistics/Warehouse Management


Inmar (Winston-Salem, NC) – Supply chain visibility is key for forward flows, but also reverse flows. Returned product can be a symptom of buying/selling too much (overstocks), stocking wrong products for the stores’ market (wrong assortment) or introducing new products that fail (product failures). All of these symptoms affect inventory and impact the ability to balance cost and customer service requirements. The new norm will require that balance.



CaseStack (Santa Monica, CA) – Smaller budgets should not translate into sacrificing quality, downsizing distribution or compromising corporate commitments.


CDC Software (Atlanta) – Going back to basics is about being efficient and better utilizing existing resources to produce the same volume with fewer personnel, less material or in less time.

Cambar Solutions

Cambar Solutions (Charleston, SC) – Embrace the growth challenges of your mid-market company by improving operational efficiencies and reducing costs in your warehouse and distribution center operations with Cambar Solutions’ Warehouse Management System (WMS).


Celsis International Ltd. (Chicago) – Leverage an enabler that can help you create a supply chain that is defined by more responsive manufacturing processes and streamlined operation.

Choice Logistics (New York) – Look for service providers that can consolidate a diversity of solutions under one offering to meet the breadth of your service needs.

CipherLab USA (Plano, TX) – Maximizing the bottom line for customers is priority No. 1. Focus on solutions that minimize over- or under-stocking with real-time automation.

Descartes Systems Group (Waterloo, Ontario) – For logistics intensive organizations, a federated network offers an inter-enterprise collaborative model that unites all members.

DiCentral (Houston, Texas) – Look for solutions that unlock data typically trapped in ERPs and legacy WMS, enabling you to share information across boundaries.

D.W. Morgan

D.W. Morgan Company, LLC (Pleasanton, CA) – Tap a service provider that can combine on-the-ground resources in key, global manufacturing locations with real-time visibility tools and strategic consulting so that you can extend into new markets.


Fujitsu America, Inc. (Sunnyvale, CA) – Engage with enablers that can deliver granular insights on your current workflows and then help define best practices and standardize processes.

HighJump Software (Eden Prairie, MN) – Companies that are ready to experience the benefits of a tier-one WMS or TMS without all the upfront costs are turning to Cloud-based offerings.


IES, Ltd. (Midland Park, NJ) – Look for solution providers that offer a foundational platform upon which to build by adding modules and/or functionality as you grow.


Knighted (Ossining, NY) – To achieve supply chain excellence at lower costs and more quickly, consider augmenting and extending your past investments.


LeanLogistics, Inc. (Holland MI) – Transportation professionals need to take advantage of every opportunity for collaboration with trading partners.



Manhattan Associates (Atlanta) – Don’t simply accommodate and account for operational silos, literally break them down.



Next View Software, Inc. (Orange, CA) – Implement Labor Management & Productivity solutions to optimize labor performance, measure productivity, improve workflow processes and create an environment and culture where everybody is on board with productivity improvements.



Optricity (Research Triangle Park, NC) – Beware “optimization” hype. True supply chain optimization technologies take a unique skill set to adequately build, and the proof is in the results based on implementation.



PINC Solutions (Berkeley, CA) – Asset visibility & management solutions leveraging wireless technologies automate data collection and provide users with accurate, timely information.


RedPrairie Corporation (Waukesha, WI) – The focus this year should be on adding value to the customer more than cutting costs.


Retalix Ltd. (Plano, TX) – Put the tools and processes in place to enable automated traceability operations. Doing so will shield them against potential hazards should a recall occur in their industry.



SEKO Worldwide (Itasca, IL) – As the economy improves and companies return to growth mode, work to keep operations as Lean and cost-effective as possible.


TMSi Logistics (Portsmouth, NH) – Look for service providers that are investing in their own people rather than focusing solely on their bottom line.

More 2010 Supply & Demand Chain Executive 100 Companies

Accellos, Inc. (Colorado Springs, CO ); ATC Logistics & Electronics (Fort Worth, TX); DEX (Camarillo, CA); Fidelitone Logistics (Wauconda, IL); Integration Point, Inc. (Charlotte, NC); Lucas Systems, Inc. (Wexford, PA); Management Dynamics, Inc. (East Rutherford, NJ); Menlo Worldwide Logistics (San Mateo, CA); ModusLink Global Solutions (Waltham, Ma) ; Ryder System, Inc. (Miami); SmartTurn (San Francisco – acquired by RedPrairie); Strive Logistics (Chicago); System Design Advantage (Bloomington, MN)


Payment & Supply Chain Finance

TradeCard (New York) – The trend of multi-level supply chains makes visibility across players a challenge. By leveraging a collaboration platform that facilities automated transactions from purchase order through settlement while roping in all key parties to the transaction, you can create true multi-level supply chain collaboration that provides a unique ability to “follow the thread” of payments, products and data all the way from the source to the shelf.


Product Lifecycle Management


IHS, Inc. (Englewood, CO) – The “new norm” is a world of sustainability and open disclosure of substances in your products and throughout the supply chain, as well as their lifecycle impact on people and the planet. The time is now to pursue full material disclosure and a strategy for company transparency, as well as to start gaining visibility to – and calculating – their true lifecycle costs. There’s operational, cost, and supply chain benefits in the short term, evidence that shows companies are gaining competitive advantage today from this, and finally, it’s the future direction of tomorrow’s supply chains and those who do not run the risk of being left behind.



Averna (Montreal) – Post-recession is the best time for an OEM to evaluate and update its test and manufacturing methods. In this period — and most likely during the recession itself — they need to cast a critical eye on the strategies they use to reach time-to-quality and time-to-market. Old, inefficient methods will be discarded, and many supply chain executives will consider investing in off-the-shelf tools to automate their operations.


More 2010 Supply & Demand Chain Executive 100 Companies

Centric Software (Campbell, CA); TradeStone Software (Gloucester, MA)


Supply Chain Integration & Infrastructure/ERP


Blinco Systems Inc. (Toronto) – Fundamentally supply chain excellence is achieved when internal processes, external partners, regulatory agencies, actions and transactions are integrated and synchronized so that all participants have one view of the entire supply network.


Acsis, Inc. (Marlton, NJ) – Don’t think of supply chains as “serving” the factory; rather, the factory must be considered as an integral part of the overall value chain.


eModal (Irvine, CA) – Look to community-based solutions, like eModal, an online port community system developed to improve communication and coordination between the trucking, marine and rail communities, to help eliminate bottlenecks while increasing security and reducing costs.



GXS (Gaithersburg, MD) – Let’s face it: Microsoft Excel is still the leading supply chain tool. Find solutions that can automate the exchange of B2B e-commerce transactions using Excel.



Hubspan Inc. (Seattle) – Consider a Cloud-based integration platform delivered as a managed service that integrates and translates data and documents, and automates business processes.


SAP (Walldorf, Germany) – SMEs should look to on-demand software to manage global supply chains at an affordable price and without having to invest their capital in IT infrastructure.

SPS Commerce (Minneapolis, MN) – Equipped with timely, accurate inventory information, sales teams are more knowledgeable and will become trusted partners to their retail customers.

VAI (Ronkonkoma, NY) – Supply chains must become connected and integrated end-to-end with suppliers, partners, and customers—real-time and in constant collaboration.

Xterprise (Carrollton, TX) – Lean in-store retail execution, enabled by RFID, radically improves the ability of retailers to surpass customer expectations in store, while reducing inventory and shrink.

More 2010 Supply & Demand Chain Executive 100 Companies

eCustoms (Buffalo, New York); eZCom Software Inc. (Englewood, NJ); Metastorm (Baltimore, MD); Sterling Commerce (Columbus, OH – acquired by IBM); SYSPRO (Costa Mesa, CA); UpNet Technologies, Inc (Minneapolis, MN); Wesupply (Coventry, UK)


Decision Support/Business Intelligence/Consulting/Education/Quality


ADR North America (Ann Arbor, MI) – Develop a continuing learning culture and tap into skills assessment and training programs that improve your staff’s (and your own) professional skills with customized programs that can be delivered in any format throughout the world.



BSI (Reston, VA) – Leading companies are assessing the supply chain Total Cost of Risk (TCOR) and calculating the ramifications of shifting suppliers or manufacturing locations.



Dyadem (Toronto) – Tap a solution that enables all levels of the company to view critical quality risk data, empowering management with real-time data to make better decisions faster.


Fortna Inc. (West Reading, PA) – Supply chain survival equals cost reduction initiatives, maximizing people, processes, systems and assets, and these must become part of company culture.


Global4PL Supply Chain Services (Santa Clara, CA) – Engage with an enabler that will conduct a no-cost audit of your transportation spend and identify opportunities for cost savings.



Next Level Purchasing, Inc. (Moon Township, PA) – At the root of supply chain excellence is a skilled procurement staff that recognizes that the pace of change in the industry requires individuals not only retain the basic skills of purchasing, but also develop new skills and processes to order to achieve continued success.



Profit Point (North Brookfield, MA) – Supply chain excellence is independent of the economic cycle: The best decisions for supply chain performance work equally well in good times and bad.



Riverwood Solutions (Menlo Park, CA) – In the post-recessionary economy, those executives reshaping their supply chain to create an “Invisible Supply Chain” for their customers are focused on the following indicators of supply chain excellence: Efficacy, Responsiveness, and Supply Continuity, Shock Resistance & Risk Mitigation.



Spinnaker (Denver) – Combine the ability of planning decision support technologies to make optimized decisions quickly with operational capabilities to quickly execute these decisions.


D.W. Morgan

D.W. Morgan Company, LLC (Pleasanton, CA) – Tap a service provider that can combine on-the-ground resources in key, global manufacturing locations with real-time visibility tools and strategic consulting so that you can extend into new markets.



The Smart Cube, Inc. (Chicago)  –Strategy is still paramount: Despite the emphasis on cost management and survival, the most successful organizations will be those that maintain a focus on strategy – be it for the business or a given category.


More 2010 Supply & Demand Chain Executive 100 Companies

Greybeard Advisors LLC (Pittsburgh); Pace Harmon (Vienna, Va.); Panjiva (New York); PivotLink (San Francisco); River Logic (Dallas); TSCP: Transglobal Secure Collaboration Program (Herndon, VA); W. P. Carey School of Business at Arizona State University (Tempe, AZ)

Companies submitting for the 2010 “100” were asked, for purposes of classification, to indicate the primary segment of the supply chain that the company enables, or in which the company provides services. For the purposes of this article, most companies appear under the segment indicated in the submission, but note that many companies provide solutions or services in multiple segments of the supply chain.