2010 Pros to Know

Honoring supply chain leaders building competitive advantage in recession and recovery

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By Editorial Staff

"New Normal." That's the shorthand that economists and pundits are using to suggest that the economic rules of the road have changed in the post-recession environment. The term encompasses diminished demand, constraints on capacity, supply volatility and price uncertainty, and generally higher levels of insecurity and risk. Not to mention tighter budgets, greater workloads and diminished job security.

Supply chain practitioners have been at the epicenter of the financial and economic tremors reverberating through enterprises over the past two years as companies adjust to the New Normal. Therefore, with the 2010 edition of Supply & Demand Chain Executive's Pros to Know, the magazine is recognizing a select group of supply chain executives who demonstrated leadership during the economic downturn by managing risk in the supply chain, providing competitive advantage and delivering value to the bottom line.

The 2010 "Practitioner Pros to Know" serve as role models for other supply chain practitioners looking to bring their own organizations through these turbulent times. The initiatives undertaken by these leading executives also can serve as a roadmap for strategies and practical steps that other companies can consider as they seek to navigate the new economic landscape.

This year's Pros to Know also includes executives representing software firms or service providers, consultancies, and analyst or research firms — thought-leaders who have personally helped their clients address the challenges of the recession and prepare for the recovery ahead. The learnings that the "Provider Pros to Know" have taken out of the Great Recession comprise a wealth of best practices that practitioners can apply in their own supply chains, as well as insights into how leading organizations are positioning themselves for competitive advantage in the Great Recovery.

The men and women included in the 2010 Pros to Know exemplify the talent, knowledge, skills and effort necessary for supply chain leadership. Together they are an elite group leading the industry, and their own enterprises, into the emerging landscape of the New Normal.

2010 Practitioner Pro of the Year

Scott Brown, Manager Supply Chain Analysis & Design, Plexus

When the going got tough as the Great Recession took hold, Scott Brown and his colleagues at Plexus didn't just get going, they got going faster! Plexus is the Neenah, Wis.-based provider of a wide range of services in the electronic manufacturing services (EMS) industry. Here's Scott Brown, 2010 Practitioner Pro of the Year, in his own words:

On his strategy for managing the supply chain during the recession: Our supply chain strategy is adaptable to changes in demand on a continuing basis. We do not need to reinterpret it based on transient swings. It is based on the "Laws of Supply Chain Physics," which, like the laws of physics that govern the universe, do not change. Demand was variable and unpredictable before, during and after the "recession." Lead times still are primary drivers of supply chain inventory requirements, along with service level needs. Service level needs remain high if not higher under conditions of economic duress. Optimization in this environment is, if anything, more important. Having the ability to dynamically fine tune every item in the supply chain is even more critical. That is the capability we have had and continue to improve upon.

On initiatives undertaken in the supply chain during the recession: We continued our investment in our Optimal Procurement and Deployment Modeling tools (OPDM). These tools benefit the company by ensuring that the desired service levels are met and that we balance this with our return-on-capital goals. In spite of the downturn, compared to others in our industry we saw much smaller decreases in sales, continued to lead the industry in returns on capital. We have seen how full implementation of the OPDM demand-pull-based model enables this kind of success. The integration of this approach into our sales process has been resonating very strongly with customers, helping Plexus to win future business during the downturn at a record setting pace.

On key supply chain challenges in the year ahead: Key challenges for us include acceleration of the implementation of OPDM tools and expansion of their application to more customers programs; integrating new business intelligence capabilities into OPDM and related systems; and deploying a supply chain dashboard that will provide both decision-making support and command and control capabilities in near real time. One of the most promising enhancements relates to the integration of forecast accuracy and bias measurements into the OPDM optimization logic. This logic will allow us to "separate the wheat from the chaff" when it comes to the forecasts we receive from our customers, allowing us to help them improve their forecasting process and at the same time control the liability they can and do create with biased processes. Additionally, if the upturn continues, the extension of lead times for components will place a premium on adaptability, and our OPDM systems will directly support and help ensure continued service in this environment. We have already demonstrated that parts administered under OPDM are three to five times less likely to require expediting or extraordinary effort to procure them than those not on these programs. Yet at the same time they turn on average twice as fast.

On lessons from the recession: We believed firmly that we had the tools to weather the storm, and we have proved it. Now we must redouble our efforts to fully adopt a demand-pull model driven by OPDM and the "Laws of Supply Chain Physics" on more customers programs and parts. Regardless of whether business is speeding up or slowing down, these laws — and the tools and process based on them — adapt accordingly. In a time of rapid growth and extending lead times, they help preserve service. In a time of contraction, they prevent unnecessary liability and preserve service. This is what OPDM was intended to do. We continue to work to enhance the tools based on what we have learned. Increasing their speed and capacity and increasing their degree of integration into all that we do in materials.

Scott Brown has 28-plus years of experience in Operations, Materials and Supply Chain, including at Plexus and previously at OshKosh B'Gosh. At Plexus, he is responsible for the global strategic direction of supply chain analysis, design and operational capabilities, and the tactical deployment of supply chain analysis and design tools, including the development of the research and science behind such tools as OPDM and inventory service level modeling (ISLM). He has been a frequent speaker before industry audiences, and he is a four-time past recipient of the Pros to Know award and was included in the 2009 Top 25 Supply Chain Executives by the Global Supply Chain Leaders Group (GSCLG.com).

2010 Practitioner Pros to Know

Linda Austin, CEO, Test Technology, Inc. Linda Austin viewed the recession as an opportunity both to improve her company's supply chain and to find additional ways to add greater value to her customers' supply chains. Under her leadership, Test Technology launched a Lean initiative to examine the entire value stream to identify areas for process improvement and waste elimination. The benefits: a more efficient operation, increased capacity, an empowered workforce and, most importantly, greater customer satisfaction.

Patrick Bliss, Director, Strategic Sourcing & Procurement, Apollo Group, Inc. During the recent downturn, Apollo Group used the recession's effects on the market to enhance its leverage and purchasing power with its supply chain. Contracts were re-negotiated and given extended terms, affording the supply chain a revenue stream with a growing organization, while earning Apollo deeper discounts and stronger support and delivery opportunities for its acquired products and services. In addition, the company invested in key procure-to-pay technologies and automation.

Patrick Bower, Director of Demand Planning and Customer Service, Combe Incorporated. During the recession, well-known demand planning expert Patrick Bower and his team of planners worked with the Combe marketing teams to continuously re-plan the forecast based on the latest market insights, shipments and consumption modeling, and sales inputs. By midyear the company's forecast was as accurate as ever; customer service fill rates remained very high and inventory was on the decline. Bower is quick to point out the team effort.

Bob Bushey, Vice President, Strategic Sourcing & Procurement, Health Net, Inc. Bob Bushey joined Health Net in April 2008, at the early stages of the recession, with an initial charter to transform Procurement into a world-class organization. As the recession progressed, he expanded his scope to help the organization drive dramatic, near-term SG&A savings to the bottom line. Bushey's collaborative approach proved to be a key success factor for the initiative, as it drove internal alignment around goals and objectives and strengthened communications.

Chuck Cornell, Director of Business Solutions, Johnson Outdoors Inc. In 2009 Chuck Cornell focused his attention on helping Johnson Outdoors reduce and better manage its inventory throughout the supply chain by providing near real-time visibility of inventory levels at retail store locations to Johnson's sales directors, leveraging SPS Commerce's on-demand Trading Partner Intelligence Service. This Internet-based solution provides sales directors, sales representatives, analysts and marketing staff with timely point-of-sale (POS) information, and it offers access to a consolidated view of sell-through information from the retailers that serves as an early alert system regarding the most current in-store inventory conditions.

Brian Hancock, Vice President, Supply Chain, Whirlpool. After its merger with Maytag, Whirlpool completely redesigned the company's supply chain to make it more efficient, to turn it into a competitive advantage and to implement green building and transportation strategies. By implementing new warehouse management systems to handle the volumes and complexities of the company's larger distribution centers, Whirlpool has seen significant cost savings and productivity gains, as well as improvements in transportation efficiency, helping to achieve savings of $66 million in a single year.

Abdi Hariri, Group Vice President of Global Operations, LAM Research. Abdi Hariri believes that in turbulent times a company must act and act effectively to survive. In times like these, companies like LAM need to ensure their customers' needs are addressed as much as looking after their own needs, he says. At the same time, the company works with its supplier base in defining what is needed and how it can be achieved in a collaborative manner.

Julius F. Heil, Senior Vice President, Supply Chain, CHEP. Julius Heil says that the recession put supply chain professionals in a precarious position where they were under pressure to achieve a higher level of cost savings versus acting with a partnership mentality. But Heil believes that, in the long run, the partnership mentality, based on trust, will always prevail. "Any supply chain professional that has been around for more than a few years knows that you must protect your partnerships, and your reputation, at all cost if you want a sustainable supply chain in the long run," Heil says.

Letty Hernandez, Vice President, Manufacturing & Distribution, Handgards. Under the leadership of Letty Hernandez, Handgards moved to embrace a culture of continuous improvement. In the warehouse, the company's strategy is to optimize warehouse operations to ultimately increase inventory accuracy and boost customer service levels to support continued profitable growth. In implementing the Logility Voyager WarehousePRO solution and formalizing best practices in warehouse management, inventory accuracy has risen to a healthy 99.2 percent, and the company has boosted customer service levels, improved warehouse efficiency and avoided increased costs.

John Kern, Vice President, Product Operations, Cisco. John Kern and his team approached the economic downturn as an opportunity for Customer Value Chain Management (CVCM) to become a strategic partner with Cisco engineering, instrumental in Cisco delivering on its strategy of driving innovation and entering new, adjacent markets for Cisco solutions, thus positioning Cisco for longer-term growth. His philosophy is one of early, sustained and focused engagement to ensure, for instance, that new value chains are designed to meet the specific business targets set for the new products, and that the value chains are in place and optimized at the time of first customer ship.

Raymond Kernagis, Vice President, Supply Chain, Johnstone Supply. Johnstone Supply sees the recession as an opportunity to change quickly, remain aggressive in driving operational improvements, and use its expanded distribution network to increase market share. Raymond Kernagis has led the supply chain team through several aggressive initiatives that focus on creating a strong, flexible and reliable company that continues to gain both mindshare and market share within its contractor partners. For example, by implementing Logility Voyager Solutions, the company already is seeing measurable results in more accurate forecasting and better synchronizing inventory to drive efficiency and higher service levels as a part of its competitive advantage.

Mike Maris, Senior Director, Transportation, Distribution & Logistics, Motorola. One of the key takeaways from this economic downturn, Mike Maris says, is the fact that it makes an opportune time for a company to actually increase its market share. "There are many items that contribute to the increase in market share, but the key is first to maintain or increase customer service, provide additional value-added services, and increase the customers visibility into your supply chain," he says.

Michael A. Massetti, Vice President, Supply Chain, AMD. AMD is continuing its strategic transformation of the supply chain to higher levels of customer service, reduced levels of inventory, more flexible manufacturing and globalization. Developing a competitive edge with a world-class supply chain, says Michael A. Massetti, is essential to continue driving customer satisfaction. "The one thing about being in supply chain is that you can clearly see your impact on the business," Massetti says. "With our key performance indicators and overall supply chain metrics, we've shown the team the progress they've made. It's all about instilling confidence in the team, keeping the challenges real and achievable, and stopping to appreciate the accomplishments along the way and thanking them for the efforts."

Steven Miller, Vice President, Supply Chain, Wabash National Corporation. Steven Miller has been a key corporate player in helping Wabash National navigate the recession. He worked closely and collaboratively with his suppliers to manage payment and cash flow; effectively negotiated multi-year supply agreements; and championed the implementation of a multi-company purchasing consortium. In addition, in the midst of the downturn, Miller and Wabash National hosted the company's supplier day, demonstrating a commitment to communication and a dedication to strategic relationships with its suppliers.

Juan Molina, Vice President, Supply Chain Management, Westinghouse Electric Company. Juan Molina believes sees his supply chain strategy as very straightforward: Assure continuity of supply to Westinghouse Electric Company (WEC). "The main lesson learned [from the recession] is that we need to keep alert to the market conditions and their relationship with our key suppliers," Molina says, adding this can only be achieved through a proactive approach involving interaction with suppliers beyond the traditional performance evaluation that occurs at the end of every quarter.

Shekar Natarajan, Director of Supply Chain, Pepsi Bottling Group. Shekar Natarajan has been spearheading a change and transformation initiative to completely modify his company's logistics and delivery systems. His primary responsibilities include identifying opportunities from repurposing PBG warehouses, increasing storage and driving productivity to delivering improved returns on invested capital and reducing reliance upon direct labor. He also is leading the development of new inventory management and supply chain execution systems.

Cindy Reese, Senior Vice President, Worldwide Operations, Sun Microsystems. At Sun, the goal of supply chain management is to find ways to grow both the top and bottom line results. "We want our supply chain to be viewed as a strategic differentiator for the company," says Cindy Reese. A supply chain veteran with more than 25 years in operations, Reese says that Sun has been investing in training and cross-training its team members during the recession. "Our best motivation tool is engaging our team members in our improvement plans so they can feel that they are part of the solution," Reese says.

Richard Shapiro, Vice President, Demand Forecasting, Jarden Consumer Solutions. Richard Shapiro has led the project for the global implementation of demand and supply planning across all the company's businesses. The project is enabling the company's strategy of streamlining its forecasting processes and consolidating all its brand lines under a single supply chain solution that can afford the company the visibility to optimize inventory investments and leverage supply chain best practices across a global operation.

John B. Sorci, Vice President, Global Operations, Symantec Corporation. To combat the economic recession, John Sorci recognized that Symantec's supply chain needed to rapidly evolve to meet changing buyer demands and market dynamics. Over the past two years, Sorci and his Global Supply Chain (GSC) team led a major transformation focused on driving process improvements and identifying additional cost savings opportunities from every step in Symantec's supply chain, from raw materials management and manufacturing to product packaging and distribution. In addition, he is strategically utilizing outsourcing as a lever for driving significant savings.

James Szilagy, Vice President and Chief Supply Chain Officer, University of Pittsburgh Medical Center. In the past year, James Szilagy has led UPMC's Supply Chain organization by deploying specific initiatives that allow the enterprise to do more with less. One game-changing initiative is his continued focus on expansion of the UPMC eMarketplace, a third-party solution that has enabled UPMC to build arguably healthcare's largest marketplace of contracted supplier content. The eMarketplace solution has delivered true bottom line results and myriad process savings.

Mark Vogt, Director, Marketing Management, Prudential Financial. Responsible for the procurement of printed materials and literature fulfillment, Mark Vogt says his team's strategy during the downturn was to review all current processes to identify any possible area for improvement. "Looking at the things we thought we already knew is where we found some things we hadn't seen before," he says. The big lesson, he adds, is not to be complacent with current systems and processes.

Scott Wilkerson, Director, Global Strategic Sourcing, The Clorox Company. One lesson that Scott Wilkerson believes the recession reinforced is the importance of due diligence and constant monitoring of supplier risk. He advocates knowing your suppliers better than they know themselves, as the enterprise and the supplier are inextricably bound to one another's success. In this vein, Wilkerson positions himself and his organization for all situations to take advantage of opportunities as they emerge from the recession.

Milton Young, Director - Global Sourcing, FMC Technologies. The majority FMC Technologies' suppliers have worked with the company through several business cycles, and they understand the margin pressures the company faces in a very cost conscious and competitive sector. As a result, says Milton Young, "we wanted to work collaboratively with our supply partners to share the pain and the gain of the recession and the commodities run up. We looked for a balanced approach to cost reduction, quality improvement and on-time delivery improvement from our strategic partners. We also worked to have better communications with our best performing suppliers."

Provider Pros to Know:

  • Omer Abdullah, Managing Director, The Smart Cube, Inc.
  • Rahul Ahuja, Partner, Treya Partners
  • Joe Andraski, President & CEO, Voluntary Interindustry Commerce Solutions Association
  • Mike Anguiano, Chairman, CVM Solutions
  • Andrew Bartolini, Vice President & Group Director, Global Supply Research, Aberdeen Group
  • Tom Beaty, President & CEO, Insight Sourcing Group
  • Rich Becks, Senior Vice President, Strategic Supply-Demand Solutions, E2open
  • Joey Benadretti, President, SYSPRO USA, SYSPRO
  • Sheila M. Benny, Executive Vice President, Optricity
  • Richard Benyon, CEO, Decideware, Inc.
  • Rob Bernshteyn, Chief Executive Officer, Coupa Software Incorporated
  • Joe Berti, Vice President, Field Service Management, Servigistics
  • Scott Bolduc, Senior Supply Chain Strategist, SPS Commerce
  • Valerie Bonebrake, Senior Vice President, Global Supply Chain Services, Tompkins Associates
  • John Borrelli, Director, Reverse Supply Chain Solutions, Converge
  • Jon Bovit, VP of Marketing and Strategy, CVM Solutions
  • Mireia Brancos, Managing Director - Northeast, Iasta
  • Alex Brown, Executive Vice President, ArrowStream, Inc.
  • Bob Burich, President, Georgetown Consulting
  • David Bush, CEO, Iasta
  • Robert F. Byrne, president and CEO, Terra Technology
  • Angela Chamberlain, Director - Global Trade Content, Integration Point, Inc.
  • Jeff Chiu, Vice President, Global4PL Supply Chain Services
  • Charles Clark, CEO, Rosslyn Analytics
  • David Clevenger, Vice President, Corporate United
  • Shoshanah Cohen, Director, PRTM
  • Norman D. Conway, President, Prorizon Corporation
  • William Copacino, President and CEO, Oco, Inc.
  • Jim Crouch, Senior Director, IHS Inc.
  • Al Crawford, Vice President, Technology, CipherLab
  • Tim Cummins, CEO, IACCM
  • Jim Damman, President: Transportation, Technology, Aerospace and Service Logistics -Americas, Exel Transportation / DHL Exel Supply Chain
  • Chris Dede, Director, Professional Services, Fieldglass
  • Sean Delaney, Managing Director (Europe), Iasta
  • Thomas Dieringer, CEO, Selected Services - POOL4TOOL
  • Anurag Dixit, Vice President of Marketing, Zycus
  • Charles Dominick, President & Chief Procurement Officer, Next Level Purchasing, Inc.
  • Ann Drake, CEO, DSC Logistics
  • Greg Dukat, Chief Executive Officer, StarCite
  • Rich Fanning, President, Inmar
  • Antony Francis, President, ATC Logistics & Electronics (ATCLE)
  • Jim Frome, EVP & Chief Strategy Officer, SPS Commerce
  • Mark Gavoor, Managing Partner, Cadent Resources Group LLC
  • William Gindlesperger, Chairman and Chief Executive Officer, e-LYNXX Corporation
  • Grant Gordon, Managing Partner, GSG Consulting
  • Josh Green, Co-Founder and Chief Executive Officer, Panjiva
  • Jonathan Guyett, Global Logistics Practice Leader, ICG Commerce
  • Bill Harrison, President, Demand Solutions
  • Don Hicks, President and CEO, LLamasoft, Inc.
  • Cindi Hines, Director, Standards & Regulations, IHS Inc.
  • Ryan Humphrey, Director of Professional Services, ModusLink Global Solutions
  • Ian Huynh, Vice President of Engineering, Hubspan
  • Melissa Irmen, VP - Products & Strategy, Integration Point, Inc.
  • Greg Johnsen, Co-founder and Executive Vice President, Marketing, GT Nexus
  • Jeremy Johnson, Director Product Management - Environment, IHS, Inc.
  • Josh Johnson, President, Fidelitone Logistics
  • David Johnston, SVP Manufacturing and Wholesale, JDA Software Group
  • Buff Jones, President and COO, TradeBeam, Inc.
  • Rene' Jones, Founder and President, Total Logistics Solutions, Inc.
  • Marc Kalman, Chief Executive Officer, eZCom Software, Inc.
  • Stacy Kannawin, Vice President - Business Consulting, LeanLogistics, Inc.
  • Jeff Karrenbauer, President, INSIGHT, Inc.
  • James V. Kelly, C.P.M., CEO, JVKellyGroup, Inc.
  • Scott Key, Senior Vice President, Global Products & Services, IHS Inc.
  • Tom Keyserlingk, Director, Compliance, North America, IHS Inc.
  • Eric Kimberling, President, Panorama Consulting Group
  • Rory King, Director of Product Marketing, IHS Inc.
  • Anne Kohler, Chief Operating Officer and Executive Vice President, The Mpower Group
  • Joseph Kresefsky, Director, Supplier Management, Volt Consulting Managed Service Programs
  • Peter Lachapelle, VP, EMEA Business Development, IHS, Inc.
  • Michael Laden, President, TRG Direct
  • Shawn Lane, Vice President, Strategic Accounts, Servigistics
  • Cathy Langham, President, Langham Logistics Inc.
  • Nancy Lawlor, Vice President, Client Relationship Services, Volt Consulting Managed Service Programs
  • Jim Lawton, Vice President and General Manager, Dun & Bradstreet
  • Mark LeClair, Vice President Client Program Operations, Volt Consulting Managed Service Programs
  • Don Lesem, Vice President, Product Lifecycle, IHS Inc.
  • Philippe Levy, CEO, Ivalua
  • Bill Loftis, Principal, Transportation Practice, Chainalytics
  • Thuy Q. Mai, CEO, DiCentral Corporation
  • Jim Mandt, Vice President of Technical Services, Metafile Information Systems, Inc.
  • David Markoski, Senior Vice President, Supply Chain Performance Services, VHA Inc.
  • Steve W. Martin, Vice President of Supply Chain Excellence, Ryder
  • Ashif Mawji, President & CEO, Upside Software Inc.
  • Mike McGuigan, CEO, Elemica
  • Brian McHale, CEO, Wared Logistics
  • Matthew Menner, Senior Vice President, Sales and Alliances, Transplace
  • Art Mesher, Chief Executive Officer, Descartes Systems Group
  • Ram Mohan, CEO and Co-Founder, FusionOps
  • Dennis P. Moniz, Vice President Business Technology, Flash Global Logistics, Inc.
  • Laura Mooney, Vice President, Corporate Communications, Metastorm
  • David Morgan, Founder & CEO, D.W. Morgan Company
  • Patricia Moser, President, i3 advantage inc.
  • Adeel Najmi, Vice President, Supply Chain Optimization Solutions, Product Management Group, JDA Software Group
  • Paul Newbourne, VP of Operations, Armada Supply Chain Solutions
  • Kevin North, President & CEO, Dyadem
  • Ron Nussle, Jr., President, ICR Leansupply
  • Anne Omrod, CEO, John Galt Solutions, Inc.
  • Louise O'Sullivan, CEO, Prime Advantage
  • Joe Pajer, COO and President of Supply Chain Solutions, Vocollect, Inc.
  • Abhishek Pandey, Vice President, Global eProcure
  • Mark Pearson, Managing Director, Supply Chain Management Practice, Accenture
  • Felix Pekar, COO, QuestaWeb, Inc.
  • John F. Pickering, Chief Operating Officer, Cass Information Systems, Inc.
  • Jim Preuninger, CEO, Management Dynamics, Inc
  • Patrick D. Quirk, President & Chief Executive Officer, Emptoris, Inc.
  • Dalip Raheja, CEO and President, The Mpower Group
  • Jesus Ramos, President and CEO, Puridiom
  • Joseph (Joe) L. Raudabaugh, Vice President & Partner, A.T. Kearney
  • Sergio Retamal, President & CEO, Global4PL Supply Chain Services
  • Paul Ritter, Director of Solution Architecture, ProcureStaff Technologies
  • Allen Rittscher, President, ProcureStaff Technologies
  • Robert A. Rudzki, President and CEO, Greybeard Advisors LLC
  • Alison Ruger, Director, Standards Business Development, IHS Inc.
  • Monique Rupert, Vice President, Professional Services, Kinaxis
  • Ari Salonen, General Manager, North America, Basware
  • Navanit Samaiyar, Senior Vice President and Business Leader - Procurement and Supply Chain Services, Genpact
  • Dan Sanker, President and CEO, CaseStack
  • Ted Schaefer, Director of Supply Chain and Logistics Solutions, Profit Point, Inc.
  • Peter Scott, Vice President of Supply Chain Solutions, Exostar
  • Andy Sealock, Principal, Pace Harmon
  • John Shaw, Director of Education Services, BravoSolution
  • Greg Silich, CEO, CVM Solutions
  • Sujit Singh, Chief Operating Officer, Supply Chain Consultants
  • Sreedhar Sistu, R&D Director, Global Sourcing Products, Dassault Systemes
  • Charles Smart, President & CEO, Smart Software, Inc.
  • Tracy B. Stephens, Senior Vice President, Resources Global Professionals
  • Mark Strandquest, Director, PLC Product Marketing, IHS Inc.
  • Ara Surenian, Managing Partner, Cadent Resources Group
  • Jason Treida, COO, Iasta
  • Nari Viswanathan, Vice President/Principal Analyst, Aberdeen Group
  • Rajesh Voddiraju, President, CVM Solutions
  • Gary Weiss, Executive Vice President of Global Operations, Choice Logistics
  • Pär Wetterlöf, Vice President Product Management, Supply Chain, CDC Software
  • Bob Wiedmaier, CEO, Container and Pooling Solutions (CAPS)
  • Sean Willems, Co-Founder and Chief Scientist, Optiant
  • Greg Wood, Sr. Product Manager, IHS Product Lifecycle, Electronic Component Solutions
  • Mark Woodward, CEO, E2open
  • Kelby Woodard, Partner, Trade Innovations
  • Eric Zoetmulder, Director of Product Marketing for the Public Sector, SciQuest, Inc.

And the team from Resource Optimization & Innovation, including Beverly Arnold, Curtis Dudley, Michael Eden, Mark Glissen, Michael Haywood, Steve Johnson, Bill Lambert, Robin Meyer, Mathew Moynihan, Suzie Pellechia, Elmer Ridder, Cyndie Sartin, Rick Stanger and Alex Zimmerman