Meet Some More of Our Pros to Know

These men and women have what it takes to get the job done

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As you know, the March issue of Supply & Demand Chain Executive is devoted to our Pros to Know. Unfortunately, due to a confluence of issues, a number of the winners who were to receive expanded listings did not get them. What follows gives them their due. We apologize for this serious mistake, and already put into place a number of checks and balances to ensure it doesn’t happen again. We deeply regret this error.

Barry Hochfelder, Editor


Jake Barr, CEO, BlueWorld Supply Chain Consulting

Barr spends a great deal of time consulting with companies and demonstrating how following three tactics can be game changing to their results:

  1. Drive visibility of the supply chain across the enterprise (what is owned, and what is supplier or partner managed).
  2. Implement the capability to leverage visibility to potential demand/supply exceptions in near real time for trade-off decisions on cost/cash/service/margin.
  3. Redesign the organizing model to eliminate lag time in decision-making and conserve capital (human and monetary).


Dave Lindeen, Senior VP of Sales, Corcentric

Lindeen has long understood that what goes on behind the scenes is a vital part of making the entire supply chain function at its highest level. He has worked closely with procurement professionals and their suppliers to accelerate and ensure accuracy in the entire procure-to-pay process. His involvement has given supply chain executives the freedom to focus on more strategic issues, confident that all necessary information, data, and payments are communicated between parties.

Peter Edlund, Senior VP of Global Marketing, DiCentral

Edlund has helped transform the firm from a small electronic data interchange (EDI) company to a robust supply chain solution provider with a global presence. He says companies are struggling to effectively collaborate with their business partners, but those that choose this route become rapidly scalable and able to accommodate their customers’ ongoing business-to-business (B2B) integration requirements with relative ease. This allows them to focus on other critical supply chain items like sourcing and transport.

Thuy Mai, Founder and CEO, DiCentral

Companies of all sizes need tools that provide speed, efficiency and flexibility to achieve the best supply chain. It’s a matter of developing the right tools for the right companies that do the right job at the right time. And that is what Mai and his team strives to do to ensure the best possible supply chain experience for clients.

Geoff Annesley, General Manager, Semiconductor, E2open

Many companies keep making the same mistake, Annesley says, making it next to impossible to improve quality and reduce costs. They build their supply chain without thinking about suppliers. As a result of, there’s a major disconnect between customers and suppliers. Overcoming this hurdle means having the right tool in place to bring both of these key players into alignment or processes aren’t friendly for manufacturing.

Pawan Joshi, VP of Strategy, E2open

Joshi has helped companies deploy innovative supply chain models and leverage technology to support them. He is effective at bringing information technology (IT) and operations teams together to address complex supply chain needs and develop a roadmap for continuous innovation. He has worked in diverse industries, and excels at engaging with customers and prospects, quickly diagnosing both the challenges and opportunities in their supply chains.

Steve Lykken, VP of Customer Solutions, E2open

Lykken can quickly identify the crux of a complex problem and formulate pragmatic solutions. His peers regularly credit him as a major contributor to their respective companies’ rapid growth. He is committed to helping customers develop solutions that gain visibility into and control over their trading networks through real-time information, integrated business processes and advanced analytics.

Gavin Murphy, EVP and General Manager, Entercoms

Murphy sees the value in collaborating with clients at multiple levels—from people working on the shop floor to the C-Suite. He has a keen aptitude for understanding their unique needs and pain points. His inclusive approach not only ensures a greater depth of knowledge about his clients’ businesses, but it also lays the foundation for confidence and participation in their mutual quests to address the increasingly complex supply chain challenges businesses face today.

Rahul Singh, Ph.D., Co-Founder, and Chief Strategy and Solutions Officer, Entercoms

Singh and his technical staff routinely engage with Fortune 100 companies to deliver an end-to-end process for aftermarket supply chain management enabled through a proprietary control tower platform. The control tower synchronizes disparate data and uses predictive modeling techniques to provide visibility across functional lines, increasing the velocity of decision-making and delivering improvement in operational to financial metrics.

Sergio Retamal, President and CEO, Global4PL

To quote Retamal: "The current challenge of the supply chain function is that it has not reached the C-Level as much as it should have. The COO position is a natural position for the ranks of supply chain management, thus it is not just a problem of aligning strategies, but rather that supply chain professionals have the capacity and experience to set sound and effective strategies for their company. Global4PL's challenge is to make sure that companies understand the raw upper management on their own supply chain operations."

Meredith Marshall, Procurement Implementation Manager, Puridiom

Key challenges for customers include gaining respect, bringing in more spend under management and building key online relationships, Marshall believes. A customer recently contacted her to begin the implementation of incorporating operational expenses into its Puridiom application. It was discovered that this spend was being completed by multiple means, some just on a piece of paper. By consolidating all employees requests to one platform visible to procurement, the customer is now better able to utilize spend using resources with qualified, preferred online suppliers for purchases.

John Costanzo, President, Purolator International

Costanzo has taken Purolator International from a small U.S. freight forwarder to a leading provider of cross-border services that offers expedited and economy parcel and freight services, transportation management, customs brokerage, warehouse and returns management, and more. He has also successfully built Purolator’s U.S. growth and brand outside of Canada—opening 20 new regional branches in the U.S. since 2001, giving Purolator International a presence in 30 U.S. markets.

Cliff Otto, CEO, Saddle Creek Logistics

Since joining the company in 2001, Otto has helped guide Saddle Creek’s transformation from a mid-sized, regional third-party logistics provider (3PL) to a national logistics powerhouse. The company’s integrated service offerings have evolved to include warehousing, transportation, packaging, fulfillment and more. Under Otto’s direction, the company has doubled in size. Today, the company operates more than 16 million square feet of space in 37 locations nationwide with the help of over 2,500 associates.

Dawn Tiura Evans, President and CEO, Sourcing Interests Group

Evans feels strongly that, for the supply chain to better align with a company’s broader strategy, it must have a seat at the table. Four years ago, Evans and her team created an Executive Roundtable program to provide a venue for CPOs to interact with CIOs, CFOs, general counsel, HR executives and BPO leads so issues could be shared cross-functionally. She maintains that we must learn to present sourcing decisions from a strategic benefit standpoint to the office of the CFO, which guarantees CEO backing.

Sarah Holliman, VP of Marketing, Sourcing Interests Group

Supply chain leaders are among the only employees in a company with true insight into all lines of business. Holliman believes that supply chain executives must do a better job of communicating their successes to the broader organization so the value they bring is not only better understood, but also regularly sought out. She has found ways to start dialogs by facilitating C-Level discussions at cross-functional executive roundtables.

Mary Zampino, Director of Sourcing Intelligence, Sourcing Interests Group

Zampino finds that supply chain leaders often do not have the executive support they need because there is little consistency in where the supply chain lives in their companies. Sometimes these professionals report up to a CFO, but other times, they are far removed from that type of influence. As cost-cutting and compliance continue to be priorities for CFOs and CEOs, the role of the supply chain gains in value. To best align, the supply chain group must make their strategic activities widely acknowledged and understood.

Joey Benadretti, President, SYSPRO USA

In the small to medium business market, enterprise resource planning (ERP) buyers have choices of reasonably equitable software. Typically, specific functionality and the relationship with the supplier are major differentials. Success is often intertwined with having a synergistic long-term relationship based on trust. Benadretti and the executive leadership at SYSPRO are responsible for building trust throughout the value chain. While some customers are local, others have regional, national or global operations. Some are single-site environments, while others span across borders with multiple facilities. These complexities drive the company to aim higher to meet expectations.