Delek Logistics Partners web photo 1

Delek Logistics focuses on expanding its assets organically through customer commitment and acquisitions. 

By Janice Hoppe-Spiers

Delek Logistics Partners is investing in and acquiring assets that will expand its ability to transport and store crude oil and refined products for its parent company and external customers. Delek US Holdings, Inc. formed the master limited partnership (MLP) in 2012 to be the “logistics arm” of its growing refining and marketing business.

Based in Brentwood, Tenn., Delek Logistics specializes in gathering, transporting and storing crude oil, as well as marketing, distributing, transporting and storing refined products in the southeast United States and west Texas. “We have 805 miles of crude oil and product transportation pipelines,” President Alan Moret says. “In addition to these pipelines, we have a 600-mile crude oil gathering system, storage tanks with 8.5 million barrels of active shell capacity and product distribution terminals. These operations support Delek US refining assets as well as third-party customers.”

Sprint web photo 1

Sprint’s procurement operation contributes to the carrier’s turnaround through collaboration and transparent communication.

By Tim O’Connor

The U.S. wireless phone service industry is one of the most competitive markets in the world, according to Mariano Legaz, chief procurement officer at Sprint. Carriers fight for exclusive phone models while touting how their numbers show they have the nation’s top network. Seemingly every week a new deal emerges offering customers cash to switch service providers, and “unlimited data” is no longer an expectation but a major marketing point.

It’s an aggressive environment where market share changes with each technological advancement. But where others find stress, Legaz sees opportunity. “If you think about that, it’s a great setting for a procurement division,” he says. Carriers turn to their procurement and supply chain divisions to promote lean methodologies and secure partnership that give them the upper hand in the market. “We need to be not only good at providing what they need but we need to do it at a fast speed,” he adds.

For the last several years, Sprint has struggled against the country’s other major carriers. With 60.2 million connections as of October, according to the company’s fiscal reports, Sprint ranks fourth in market share among the leading service providers. But a turnaround is building momentum. Sprint posted a positive operating income in fiscal year 2015 [1]for the first time in nine years and at the same time cut costs by $1.3 billion.

talen

Methods like strategic sourcing enable Pennsylvania-based Talen Energy to find savings and efficiencies in its supply chain.

When people think of a supply chain, they normally get images of the efforts involved to get a part to the right place, on time. But for Talen Energy, the supply chain also involves efforts to drive down demand, Senior Vice President and Chief Administrative Officer Jim Schinski says.

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