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SAW Engineering takes an open attitude to collaboration with customers and partners on its projects. By Alan Dorich

Whether a project is large or small, SAW Engineering Ltd. makes sure to always deliver a high level of performance, owner and President Stephen Weiderick says. “It’s important for me to show value, even if it is the smallest amount of work,” he says.
    This approach has paid off for the company, which earns the majority of its work through longtime relationships with customers. “My reputation for me is everything, so I have developed a very loyal client base,” Weiderick says. “I have clients that have been with me for 18 years.”

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Tervita benefits from value-add offered by its suppliers while it prepares for an improving commodity cycle. By Russ Gager

As a waste processing and management company for the Canadian oil and gas industry, Tervita is dependent on the price of oil even if it does not directly distribute it. “Our company has been very diligent the last few years to prepare ourselves for the ups and downs of the market,” declares Juan Herroz Betancourt, vice president of supply chain management and real estate. “We mitigate and manage every dollar wisely, and that is work our staff is used to doing and is doing a fantastic job with.”
    Tervita provides a “comprehensive array of solutions for customers in the oil and gas industry,” Herroz Betancourt explains. “We have strategically positioned waste management facilities across Canada that allow us to treat the waste that is created by the industry in a sustainable fashion.

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Shields offers telecom operators complete solutions for their reverse logistics and supply chain needs.
By Chris Petersen

When Gordon Shields founded the company in 1979 in the United Kingdom, reverse logistics wasn’t something the telecommunications industry spent much time thinking about. Older, surplus and outdated equipment typically was simply thrown out, left to accumulate in expensive warehouses and forgotten about. However, Shields understood that there could be a greater benefit to its customers if that older equipment could be redeployed, resold or recycled rather than simply disposed of. Not only would recycling that equipment provide environmental benefits and help protect valuable corporate brands with full downstream audit trails, but Shields’ customers would experience significant OPEX and CAPEX savings by having their equipment redeployed by others.

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Shell’s Leandra Taylor is helping the company’s engineers understand the impacts their decisions have on the supply chain. By Tim O’Connor

Friends and family members know never to go shopping for a car or piece of furniture without Leandra Taylor. Saving money is an innate part of the 26-year-old’s personality. She spent the first 12 years of her life growing up in Indonesia, watching her mother and other relatives scout out the local market and talk shopkeepers down on price. “Deal-making is kind of engrained in their culture,” she says.
    Cost consciousness was a skill that served Taylor well as she began to seek out a career. She was accepted into the Bauer School of Business at the University of Houston in 2009. During her sophomore year she took a mandated course in supply chain, and it instantly spoke to her nature as a deal finder. Within two weeks she decided to make a career of it and joined the college’s supply chain student organization, becoming president the following year. “Something in me lit up and I knew this was something I wanted to do,” she says.

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Qualcomm’s highly complex supply chain operations give it greater flexibility in the fast-paced world of technology.
By Chris Petersen

Qualcomm Technologies Inc., a subsidiary of Qualcomm Incorporated, operates, along with its subsidiaries, substantially all of Qualcomm’s products and services businesses, including its semiconductor business, QCT. As the world’s largest provider of wireless communication technology, Qualcomm Technologies is all about connectivity. This shows even in the company’s supply chain, which brings together a very large network of partner manufacturers and distributors to supply the billions of processors, modems and other components the company delivers each year. Senior Director of Supply Chain, Mark Utter, says the company’s success rate in terms of its supply chain is well above the industry average, even though the company depends entirely on third-party providers for manufacturing of its integrated circuit products.

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