Dover Downs’ sustainability focus drives it to work with other companies that think green.

By Alan Dorich

Dover Downs Hotel & Casino has kept people coming back for fun and entertainment for over 20 years, and its service keeps them loyal, President Ed Sutor says. “In the hospitality industry, customers vote with their feet,” he says. “If you don’t treat them right, they’re not coming back.”

Terlato Wine Group web photo 1

Terlato Wine Group’s supply chain ensures that the grapes, glass and other materials it sources are up to its high standards.

By Jim Harris

The Terlato Wine Group (TWG)’s supply chain operations play an important role in ensuring the company fulfills its mission to “put quality first, as quality endures.” For TWG, this means sourcing and producing the finest grapes for its super premium/luxury wine brands and partnering with best-in-class suppliers.

Genysis Group web photo 3

Genysis Group integrates with its customers to develop custom solutions for every product.

By Tim O’Connor

After experiencing 44 percent revenue growth in 2016, Genysis Group knows it has hit upon the right path to move forward. The manufacturer of powdered nutritional supplements has used a lean fulfillment system and transparent communication to become an indispensible part of its customers’ operations. 

“We’re going to do it the best and we’re going to continue to do it on a grander scale,” President Adam Schwinghammer says. “We want to be the destination where people go to launch new products in powder form.”

Nutrabolt Life Sciences web photo 1

Nutrabolt Life Sciences launches new products while optimizing its supply chain for greater visibility and improved customer service.

By Janice Hoppe-Spiers

Nutrabolt Life Sciences has reorganized its operations over the past year-and-a-half to ensure its strategy is aligned with its goal of becoming the highest achieving and most respected sports nutrition supply chain in the world. The company works toward that every day by delivering superior products and service while creating life-changing opportunities for its customers.

“One of the big things I’m emphatic about is strategy first,” COO Casey Bauer says. “I came aboard in 2015, and for the first 60 days defined our strategy. To me, you have to figure out what you want to do and what do I need to do to get it done from an organization standpoint. In fall 2015, I put in place a 12-month organizational plan with five phases of changes. Fast-forward to now and it’s in place.”


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