Keurig Canada web photo 1

Keurig Canada’s supplier management program and negotiation tool pave the way for productive partnerships that result in greater success.

By Janice Hoppe-Spiers

Keurig Canada attributes its ever-increasing household penetration rate in a highly competitive landscape to being both a disruptive, leading-edge technology company and a leader in specialty coffee that is “extremely loved” by its consumers. To maintain its position in Canada’s single-serve beverage market, the Montreal-based business unit of Keurig Green Mountain invests heavily on relationships throughout its supply chain.

“It’s about finding the right suppliers and working with them,” Director of Procurement and Logistics Joseph Souaid says. “It’s a two-way relationship – one party can’t succeed without the other and we recognize that.”

Keurig Canada offers a wide range of premium coffees in a variety of formats, as well as Keurig® Single Cup coffee makers and Keurig® brewed coffees, teas and other beverages. Van Houtte® and Timothy’s® are Keurig Canada’s flagship brands, but it offers the Green Mountain Coffee® brand coffee, as well.

Siddhi Shot Corp web photo

Siddhi Shot Corp. strives to change the way America eats by helping emerging brands get to the next level.

By Janice Hoppe-Spiers

It is no secret that more and more consumers are demanding healthier food and beverage products. As a result, there is tremendous opportunity for smaller, natural and organic entrepreneurial brands to gain market share and even commanding positions in the industry.  The food and beverage industry is morphing to a less-centralized, anti-conglomerate mentality, and a look around the local grocery store evidences that trend.

New, better-for-you products made by “lifestyle brands” that you probably hadn’t heard of before, are getting on shelves thanks to a little help – and sometimes a lot – from food and beverage operations experts like Siddhi Shot. The New York-based strategic advisory firm was founded by CEO Melissa Facchina who identified a gap in operational and manufacturing support for emerging brands who most commonly need guidance on co-manufacturing relationships, quality assessment, COGs reduction, production oversight and operational and cost efficiency, internal structure, among other things.

MGM Resorts web photo

MGM Resorts International’s procurement team is partnering with technology suppliers to improve the guest experience.

By Tim O’Connor

People are drawn to MGM Resorts International properties for the luxury accommodations, premium spas, world-class food and the thrill of pushing a button on a slot machine. Anything getting in the way of that enjoyment is a distraction. Even something as routine as checking in to the hotel room is wasted time. Which is why MGM Resorts, with the help of its procurement division, is focused on technologies that streamline and enhance the guest experience.

The company is rolling out mobile check-in, which allows guests to check in on their phone and pick up a key from a kiosk in the lobby. Other technologies also being looked at would allow guests to enter their rooms using a QR code or Bluetooth signal from their phones. “How do we really wow the customer and make it a much more seamless experience?” says Stacey Taylor, senior vice president and chief procurement officer for the company.

Kansas Medical web photo 1

The materials team at Kansas Medical Center provides procurement support to the hospital’s  off-site clinic partners.

By Tim O’Connor

A group of physicians founded Kansas Medical Center in 2006 to provide the best care for patients without the interference of corporate oversight. “Our physicians really have that direct patient care because they’re not trying to hit specific numbers,” Materials Manager Amy Henning says. “They can be truly patient-focused and not worry about changes in administration.”

Physician-owned-Kansas Medical Center is not limited by corporate agreements that dictate what suppliers it can buy from. The hospital, located in Andover, Kan., is free to cater to doctor preferences for equipment and medications. If a physician finds something that worked for them at another facility Kansas Medical Center usually has no problem procuring it.

Henning has served as the materials manager at the hospital for two years, but her history with Kansas Medical Center dates back a decade. Henning originally joined the hospital in 2007 as a materials handling tech. In 2009, she left to take a materials manager position at a local surgery center but was lured back to Kansas Medical Center at the start of 2015.

Hilton

Hilton Supply Management’s ability to find efficiencies allows it to be a leading global supply chain solution provider. By Eric Slack

Few brands are as synonymous with hospitality as Hilton. Its legacy in the industry extends back for nearly a century. Among the many important pieces of its legacy is Hilton Supply Management (HSM), an organization that leverages the purchasing power of the Hilton portfolio along with external hospitality brands to serve as an end-to-end global supply chain solutions provider.
    “As a global procurement organization, we are focused on developing and executing on programs and policies that serve the interests of properties and guests,” said Bill Kornegay, senior vice president of supply management. “HSM is wholly owned by Hilton; we provide goods and services for Hilton along with properties owned by independent owners, real estate investment trusts (REITs) and management companies. We want to be the premier provider of hospitality goods and services wherever we operate.”

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