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Monsanto Co. maintains its leadership position by remaining open to change and reinvention in its operations. By Alan Dorich

Fresh products are important in the agricultural industry, and Monsanto Co. focuses on keeping its business fresh as well. “Over the history of our existence, we have continued to reinvent ourselves,” Chief Procurement Officer Peter Stoynoff says. “The company has a unique way of looking around the corner to meet the demands of our customers.”
    Based in St. Louis, Monsanto Co. offers farmers a wide range of agricultural products, including agricultural and vegetable seeds, weed control products and microbial products. The company started operations in 1901 as a manufacturer of sweeteners.

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Grimmway Farms is supporting retailers with partially reorganized, more agile supply chain operations. By Tim O’Connor

Grimmway Farms places great importance on creating opportunities that allows it to listen to customers. These highly valued points of communication are critical in developing the organization’s path forward. In listening to customers growing challenges in the highly competitive grocery store space, Grimmway recognized the need to do more with its supply chain. “It all starts with the retailers,” says Jason Higbee, director of materials management at Grimmway Farms. “We have been consistently challenged with bringing further innovation to market, broadening our product offerings, and continuing to enhance the value proposition. If we were going to continue to meet the challenges we needed to innovate our supply chain.”

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Harbor Wholesale Foods takes pride in caring for thousands of foodservice customers throughout the Northwest.

For more than 90 years, foodservice customers throughout the West Coast have counted on Harbor Wholesale Foods to provide them with the fresh products they need to serve their own customers, and the company says its long legacy in the industry has been built on the idea that it can’t be successful if its customers aren’t successful. “We take great pride in being a multi-generation, family owned business from right here in the Northwest,” the company says. “This is our home and we believe in the timeless tradition of being in partnership with our customers – treating them like they’re our neighbors. We celebrate this by providing an incredibly deep catalog of products, including favorite local brands that reflect the tastes and preferences of folks from around here.”

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Wilton Brands invested in its distribution operations, allowing it to scale up with acquisitions and seasonal demand. By Tim O’Connor

Wilton Brands is a metrics-driven company, especially when it comes to its distribution operations and supply chain. The craft goods distributor has extensive data on every product and container that comes through its four Chicago-area distribution centers and tracks the daily performance of everyone working on its conveyor lines. Wilton knows each employee’s picking rate and uses that information to best position them to keep boxes flowing and ensure shipments reach retailers on time.
    All that data enables Wilton to reward its employees with a pay-for-performance system, where the higher performers are paid a higher percentage. “Because we’re able to capture all these metrics for people on an individual basis we’re able to administer these types of programs,” says Tom Gibadlo, senior vice president of distribution operations.
  

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