dr. brandt skincare web photo 2

dr. brandt skincare stays relevant in the ever-changing world of retail by continually raising the bar for quality and productivity.

By Janice Hoppe-Spiers

Dr. Frederic Brandt, renowned dermatologist to celebrities, founded dr. brandt skincare in the late 1990s to help everyday people repair and prevent skin damage while promoting health and beauty. Dr. Brandt passed away in 2015, but his legacy lives on in one of the fastest-growing companies in the cosmetics industry that continues to raise the bar.

“The way we developed our products always started with Dr. Brandt’s input,” says Osmar Rodriguez, vice president of manufacturing operations and supply chain. “He managed patients every day and knew exactly what people really needed. He would challenge us to develop products that were innovative and cutting edge.”

Although Dr. Brandt is no longer here to guide dr. brandt skincare, the company has partnered with several dermatologists who develop ideas for new products centered on current skin concerns. Innovation is key for dr. brandt skincare and the company continues to regularly develop new products.

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Comprehensive Logistics has assembly capabilities that put it in a league of its own.

By Chris Kelsch

To refer to Comprehensive Logistics as a logistics company would be to dramatically undersell an impressive range of capabilities. A fourth-generation, family-owned operation, Comprehensive Logistics was incorporated in 1995 as an independent entity to focus on original equipment manufacturers (OEM) logistics outsourcing, mostly in the automotive industry.

All of that changed, however, in 2010. That’s when Comprehensive signed its first value-added sub-assembly contract with a major U.S. automotive OEM. “We had focused on transportation since 1995,” notes Vice President of Operations and Quality Jeff Peters. “Then one of the OEMs we were working for said ‘Hey, can you warehouse these parts and meter them into our facility?’”

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Daikin Applied’s new quality and supply chain executive focuses on increasing efficiency and revamping the supply chain.

By Kat Zeman

Ramon Gonzalez likes efficiency. In his new role as vice president of corporate quality and supply chain management at Daikin Applied, Gonzalez plans to concentrate on regionalization, standardizing the supply chain process and improving forecasting. “Our customers are very focused on efficiency,” he says.

Minneapolis-based Daikin designs and manufactures technologically advanced commercial HVAC systems. Its products, solutions and services are sold globally. “Daikin is the world’s No. 1 air conditioning company,” says Gonzalez, who joined the company about six months ago. “We are more technologically advanced than our competition and we are developing products that are more efficient and use less energy. We’re always looking at the future.”

Daikin clients – such as hospitals, schools, apartment buildings, hotels, casinos, shopping centers and stadiums – demand eco-friendly HVAC systems that use less energy and save them money, he says. “And people are very conscious about size. They want units that take up less space, making more room for people to live, learn, work and gather,” he adds. “Also, sound is very important. These three areas and others is where we differentiate ourselves.”

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Larson-Juhl’s new supply chain guru envisions a more efficient and connected network.

By Tim O’Connor

Shelley Kiley came to the supply chain from the manufacturing side of the business. She graduated from The Ohio State University with a degree in mechanical engineering and spent the first 21 years of her career at Delphi Automotive Systems, originally a division of General Motors.

At Delphi, Kiley became involved in lean manufacturing and studied under a lean expert from Toyota for several years. Those skills led her to being named the continuous improvement manager for Delphi’s facility in Dayton, Ohio, where she acted as a lean change agent. She later became plant manager for Delphi’s facility in Tulsa, Okla.

Kiley left Delphi in 2006 when the company was in the midst of bankruptcy proceedings and became a plant manager for a Moen facility outside Raleigh, N.C. Those lean skills helped Kiley quickly rise in the company, becoming the vice president of North American manufacturing, where she oversaw three plants.

ViewSonic web photo

After 30 years in its industry, ViewSonic prides itself on providing customers with consistently high-quality and affordable products.

By Bianca Herron

Founded in Brea, Calif., in 1987, ViewSonic’s mission was to develop advanced visual display products at an affordable price. Thirty years later, the company has evolved from a CRT manufacturer to a leading global provider of visual display products, which include monitors, projectors and interactive commercial displays – such as digital kiosks, signage and billboards – as well as virtual desktops.

“Not many companies last this long in the industry,” Vice President of Marketing Al Giazzon says. “ViewSonic has always kept its channel partners happy, and has been very methodical in its thinking and yearly planning so as not to expand too quickly as a company. We’ll take risks every so often; however, we know what our core business is – visual display products – and we haven’t strayed from that.”

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AGCO’s Smart Logistics initiative has transformed its inbound supply chain.

By Chris Kelsch

Being a global leader in the design, manufacture and distribution of large agricultural products means there is a lot to keep track of. AGCO products are sold through the five core brands of Challenger, Fendt, GSI, Massey Ferguson and Valtra, across the globe. Its products are distributed globally through a combination of more than 3,000 independent dealers and distributors in more than 150 countries.

Greg Toornman, Director of Global Materials, Logistics and Freight Management, has been with AGCO since 2004. He is leading the global implementation of the “AGCO Smart Logistics” initiative that dramatically improved the performance of AGCO’s inbound supply chain in Europe. “We started back in November of 2013,” Toornman recalls, “and defined, ‘In five years, this is where we want to be.’”  The vision was defined and is being implemented by a core group of AGCO Supply Chain leadership.

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