Briggs Stratton web photo 1

Briggs & Stratton achieves the best on-time fill rates because of its proactive, agile supply chain and a team that embeds itself in every part of the business.

By Janice Hoppe-Spiers

Tim Wild was introduced to Briggs & Stratton’s small gas engines at just 10 years old when he began mowing his family’s lawn. Today, he is the company’s vice president of global supply chain and confidently fulfills each order with products that are engineered to “last.”

“Right there on the top of the lawnmower was a Briggs & Stratton engine and that lawnmower engine still runs today,” Wild says. “We have the highest-quality products and we have the best on-time order fill percentage, which holds steady at or near 100 percent. Quality, innovation, broad product lines and supply chain agility is our secret sauce.”

Arctic Cat web photo 1

Arctic Cat repositioned its supply chain to better support its focus on new product development.

By Tim O’Connor

Arctic Cat’s business is partly dependent on conservation. If there are no grassy hills to jump over or snow-covered trails to sled, then there is no reason for outdoor enthusiasts to purchase its all-terrain vehicles or snowmobiles. Which is why the company is concentrating more on green procurement practices. Arctic Cat’s green procurement officers track government regulations and work with suppliers to implement more environmentally friendly practices.

Many larger suppliers already have green programs in place, but making the investment in environmental initiatives can be difficult for smaller companies that have less capital or fewer people to spearhead such efforts. “It’s more the medium and small suppliers we will help coach,” Director of Supply Chain Dave Dickirson says.

Arctic Cat values green procurement enough that it includes it on its supplier report cards and it is one of many factors that determine which vendors it buys from. If a supplier doesn’t have a green procurement program or lacks in other areas, such as automatic payments, Arctic Cat will consider alternative providers.

But Dickirson says the company wants to avoid those situations. “It is in some cases very difficult to change out a supplier,” he explains. “Our first course of action is to work with them in earnest to make sure they get the systems in place.”

Orbital ATK web photo

Global aerospace and defense system leader Orbital ATK depends on the efforts of suppliers and other partners.

By Jim Harris

Formed in 2015 after the merger of two companies, Orbital ATK provides high-quality and complex parts assemblies and systems to many of the world’s leading manufacturers of aviation and defense equipment.

The Aerospace Structures Division of the new company had historically relied on its vertical integration capabilities to manufacture their products. With an increase in new business, the division has had to look to its suppliers and others for their expertise in manufacturing and supply chain management.

“No company stands alone,” Vice President of Operations and Supply Chain Management Patrick Russell says. “We rely on our customers, our suppliers and the education sector/academia to help us improve our overall supply chain.”

Jacuzzi web photo

Jacuzzi® relies on strategic partnerships with leading suppliers to drive supply chain improvements.

By Chris Petersen

As one of the most recognizable brand names in the world when it comes to hot tubs and bathtubs, the reputation of the Jacuzzi® brand depends on a smooth and efficient supply chain. And, as Vice President of Sourcing and Procurement Ritchie Taylor explains, that means the company places great emphasis on partnering with vendors and suppliers that can meet its needs and work with Jacuzzi to develop the strongest supply chain processes in the industry. Through a number of initiatives and strategies over the last decade or so, Jacuzzi and its partners have accomplished that, but the company continues to look for new ways to improve the speed and flexibility of its supply chain.

The Jacuzzi brand is a global leader in the manufacturing of hot tubs and bathtubs. The company pioneered the J-300 at-home hydromassage pump in the 1940s, utilizing a technology that was derived from an innovative water pump developed by the company’s founders in 1920.

Unilever front 01

Unilever’s supply chain transformation in North America helps it seek growth and sustainability at the same time. By Eric Slack

As the modern supply chain has changed for consumer packaged goods companies in recent years, Unilever has been one company pushing boundaries to transform its operations. Unilever sees supply chain as the company’s beating heart, and it is focused on ensuring that its supply chain serves as a competitive advantage.

westrock

Consumer packaging leader WestRock continues to improve its relationships with suppliers as well as customers. By Jim Harris

WestRock’s international footprint, experience and history of innovation have made it a go-to provider of consumer packaging to major manufacturers in a host of industries. Although the company already enjoys a market-dominant position in the products it provides, it wants to be more than just a supplier to its customers.

cokeCoca-Cola ensures operational excellence by investing in a diverse, modern supply chain that can handle any challenge. By Eric Slack

There are not many brands that can match the universal recognition and market presence of Coca-Cola. With roots stretching back to 1886, the Atlanta-headquartered multinational beverage company operates in every country worldwide with the exception of two: North Korea and Cuba. With such an expansive footprint, it should come as little surprise that supply chain excellence is a major priority for the company.
    “The Coca-Cola bottling business was built on strong franchise leadership,” says Helen Davis, vice president, supply chain, for the U.S. region. “As we continue our strategy of refranchising our bottling system across the globe, it is imperative that franchise bottlers work together to leverage the opportunities within our supply chains.”

dayton

Dayton Superior’s supply chain is optimized to produce its industry-leading concrete construction solutions. By Jim Harris

Dayton Superior Corp.’s focus on new product development has made it a leading single-source provider of concrete construction solutions to customers all over the world. “In manufacturing, if you’re not innovating, you’re going out of business as far as I’m concerned,” says Pete Viens, senior vice president and chief supply chain officer for the Miamisburg, Ohio-based company. The products manufactured by Dayton Superior are distributed to dealers as well as directly to contractors.
 

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