When the rubber meets the road, drivers want tires that they can rely on. They often turn to Pirelli Tire, which has earned a reputation for quality, high performance products, John Godfrey says. “It’s a very-well-respected brand globally,” he states.

Godfrey is the vice president of logistics for Pirelli Tire North America in Rome, Ga., which serves as the NAFTA region arm of its Milan, Italy-based parent. After more than 140 years in the industry, Pirelli Tire stands as the fifth-largest tire producer in its market, with products for cars, trucks and motorsports.

“We’re one of the [world tire] leaders,” he says. “We’re also very well respected in the motorcycle channel, where we have Pirelli and Metzeler products.”

One good way to get acquainted with Pilot Thomas Logistics is to take a look “inside the numbers,” to borrow a phrase from the world of sports.

Those numbers include nearly 70 years of experience, approximately 3,500 team members, 3,000 specialized trucks and trailers, 25 million gallons of bulk storage and terminal capacity, 30,000 mobile tanks and pieces of equipment, 45 warehouses, 20 marine barges and vessels, as well as operations in 27 states and all major ports on the West Coast. Indeed, the numbers say a lot about a company that has become a premier provider of fuel, lubricants and chemicals in the energy, marine, mining and industrial markets.

Some companies are content just selling products, but Parmalat Canada focuses on doing much more. For example, “Our employees’ continued commitment to quality and innovation has helped [us] become one of the largest, most-dynamic food group companies in Canada,” National Vice President of Supply Chain Taras Korec says.

Based in Toronto, Parmalat Canada specializes in milk and dairy products, fruit juices, cultured products and table spreads. The company, a division of Parmalat S.p.A. in Parma, Italy, has become known among Canadian consumers for such dairy brands as Lactantia, Black Diamond, Balderson and Galbani, Korec says.

She’s had dozens of houses over the years, along with hundreds of cars, countless thousands of outfits – and that’s not even counting her shoe closet or hat collection. With so many belongings already in her possession and hundreds more arriving in stores every year, Barbie needs a world-class supply chain to keep her and her millions of fans happy, so she’s fortunate to have Mattel Inc. keeping her closets and garages stocked. As one of the world’s biggest toy manufacturers, Mattel not only is responsible for the world’s most popular and iconic fashion doll, but also brands such as Hot Wheels, American Girl, Fisher-Price and Thomas and Friends. 

Mattel’s products are found in toy stores in more than 150 countries, and it has operations in 40 countries employing about 31,000 people. Managing a supply chain with that kind of scope is not easy, but the company’s global supply chain is crucial in the company’s success, says Executive Vice President and Chief Supply Chain Officer Peter Gibbons. Mattel’s products are sold to parents to bring their children happiness, meaning the company has to ensure that it has accountability at every stage in the supply chain before they reach those precious end-users. 

Many who know the industry think of Martin Brower as a supply chain management company, but when speaking with its leadership it is clear its focus is much broader. Its passion and culture is all around making it easier to run great restaurants.

Martin Brower enables a restaurant’s success by managing the end to end supply chain for the brand. Martin Brower has developed innovative systems and processes attracting the best talent to service more than 20,000 restaurants worldwide. Martin Brower’s service portfolio is divided into three components: integrated business planning, logistics services and restaurant services.  

Integrated Business planning includes demand planning and event management to create individual resupply plans for each supply chain stakeholder. This includes automated replenishment with the restaurant and does not require the restaurant to place orders. 

“For can liners, you won’t find a better resource than Inteplast Group,” says Randy Orscheln, the company’s director of janitorial and sanitation products. Considering the depth of commitment Inteplast has to the can liner industry, his words could be considered an understatement.

Indispensible sanitation tools for business and industry, institutions and homemakers, can liners, also known as trash or garbage bags, are big business. Inteplast Group manufactures them for virtually every application one can think of.

As something that millions of people use everyday, it is easy to not give these seemingly simple products much thought. However, when Orscheln says,  “Knowledge about can liners and trash bags, such as what to look for regarding features, consistent quality and price is critical for high volume buyers, such as distributors and businesses, and important for consumers as well,” his enthusiasm makes the subject intriguing. 

Today, strong relationships have proven to be an organization’s most important business strategy. These relationships help companies meet increased demand and allow business to grow. Such is the case for GOJO Industries, a world leader in hand hygiene and skin health solutions and the inventor of PURELL® Hand Sanitizer.

“The relationships we have developed with our suppliers are very important to us,” says Michele Cerminaro, global sourcing vice president. “Not only do they help us to gain a broader perspective of what is taking place in the industry, but these relationships also serve as a springboard for us to work together to find efficiencies and generate innovative ideas.”

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