Larson Juhl web photo 1

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.”

AGCO web photo 1

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.

Zekelman Industries web photo 1

Zekelman Industries combines technology and old-fashioned customer service to attract drivers to carry its loads.

By Jim Harris

For Zekelman Industries, maintaining close relationships with the drivers it works with and keeping up with the latest developments impacting the logistics industry are not mutually exclusive goals. The company’s recent investments in technology supplement its goal to treat drivers well.

“All of the technology and improved efficiency we’ve brought in will hopefully allow drivers to want to come to our facility,” Vice President of Logistics Jeff Shulman says. “Our shipping departments want to make drivers feel comfortable.”

The company attracts drivers to pick up and deliver its goods in ways both large – such as keeping them safe by installing automatic tarp machines and safety nets in all of its facilities – and small.

Emerald Kalama Chemical web photo 3

Emerald Kalama Chemical combined 13 independent supply chains into one global operation.

By Tim O’Connor

Implementing a fundamental change for a company always comes with some skepticism – even more so when the shift impacts global operations. So when Emerald Kalama Chemical decided it wanted to implement a global supply chain operation that would better serve its worldwide customer base, the company knew it had to get out ahead of its messaging to create buy-in.

“You have to be able to communicate the change and why you are doing the change,” explains Claudia Knowlton-Chike, senior vice president of global supply chain.

Knowlton-Chike, with the backing of CEO Edward Gotch, communicated upfront the value having a truly global supply chain would create for the chemical manufacturer. In other situations, a person whose role was shifting from a local scope to a global one might put up resistance. The unknowns that come with change are a reason for hesitation.

Monogram Foods web photo 1

Monogram Foods plans to continue its growth by not only implementing new technology but also by fostering its customer and employee relationships.

By Bianca Herron

Monogram Foods is a family, and a growing one at that, according to Chief Procurement Officer Jeff Modica. Founded in 2004, Monogram Foods is a manufacturer of value-added meats, frozen comfort foods and appetizers. The Memphis, Tenn.-based company operates eight plants across the country in Tennessee, Indiana, Virginia, Minnesota, Texas, Iowa, Wisconsin and Massachusetts.

 “Our products include beef jerky, meat snacks, frozen appetizers, sandwiches, corn dogs, pre-cooked bacon, smoked sausage and pet treats,” Modica says. “Our annual average compound revenue growth has been over 40 percent for the last five years. Our growth has come organically, and a lot has been from acquisitions. From the acquisition standpoint, last year we acquired a company in Boston called Progressive Gourmet, which brought with it another set of suppliers and service providers.”

CTS Corp web photo

CTS Corp. revitalizes its operations to become more efficient and innovative as it supplies components that sense, move and connect in critical applications.

By Janice Hoppe-Spiers

CTS Corp., a leading designer and manufacturer of sensors, actuators and electronic components, is a partner and smart solutions provider to original equipment manufacturers. The company is in the process of revitalizing and modernizing its operations while remaining a trusted source for many industries in a digitally connected world.

“The company was founded in 1896, which means we are more than 120 years old and a company with very deep roots with a deep technical knowledge and expertise across multiple technologies and markets,” CEO Kieran O’Sullivan says. “Customers come to us and say, ‘We need a solution, can you design it for us?’ We make robust designs; our products simply work. Customers often come to our Ceramic operations because of our quality reputation of the material formulations we use.”

About 90 percent of CTS’s business is directly with OEMs in the aerospace, communications, defense, industrial, information technology, medical and transportation industries. “We are the supplier for products that sense, connect and move,” O’Sullivan says. “We have a fantastic array of products that have powerful impacts on our world and we are proud of that.”

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