Nike’s expanded European Logistics Campus makes its operations more efficient and sustainable, enabling growth. By Stephanie Crets

Although most consumers know Nike from its trademark logo and innovative sportswear and equipment, many might not be aware that the company is on the forefront of sustainable manufacturing and supply chain operations. It has always incorporated sustainable solutions into its facilities, but the newly expanded Nike European Logistics Campus in Belgium takes those efforts to another level.


Topicz optimizes its supply chain with its new app-based ordering system and routing software that maximizes its fleet. By Janice Hoppe

Topicz is implementing the latest technology and fleet upgrades to increase efficiency within its supply chain as it looks to expand. “We pride ourselves on service,” Director of Business Development and Operations Adam Greenberg says. “Our sales reps and drivers communicate with our customers on a daily basis and provide service to the highest standards and cater to our customers’ every day needs.”


Reitmans has changed much in 90 years, and the company continues to evolve its supply chain to improve. By Chris Petersen

A company doesn’t become the largest women’s specialty fashion retailer in Canada overnight, and Reitmans has undergone a lot of changes and growth over the years to reach that lofty position. From its humble beginnings in 1926 as a women’s clothing store in Montreal to its current footprint of more than 800 stores across the country, Reitmans has had to evolve.


Western Union is consolidating its supply chain efforts for its 100 far-flung corporate offices worldwide. By Russ Gager

When wiring money worldwide, trust, security, a high number of offices and a reputation well-earned over more than 165 years are important. With half-a-million agent locations serving customers in 200 countries and territories worldwide, the Western Union brand is the gold standard in wiring money. The same is true of Western Union’s Vigo and Orlandi Valuta branded services.


Craft and cake decorating product specialist Wilton Brands is transforming its supplier relationships. By Jim Harris

Since 1929, Wilton Brands LLC has inspired and enabled consumers to engage their creative sides, whether through baking sweet treats, decorating edible masterpieces, making their own clothing and costumes or creating amazing crafts with paper. Today, the company is one of the largest and most diversified suppliers to the craft industry. Its commitment to crafting remains evident in its vision statement: “We inspire the joy of creativity in everyone, everywhere, every day.”
    Up until the past few years, however, the Woodridge, Ill.-based company’s approach to sourcing the crafting items it sells and distributes did not involve much creativity or interaction between it and its suppliers beyond placing orders and receiving goods. “We long had more of a transactional relationship with our suppliers,” Executive Vice President of Global Operations James Hill says. “Today, we look to our suppliers as an extension of Wilton instead of just buying goods from them.”


7-Eleven is working with its franchisees to understand how daily ordering patterns can impact the supply chain. By Tim O’Connor

7-Eleven Inc. is the leading name and most prevalent chain in the convenience retailing industry. Based in Irving, Texas, 7-Eleven operates, franchises or licenses some 10,700 7-Eleven stores in North America and each store provides approximately 2,500 different products and services that are designed to meet the needs of specific individual localities. Worldwide, there are more than 58,841 7-Eleven stores in 18 countries.
    Of the 10,700 7-Eleven stores operating in North America, only a small percentage have anything resembling a backroom for stocking inventory. When the Twinkies run out, employees can’t simply go into the backroom and unload another case of the tasty snack cakes. Instead, 7-Eleven keeps their store shelves stocked by making daily deliveries to every store using a complex but very effective supply chain.


Haverty Furniture Companies aims to become one of the best retail supply chains in the nation. By Chris Petersen

As a leading furniture retailer with more than 120 showrooms in 16 states throughout the Southeast and Midwest, Haverty Furniture Companies Inc. already has a highly effective supply chain organization behind it. Keeping its Havertys furniture showroom locations stocked with the most popular furniture brands means the company has to be at the top of its game, but Vice President of Global Supply Chain Abir Thakurta says the company isn’t satisfied with simply being good at what it does – he says the company wants to be one of the best in the retail sector.


HATCO strives to proactively makes hats that people want to buy with its quality, efficient operation. By Alan Dorich

The broad appeal of HATCO’s products transcends age, Vice President of Operations Dan Brown says. Its hat products are worn by an end-use base that ranges from “a grade school student [to] a 90-plus-year-old man or woman,” he says. “Hat wearers are typically confident people that enjoy making a fashion statement.”


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