The global supply chain team at Vertellus Specialties Inc. welcomes exceptions. Because, as the team’s director, Hugh Mitchell, explains, exceptions are really just areas to improve. 

“When we’re looking at reports and dashboards, it helps us to zero in on exceptions, because exceptions equal opportunities for cost savings and reduced expenses,” Mitchell says. “Detailed analysis creates a focused objective leading to results. At any one time we have a number of projects going on, whether it’s a detailed distribution cost analysis, or recycled inventory improvement, [or] improving our shipping time.” 

Sears Holdings Corp.’s product delivery operations are unmatched when it comes to size, scale and omnichannel integration. The company, formed in 2005 after the merger of national retailers Sears, Roebuck and Co. with Kmart Holdings Corp., has long specialized in providing products of all sizes to its customers where and when they need them.  

“The ability to effectively deliver products not only into our retail network but into homes is a distinct advantage of our supply chain,” Chief Supply Chain Officer and Senior Vice President Bill Hutchinson says. Sears is a home appliance, tools, lawn and garden, apparel, consumer electronics and automotive repair and maintenance leader, known for its Craftsman, Kenmore and DieHard brands. 

Like a healthy tree, Roseburg has roots that run deep and branches that spread a great distance. For more than 75 years, Roseburg has been one of the biggest names in lumber and wood products, with the nation’s largest sawmill in terms of capacity and the broadest selection of green wood building products in the industry. Thanks to the steady growth the company has experienced since its founding in 1936, Roseburg has a footprint in the industry that spans more than 600,000 acres of sustainable forest and a national distribution network that supplies customers across the nation. 

ModCloth turns the fashion industry on its ear by emphasizing what the online consumer wants rather than what designers dictate. With its “Be the Buyer” virtual fashion buyer program, online customers vote for the products they would most like to see on the company’s website.

Its “Make the Cut” is a crowd-sourced design program in which more than 5,000 clothing designs have been submitted by consumers and six of them chosen to be produced and sold on its website. The “Style Gallery” shows customers what the outfits they select look like on “real” people, and “Fit for Me” invites customers to submit their measurements to see the top-rated products recommended by people of similar sizes.

Few structures are as complex as the plants to manufacture petrochemicals, process and specialty gases that Linde Engineering North America Inc. builds for its parent company, The Linde Group, and other companies. “We build mainly petrochemical and gas processing plants,” explains Simon Kassas, vice president of procurement for Linde Engineering North America. “We have our own technologies, such as for ethylene production. We have our own technicians. We build plants for Linde Gas and for third-party clients.

Imagine flipping a light switch and having to wait an hour before the light came on – that’s what an inefficient supply chain can feel like. The lights do eventually go on, but in the meantime you’re sitting in the dark. If that’s the case, odds are there’s a problem somewhere in the wiring between the switch and the light, and it needs to be found and fixed before the lights can work the way they’re meant to. 

As one of the global leaders in such technology, FEI has operations spread around the globe, and so keeping its supply chain operating with maximum efficiency is a top goal. 

As Carl Douglas, senior manager of supply chain quality, explains, keeping FEI’s supply chain at peak performance is not something that the company can do alone. He says FEI relies on the strong bonds it has created with its suppliers and partners to maintain a high level of efficiency and live up to the company’s definition of supply chain success. “Success is when we’re 100 percent in line, and that would mean our products are coming on time and to the quality expected at reasonable and fair prices,” Douglas says. 

Encana Corp. has roots going back more than 125 years, but the energy company does not remain set in its ways and resistant to change. Instead, “We’ve been a fairly adaptable company,” Director of Materials Management Kevin Smith says.

That attitude drove Encana to complete a major restructuring in the past year, and led the company to earn its status as the first oil and gas operation to take a manufacturing approach in a resource play. “[We] sort of cracked the technical nut,” Smith says. “We’ve seen that repeated across North America.”

Current Issue

Check out our latest Edition!

 

 

Contact Us

Supply Chain World Magazine
150 N. Michigan Ave., Suite 900
Chicago, IL 60601

  312.676.1100
  312.676.1101

Click here for a full list of contacts.

Latest Edition

Spread The Love

Back To Top