Stefanini provides the outsourced IT services businesses need to make supply chains more efficient. By Tim O’Connor

At IT services provider Stefanini, every employee must understand their role with the client and be aware of the trends and business needs impacting the customer’s industry. For almost 30 years, Stefanini has been helping midsize, large and global enterprises increase the efficiency of their IT operation, while also helping them leverage information technology to empower their business.
     Innovation plays a crucial role in staying on top of those industry trends and ensuring that Stefanini is offering the latest solutions that support its clients wherever they are or need to be in the global journey. It’s why the company continues to invest heavily in innovation every year. “If you don’t do that you’re not going to exist as a company,” says Antonio Moreira, CEO for Stefanini North America and Asia Pacific.

Newalta’s supply chain operations play a critical role in helping the company through a decline in the market it serves. By Jim Harris

Newalta’s focus on cost reduction within its supply chain, as well as its dedicated staff, are helping the company rise to the challenges of a difficult marketplace.
    The company in recent months has identified several areas for consolidation and cost savings within its operations in response to  falling oil prices. Calgary-based Newalta provides engineered waste management and environmental solutions to the oil and gas exploration and production industries. “We’re looking to our supply chain for opportunities for true savings to our bottom line,” says Paul Kleinen, senior vice president of engineering and technical services.


Sedlak listens to retailers’ supply chain needs and recommends distribution and logistics methods without bias. By Russ Gager

Retailers face increasingly complex challenges in their supply chains to keep up with consumer demands for an “anytime, anywhere” shopping experience. That requires a seamless mix of mobile, ecommerce and brick-and-mortar solutions along with omnichannel fulfillment. Developing and maintaining the optimal strategies, facilities, operations and systems to meet these challenges can be overwhelming for many retailers. For nearly 60 years, retailers of all sizes and types have trusted Sedlak to find the right answers for their distribution and logistics needs.
    “We’ve got a very rich history in retail,” Principal Patrick Sedlak points out. The firm has helped all of the major names in retailing as well as niche retailers, and covers the spectrum of brick-and-mortar and direct-to-consumer companies. “We work across the supply chain –sourcing, inventory and physical distribution,” Sedlak adds. The company also provides services to wholesalers, manufacturers, third-party logistics (3PL) providers and healthcare companies.


FTZC leverages 25 years’ experience to grow its specialized foreign-trade zone software, consulting and other offerings. By Russ Gager

Foreign-Trade Zones (FTZs) can reduce or eliminate tariffs on goods manufactured in the United States and keep more U.S. workers employed. For example, furniture companies have received the authority to produce cut-and-sewn kits used in the manufacture of upholstered furniture under FTZ procedures. This authority enables the companies to reduce their customs-related costs to the “free” duty rate that applies to imported cut-and-sewn kits, and use U.S. workers to produce them, rather than outsourcing those operations to the Far East.


Iron Mountain expands with acquisitions while its supply chain enables growth through sourcing best practices. By Stephanie Crets

As the largest information and storage management company in the world, Iron Mountain serves more than 220,000 customers and organizations in 45 countries across six continents. The company continues to grow both organically and via acquisitions, and the development of a world-class procurement organization has helped to support that growth. Since bringing on Linda Behan as senior vice president of global procurement in 2012, she has established and led global outsourced procurement operation and global category planning, recruited and mentored a world-class procurement team and improved spend under management from 5 percent to 90 percent, among many other accomplishments.


Cushman & Wakefield wants to be a trusted partner in procurement services for the global commercial real estate market. By Alan Dorich

Mergers can be game-changers for companies by allowing them to approach their business in new ways. Cushman & Wakefield’s recent merger with DTZ gives it the ability to take its procurement services even wider. “Now, we have the scale to serve our clients globally,” Cushman & Wakefield Global Chief Procurement Officer Andrew Cieslak declares.


The APICS Portland Chapter gives its region’s supply chain pros a leg up through education and certification. By Chris Petersen

The way most companies think about their supply chains has changed dramatically over the last few decades. In the past, supply chain was considered just another element of operations, but today companies like Amazon have demonstrated that supply chain can be a significant competitive advantage, and many companies have put their supply chains under the microscope to find ways they can be improved, streamlined and overhauled into an engine that keeps their operations running smoothly.

In this new environment, it has become more important than ever that companies have supply chain professionals on staff who are knowledgeable, skilled and effective. For more than 50 years, APICS has been helping supply chain professionals achieve the certifications and gain the education they need to be the best at their jobs, and the organization’s Portland, Ore., chapter is leading the way in the Pacific Northwest.


AIT Worldwide Logistics provides full-service transportation management services for clients’ shipping needs. By Russ Gager

The mark of true leadership is seeing an opportunity and seizing it. That is what motivated AIT Worldwide Logistics President and CEO Vaughn Moore and his team of Executive Vice Presidents Keith Tholan, Ray Fennelly and Joe Kayser when they executed a leveraged buyout of the company from its co-founders in 2012.

“Sometimes, you just have to take advantage of a great opportunity,” Moore says. “There was a threat of an overseas company buying us.” The goal of the buyout was to keep AIT a U.S.-owned company and protect jobs. “I didn’t want to be owned by someone overseas,” Moore explains. “At the time, that was a real threat. We could have lost some jobs to an overseas competitor, and I didn’t want to have to go work for someone else.

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