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Reducing Supply Chain Risk Susceptibility
SUPPLY CHAIN

Reducing Supply Chain Risk Susceptibility

Refusing to deal with risk, which is an integral part of supply chain competence, is impermissible.

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Antonio Galvao is a supply chain executive with over 26 years of experience encompassing planning, logistics, sourcing, engineering, manufacturing, product portfolio management, marketing operations and a proven track record of managerial success in generating multimillion dollar cost savings and double-digit percentage improvements in both customer service levels and productivity. He has lived and worked in Brazil, England, United States, Switzerland and Netherlands leading local, regional and global teams. He has served on the APICS Board since 2016. His specialties include change leadership, restructuring, turnarounds, win-win negotiations, conflict management, mergers and acquisitions, strategic sourcing, logistics, planning and channel management. He has experience working in the Oil and Gas, chemicals, industrial, food service, lodging, health care, retail, building service contracts and facilities management sectors.

Russell W. Goodman has worked in newspapers, newsletters and magazines, with a focus on logistics, business and trade, for nearly 30 years. He also has specialized in editing and writing for publications in world affairs, politics and legal matters. Prior to joining Global Logistics & Supply Chain Strategies, Goodman directed editorial coverage for two leading international commerce magazines. Goodman was managing editor of the Journal of Defense & Diplomacy, a bimonthly edited in Washington that reported on and interpreted the interplay between security and political issues. From Washington, Goodman, as editor-in-chief of Middle East Insight magazine, directed coverage of business and political affairs in that critical part of the world. He also developed and edited Eastern Europe Law Week, a newsletter that covered legal reform in post-Soviet Europe.

The Process Improvement Conundrum: Standardizing Before Outsourcing, or Outsourcing Before Standardizing?
SUPPLY CHAIN

The Process Improvement Conundrum: Standardizing Before Outsourcing, or Outsourcing Before Standardizing?

  • Driving regional requirements within a broader global supply chain ecosystem
  • Tangible benefits of process automation and robotics
  • Debating the pros and cons of insourcing and outsourcing
  • Process automation as a bridge to future state design and ultimately, Supply Chain as a Service

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Mark Bakker is Head of Supply Chain Operations – Americas at HP Inc., managing Supply Chain execution for the Americas Region. He is responsible for enabling achievement of the financial goals established by the company for Printing, Graphics and Personal Systems product categories. Mark leads and oversees the end-to-end operational experience of customer and channel orders for both Commercial and Retail routes to market. This includes order management, demand and channel planning operations, physical claims, regional logistics sourcing strategies and cost & delivery optimization for business operations and logistics in the AMS region. Mark reports to the Chief Supply Chain Officer and dotted lines to the Americas President.

In his previous role, Mark was the Vice President of the Asia Pacific Supply Chain Operations at Hewlett Packard, managing Supply Chain execution for the Imaging and Printing Group (IPG) in the APJ region. Mark has been with HP since 1994 and prior to joining the IPG EMEA Supply Chain Operations organization in 2005 he worked in a variety of Customer Service and Support positions for Network Servers, PC Products and Imaging and Printing Products.

Russell W. Goodman has worked in newspapers, newsletters and magazines, with a focus on logistics, business and trade, for nearly 30 years. He also has specialized in editing and writing for publications in world affairs, politics and legal matters. Prior to joining Global Logistics & Supply Chain Strategies, Goodman directed editorial coverage for two leading international commerce magazines. Goodman was managing editor of the Journal of Defense & Diplomacy, a bimonthly edited in Washington that reported on and interpreted the interplay between security and political issues. From Washington, Goodman, as editor-in-chief of Middle East Insight magazine, directed coverage of business and political affairs in that critical part of the world. He also developed and edited Eastern Europe Law Week, a newsletter that covered legal reform in post-Soviet Europe.

Ten Strategies for Successful Organizations
SUPPLY CHAIN

Ten Strategies for Successful Organizations

So-called “active” listening means seeking to understand, and it’s crucial for leaders to realize that.

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Mark Heinrich is the President & Chief Operating Officer of PetroGo. Prior to this position he was a General Manager at Microsoft, where he led their supply chain and Logistics effort to build Microsoft’s Intelligent Cloud. Prior to joining Microsoft, Mark was the CEO of AAMSI, an aerospace manufacturing & repair firm located in Fort Lauderdale, Florida (www.aamsi.com). Additionally, he was a Managing Director with Alvarez & Marsal (www.alvarezandmarsal.com), a global performance improvement and turnaround firm with annual revenue of over $1 Billion. At ‘A&M’, he led the public sector business unit, supervising 40 consultants with a book of business of over $50 Million annually.

Mark Heinrich retired from the Navy in November 2013 after a naval career that spanned more than 30 years of leadership experience in operations, finance, logistics, and supply chain management. In his final assignment in the Navy, he served as the Commander (CEO equivalent) of the Naval Supply Systems Command (NAVSUP) and the 46th Chief of Supply Corps, where he led the Navy’s global supply chain practice.

In addition to his assignment as Commander of NAVSUP and the 46th Chief of Supply Corps, Heinrich commanded the Defense Logistics Agency’s aviation center of excellence in Richmond, Virginia, and subsequently served as the Chief Operating Officer (J-3) of the Defense Logistics Agency in Fort Belvoir, Virginia. In 2008, Heinrich deployed to the Middle East as the Director of United States Central Command’s Deployment and Distribution Operations Center in Kuwait, where he applied deployment and distribution expertise to plan and execute joint & combined force military operations.

Mark Heinrich’s professional career has culminated with a focus on creating world class supply chain, manufacturing, and operational excellence. He understands the importance of a mission, a vision, and a set of guiding principles that enable people to be successful. His strengths are in strategic sourcing, supplier management, integrated logistics, controlling costs, leading large scale operational projects, managing large operating budgets, and getting the best out of people. He leads the Microsoft engagement with Dell, HPE, Quanta, Wiwynn, Foxconn, ZT, & Lenovo

A graduate of the U.S. Naval Academy in Annapolis with a bachelor’s degree in engineering, Heinrich also holds a MBA from the University of Kansas, as well as a Master of Science in Petroleum Management from KU. In 2012, he was inducted into the University of Kansas School of Chemical and Petroleum Engineering Hall of Fame. He also attended the Kellogg Graduate School of Management’s Advanced Executive program.

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SUPPLY CHAIN

Interview: What Are Supply Chain Executives Talking About at NASCES16?

We interviewed Todd Fain, Transportation Impact’s VP of Freight Services, on some of the supply chain trends he discussed at the 2016 edition of the North American Supply Chain Executive Summit.

Transportation Impact, a 4-time Inc. 5000 company, comes from humble beginnings. In 2008, Keith Byrd and Travis Burt, both then senior-level managers at UPS, left the world’s largest shipping company after nearly two decades, respectively, to launch their own start-up with the mission of providing clients with the most competitive small package contracts in the country.

Then, the company’s original headquarters was nothing more than a table and chairs in the 10×20 storage closet of an Emerald Isle, N.C., surf shop Byrd co-owned. The founding partners leveraged their experience to grow the company door-to-door and, eventually, the word began to spread about the spend management firm based in a coastal vacation town along the southernmost part of North Carolina’s Outer Banks.

As the company grew, its team expanded to include other former senior managers from various carriers, all of whom brought their own experience from a variety of parcel, and later freight, shipping backgrounds. Through their extensive carrier experience and the development of an effective negotiation process, Transportation Impact has achieved sustained growth by driving measurable results to its clients’ bottom-lines. Today, the company employs a team of more than 50, with more than 200 years of combined carrier experience, leveraging its industry savvy to drive down clients’ net annual parcel, LTL and TL spends by an average of more than 20 percent.

By staying true to its core values of work ethic, professionalism, perfection, integrity and passion, Transportation Impact has developed a strong presence in its community and is among the fastest-growing businesses in the country.

Supply Chain Strategy: From Sell-In to Sell-Out
SUPPLY CHAIN

Supply Chain Strategy: From Sell-In to Sell-Out

In today’s marketplace success is dependent upon embracing new technologies, data streams, and ways of interacting with consumers and trading partners. A true paradigm shift is underway, yet many companies, while embracing new technologies, fail to adjust their business rules and practices to fully leverage the benefits these new techniques offer. In this presentation Miguel Abuhab, Founder of NeoGrid, discusses:

  • Why paradigm shifts are a necessity in today’s business climate for overcoming contemporary technology constraints
  • How visibility into integrated metrics can help you drive profitability and move from a push-based to a pull-based model
  • How manufacturers can maximize cash flow, minimize lost sales, reduce overstocks and ensure product availability at the store shelves
SUPPLY CHAIN

Video: Trends and Predictions from Supply Chain Executives

We asked a number of supply chain executives, “What do you talk about when you network at our event?” This short video is a compilation of some of the trends, issues, challenges, and opportunities the attendees of our most recent North American Supply Chain Executive Summit feel are relevant today and that will become even more important over the next five years.

Panel – Strategies to Identify, Develop, and Retain the Leaders Your Organization Needs for the Future
SUPPLY CHAIN

Panel – Strategies to Identify, Develop, and Retain the Leaders Your Organization Needs for the Future

 

This was the final session of September 12th of the 2016 edition of the North American Supply Chain Executive Summit. The discussion revolved around strategies to identify, develop, and retain future leaders. The panelists from left to right are:

Selina Kaing, Head of Global Transportation & Supply Chain Analytics, Google

Selina Kaing leads strategy for global transportation and supply chain analytics as part of Google’s retail operations. She joined Google in 2010 as part of the supplier sourcing team handling the company’s multi-billion dollar spend base and more recently led partner development for Google’s Motorola division (now part of Lenovo) focusing on new technologies and initiatives related to mobile. Prior to Google, she worked extensively in procurement and supply chain across a variety of major companies including Gillette (now part of P&G), The Walt Disney Company, Nestlé, and Express (formerly part of Limited Brands). Selina holds a B.A. in English Literature from Harvard University and an MBA from Oxford University.

Todd Scott, Executive Director, Global Supply Chain, General Motors Company

Todd Scott was appointed GM Executive Director of Global Supply Chain in July 2015. He is responsible for all Supply Chain planning and execution of GM’s vast supply base, as well as Lean Material Strategies and Execution at all manufacturing facilities globally. Todd also represents GM’s Global Purchasing & Supply Chain on the company’s Global Manufacturing Staff. For the past 32 years, Todd has worked for GM in the US, Brazil and China. He has held numerous leadership roles in Manufacturing, Logistics, Sales and Marketing, and Global Purchasing and Supply Chain. Todd holds a B.A. in Business from Michigan State University and received his MBA from Wayne State University in Detroit.

James Spaulding, Director of Indirect Purchasing, Navistar

James is an accomplished procurement executive with 20 years of cross functional experience throughout procurement, finance, and internal consulting. James is currently Director of Indirect Procurement at Navistar, a leading manufacturer of commercial trucks, buses, defense vehicles and engines. Mr. Spaulding has oversight on all facets of indirect procurement spend across Manufacturing, Corporate, Supply Chain and Distribution. James has been with Navistar for 8 years and previously held a number of diverse leadership assignments with Nationwide Insurance, Cardinal Heath, and Emerson Electric focusing in Finance, Finance Transformation, and the Consulting space. Mr. Spaulding earned his BA in Finance from the University of Toledo, and his MBA from The Ohio State University.

Elizabeth Door, Vice President, Global Strategic Sourcing, North American Region, Whirlpool Corporation

Elizabeth Door joined Whirlpool Corporation in January 2011 as the Vice President of the North American Region – Global Strategic Sourcing. She has procurement responsibility for the Whirlpool North American Region. She manages approximately $7.7 billion in annual purchase value including Direct Materials, Indirect Materials and Finished Product Sourcing for North America. Elizabeth was previously with General Motors Corporation from 1995 to 2010. Elizabeth held various positions in the Global Purchasing and Supply Chain Function at General Motors Corporation. Her last role prior to joining Whirlpool; was the Global Purchasing & Supply Chain Director for Automotive Interiors & Safety overseeing a spend of $6 billion and leading a global team in Mexico, USA, Korea, China, Latin America and Europe.

Mark Trylinski, Vice President of Logistic Services, North American Region, Sony Electronics Inc.

Mark Trylinski has more than 30 years of supply chain management experience. He is a 27 year Sony veteran and is currently Vice President of Logistics Services for Canada and the United States. Mark has leadership experience in import/export, order management, logistics service, inventory planning, demand planning, distribution operations and retail planning. He has served as Chairman of the Canadian Retail Shippers Association (CRSA) (2008- 2015) and he was a member of the Border Commercial Consultative Committee (BCCC) (2008-2015) where he advised on the development and implementation of government policies

Supply Chain Excellence in the Digital Age
SUPPLY CHAIN

Supply Chain Excellence in the Digital Age

Reuben Slone delivered the opening keynote on September 13th of the 2016 edition of the North American Supply Chain Executive Summit entitled, Supply Chain Excellence in the Digital Age.

Reuben Slone is Senior Vice-President, Supply Chain for Walgreen Co., based in Deerfield, Illinois. He serves on the Walgreens Executive Operating Committee with responsibility for Retail and Pharmacy Renewal, two initiatives that will replace the company’s store and pharmacy systems. As head of supply chain, Slone is responsible for inventory management and replenishment, imports, transportation, distribution center operations and logistics for the company.

Slone previously worked at OfficeMax, where he served as executive vice president of supply chain and general manager of services. In his eight years with OfficeMax, he was responsible for inventory management, transportation and warehousing, strategic sourcing, real estate, store development, facilities, print and copy, B2B technology, managed print services, and break room and facilities maintenance products businesses. In addition, Slone managed front-end inventory at OfficeMax and oversaw supplier development. Prior to joining OfficeMax, Slone held various executive positions with Whirlpool, General Motors, Federal-Mogul, EDS and Ernst & Young.

Slone has authored two articles published by Harvard Business Review: “Leading a Supply Chain Turnaround” in October 2004 and “Are You the Weakest Link in your Supply Chain?” in September 2007. In May 2010, Harvard Business Press published Slone’s first book: “The New Supply Chain Agenda.”

Slone is also a member and past chairman of the board of directors of Aspire of Illinois, a non-profit organization serving children and adults with developmental disabilities.

He received a bachelor’s degree in engineering from the University of Michigan, Ann Arbor, in 1984.

Lenovo’s Customer-Centricity Transformation
SUPPLY CHAIN

Lenovo’s Customer-Centricity Transformation

Ben Massie shared Lenovo’s experience transitioning its supply chain into a customer-facing, customer-focused operation at the 2016 edition of the North American Supply Chain Executive Summit. While there were no cameras rolling during his presentation, he offered this summary of his case study in an interview  in the Exhibition Hall on September 13th.

Ben Massie is the Executive Director of Global Customer Fulfillment for Lenovo’s Datacenter Group. In this role Ben is responsible for all e2e elements of Lenovo’s datacenter clients order to delivery experience across every region with employees in 12 different countries. Previous to this role Ben ran Lenovo’s North America Supply Chain responsible for fulfillment of laptops, desktops, tablets, and server products in the North America region.

Ben has 15 years of experience in the technology industry (Lenovo, IBM, Microsoft) working primarily across supply chain roles in critical client management, demand planning, manufacturing operations, inventory management, supply chain strategy, and materials management, in addition to roles in sales operations, new product development and finance.

Ben is a 2007 graduate of the Executive MBA program from the University of North Carolina. He also holds a Bachelor of Science in Business Logistics from Penn State.

Risk Management: What Should Supply Chain Executives Learn from the Hanjin Shipping Bankruptcy?
SUPPLY CHAIN

Risk Management: What Should Supply Chain Executives Learn from the Hanjin Shipping Bankruptcy?

Philip Damas heads up Drewry Supply Chain Advisors, the logistics arm of the Drewry Group and has more than 30 years experience in the international ocean transport sector and maritime supply chain design and optimization. He gave this interview on risk management in the Exhibition Hall on September 13th at the 2016 edition of the North American Supply Chain Executive Summit.

Philip Damas is the founder and operational head of Drewry Supply Chain Advisors, the logistics arm of the Drewry Group and now the global leader in freight rate benchmarking. He is also a director of the Drewry group.

Prior to joining Drewry in 2005, he worked for CMA CGM and the container shipping consortium Cobra in various management and financial control roles until 1990. He then spent the 1990s analysing the logistics policies of exporters/importers and of logistics service providers when working with American Shipper and Containerisation International.

In 1998, Philip became a founding director of the shipping research and database company ComPairData (now Blue Water Reporting). In 2007, he set up Drewry Supply Chain Advisors. In 2014 and 2016, respectively, he launched the BCO ocean contract “benchmarking club” of Drewry and the e-Sourcing Ocean Freight Solution outsourced tender execution service of Drewry.

Having spent a career in the international container shipping sector, he now advises retailers, manufacturers and investors on ocean freight strategy, freight rate benchmarking, network optimisation, logistics property investments/due diligence, carrier contracts and port competition.

Philip holds an MBA from the University of Bradford Management Centre and a B.Sc. and M.Sc. Finance from the University of Strasbourg.

Panel: Improving Communication and Collaboration Up and Down the Supply Chain
SUPPLY CHAIN

Panel: Improving Communication and Collaboration Up and Down the Supply Chain

This was the final panel discussion on September 13th of the 2016 edition of the North American Supply Chain Executive Summit. The discussion revolved around improving communication and collaboration up and down the supply chain. The panelists from left to right are:

Jeff Moorefield, SVP of Global Operations, Tennant Company
Jeff Moorefield is responsible for worldwide operations including supply chain, manufacturing, logistics and distribution. Since joining Tennant in 2015 Jeff is focused on eliminating waste in the process to driving speed and velocity into the overall supply chain, while understanding and improving the total customer experience. Before joining Tennant Company Mr. Moorefield spent 12 years in plant management and global operations leadership roles for several Pentair global business units including technical solutions, filtration and process, and water purification. In addition to these positions, Mr. Moorefield earned extensive experience in operational leadership roles with Emerson Electric Company from 1987 to 2001, after starting his career as a Design Engineer at Kentucky-based Smith & Proffit Machine & Engineering. He holds a degree in Industrial Technology from Western Kentucky University.

Alan Harrah, VP Global Supply Management, Pentair
Alan Harrah joined Pentair in 2008 to lead their global efforts in indirect sourcing and process excellence. Alan is now responsible for driving overall global sourcing performance and process excellence in Pentair’s 300 person supply management organization and developing and directing Direct Material and Indirect Procurement strategic sourcing initiatives for Pentair’s $2.0+ billion supply base. Alan joined Pentair from Whirlpool Corporation, where he served as the North American Sourcing Director for Indirect Procurement managing over $400M in spend across 100+ operations. Prior to that, he was the Executive Director for Direct and Indirect Strategic Sourcing for Fisher Scientific Product’s global operations managing $300M in spend across nearly 40 operations. Alan started his career at General Motors Corporation where he spent 16 years in various progressive roles in procurement, supply chain, manufacturing, engineering, and business development.

Alex Blanco, EVP & Chief Supply Chain Officer, Ecolab
Alex Blanco is Executive Vice President and Chief Supply Chain Officer for Ecolab Inc. In this position, Blanco oversees the company’s global supply chain operations, including Ecolab’s more than 300 manufacturing plants, distribution centers and other supply chain facilities around the world. Previously, Alex worked for Procter & Gamble Co. (P&G) for 30 years. Most recently, he served as Vice President, Product Supply Global Beauty Sector, responsible for strategy, planning, procurement, manufacturing, engineering, quality assurance and logistics. In previous roles, he led Supply Chain operations for other key P&G divisions and held several international assignments. Blanco has a bachelor’s degree in Mechanical and Aerospace Engineering from Princeton University. He also serves on the Board of Directors of the YMCA Twin Cities.

“Imagine if…” Uncovering the Possibilities in Supply Chain Reinvention
SUPPLY CHAIN

“Imagine if…” Uncovering the Possibilities in Supply Chain Reinvention

Daniel Myers delivered the opening keynote on September 12th of the 2016 edition of the North American Supply Chain Executive Summit entitled, “Imagine if…” Uncovering the Possibilities in Supply Chain Reinvention.

Daniel Myers leads Mondelēz International, Inc.’s procurement, manufacturing, engineering, and customer service and logistics groups, which represent more than 70,000 of the company’s employees. Under Daniel’s leadership, Mondelez has funded a major reinvention of its worldwide supply chain with a goal of delivering over $3 billion in savings over three years. Daniel worked for Procter & Gamble for 33 years, serving in roles across all areas of the Supply Chain. Daniel has strong experience building supply chains in emerging markets. He has 18 years’ experience in global category and platform management, worked in 52 countries, and lived outside the U.S. for more than 10 years. He has led the successful implementation of best practices in supply chain including HPO, Total Quality and Lean Six Sigma.

Back to the Future: Achieving Big Goals Begins with the Fundamentals
SUPPLY CHAIN

Back to the Future: Achieving Big Goals Begins with the Fundamentals

After his workshop presentation with Snyder’s-Lance, the EP Team had an opportunity to talk with Dan Spatz one-on-one about some of the trends he is hearing about in the supply chain world. We asked him what supply chain executives should be thinking about today to get ready for the next five or ten years. While Dan heard a number of great achievements and lofty ambitions from the speakers at the North American Supply Chain Executive Summit series, he said the foundation for those successes were laid years ago. Today’s supply chain executives need to identify what they want to achieve and recognize where they are on their journey. Do they have the fundamental building blocks in place to succeed?

Dan Spatz is an Oliver Wight principal with diverse experience in demand, supply, and service functions in both commercial and non-commercial organizations. After serving with Catholic Relief Services and at the U.S. Embassy in Guinea, Dan began a business career with the Mars Corporation. During 19 years with Mars in Russia and the US, he worked in Logistics, Procurement, Supply Planning, Marketing, and Finance. He also led two Integrated Business Planning programs and co-founded the Global S&OP+ Community in Mars. While in Russia, Dan coached three graduate management associates to achieve executive-level roles. Most recently, as Director of Integrated Business Management with The Nutro Company, Dan reignited a Sales and Operations Planning program with Portfolio Management, Demand Management, Supply Chain Management, and Financial Reconciliation.

Building a Knowledge Network to Enable End to End Orchestration
SUPPLY CHAIN

Building a Knowledge Network to Enable End to End Orchestration

CorpU – “Building a Knowledge Network to Enable End to End Orchestration.” from Executive Platforms on Vimeo.

Alan Todd delivered a presentation on September 12th at the 2016 edition of the North American Supply Chain Executive Summit entitled, “Building a Knowledge Network to Enable End to End Orchestration.” CorpU’s focus on virtual learning communities allows them to connect people all over the world to quickly and effectively communicate new ideas and information. In this video, Alan shares how this approach allows organizations to accelerate their training programs, deliver uniform results, and eliminate initiative fatigue.

A pioneer in the field of corporate learning, Alan Todd has served as Chairman, CEO and co-founder of KnowledgePlanet, a company that helped launch the online learning revolution. Alan was named Inc. Magazine / Ernst & Young Entrepreneur of the Year for High Technology in the late ‘90s. More recently, he was appointed by Pennsylvania Governor Tom Corbett to the Higher Education Commission, charged with improving college access and affordability for commonwealth residents. Alan is a founding member and trustee of Harrisburg University of Science and Technology. He also serves as a Wharton entrepreneur-in-residence and education entrepreneurship adviser at the Penn Graduate School of Education. He is a member of the Education Innovation Advisory Board at Arizona State University and a member of the board of advisors of Penn NEST – Networking Education Entrepreneurs for Social Transformation – based at the University of Pennsylvania.

 

Optimizing Your Organization’s Regional, National, and International Footprints
SUPPLY CHAIN

Optimizing Your Organization’s Regional, National, and International Footprints

Dean Krueger is an accomplished Procurement and Supply Chain professional with over 20 years’ progressive experience in the consumer packaged goods and retail industries.  His experience encompasses a proven cross functional track record for leading successful teams, network optimization and delivering sustainable results in demanding environments.    Dean is currently employed at Staples as Director Global Sourcing with direct team responsibility for the Supply Chain, Real Estate Facilities and Copy & Print buying categories across US and Canada.  Prior to his current role at Staples, he was Procurement Leader for the manufacturing equipment and supplies team at Kraft Foods Group, supporting key business leaders and 38 manufacturing locations across North America.

 

You will be hosting a roundtable lunch discussion entitled, “Optimizing Your Organization’s Regional, National, and International Footprints” at the North American Supply Chain Executive Summit in Chicago this September. Why do you want to have a conversation around that topic?

I think it’s a common challenge that all organizations are trying to solve for. I think in my current role and in my prior role, this was there. This was one of the obstacles I face and faced. The way I plan to approach the topic is I want to do a round of introductions to see who is at the table and what is their backgrounds, and then I want to explore on an informal basis what variables did they want to discuss. Understanding the scope, the organizational structure, the business requirements, and the uniqueness of the geography. I think it’s a great topic and very relevant.

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