Established in 1893, the Visiting Nurse Service of New York (VNSNY) has been serving New York City for more than 120 years. The largest not-for-profit home- and community-based healthcare organization in the country, VNSNY has more than 1,500 nurses and 950 other clinicians as well as over 12,300 home health aides. Collectively, they serve more than 35,000 patients per day throughout the five boroughs of New York City and Nassau, Suffolk and Westchester Counties.
With any large organization that has been operating for as long as VNSNY has, there are bound to be areas within the organization that periodically require an upgrade or revitalization. Certain procedures can become routine after years of repetition, even when these procedures are no longer as efficient or effective as they once were. Because VNSNY is a forward-thinking organization, explains Director of Procurement and Contract Management Donald Brown, it started taking steps more than 10 years ago to revamp its entire procurement operation and ensure that this operation was as efficient and effective as it could be for the agency’s thousands of employees and patients.
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Keeping a world-class resort stocked with the finest foods and all the luxuries guests could want is challenge enough as it is. But what about when the resort is floating across the world’s oceans? With ships that can carry as many as 6,318 guests and even more including crew members while offering countless dining and entertainment options, Royal Caribbean Cruises Ltd. has had to build a sophisticated supply and logistics network to ensure the satisfaction of every person on board.
Royal Caribbean is one of the world’s premier cruise lines and controls 23.1 percent of the global cruise market, according to CruiseMarketWatch.com. The company’s fleet of 42 ships is home to several of the planet’s largest ships, including the record-holding twins, Allure of the Seas and Oasis of the Seas, which each weigh in at 225,282 tons. Trips can last as long as two months or a weekend, and Royal Caribbean sails to nearly 500 destinations including China, its most recent market.
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Some might see gardening as a simple pastime. Retirees are often known to spend a lot of time gardening in their backyards, cultivating tomatoes or pretty flowerbeds. But even if it is just a hobby for some, all the people who are interested in gardening combine to make it quite a big business. In fact, more than 70 percent of U.S. households spend time and money taking care of their garden or lawn, which gives the entire market a value of more than $433.5 billion, according to the National Gardening Association. That shows the market is much more than just tomatoes and retirees.
L&L Nursery Supply Inc. understands the market’s enormous value, in large part because it has seen so many of the industry’s ups and downs. Established in 1953, L&L started by developing redwood containers for garden centers in Southern California, but since then has grown to become the West Coast’s leading distributor of home and garden products. It is the company’s knowledge of the market and dedication to service that helps L&L grow its customers’ business.
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The nation’s largest Hispanic-owned food company wants to become even larger. Goya Foods in April opened the doors of a new state-of-the-art corporate headquarters in Jersey City, N.J., as part of a $500 million global expansion planned over the next 10 years.
The new center includes a 600,000-square-foot distribution warehouse and 42,000-square-foot corporate office space. In addition to the center in Jersey City, the company also recently renovated a 240,000-square-foot production facility in Secaucus, N.J. In total, the company invested $250 million to build or renovate nearly 900,000 square feet on 58 acres of land in the state.
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Formed in 1989, AirBoss of America Corp. is a group of complementary businesses using compounding technology and engineering expertise to create value for its customers. Having evolved its business lines through acquisitions, joint ventures and internal growth, AirBoss now has four divisions, seven manufacturing facilities and three R&D centers. The corporation’s shares trade on the TSX under the symbol BOS.
The company’s four divisions include rubber compounding, engineered products, defense and automotive. AirBoss can supply more than 250 million pounds of rubber annually, and it supplies essential calendered, extruded and molded products for a broad range of applications.
“AirBoss is a skillfully managed, financially prudent company,” Vice President of Corporate Purchasing Kimberly Gallagher says. “Regardless of the division, we have come to be seen by our diverse customer base as a supplier that is innovative, dependable, consistent and cost efficient.”
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The Bexar County Hospital District, doing business as University Health System, has come a long way in the past century. Today, its supply chain professionals are focused on implementing Six Sigma, encouraging supplier diversity and adopting automation.
University Health System’s origins date back to 1917 when the city of San Antonio and the county of Bexar jointly opened the Robert B. Green Memorial Hospital to provide medical services to the community’s indigent population. Today, it is one of the largest employers in Bexar County with more than 6,400 employees, nearly 700 resident physicians and a 2015 operating budget of $1.2 billion.
University Hospital System operates 716 acute care and specialty beds and serves as the premier Level I trauma center for a 22-county area of south and central Texas. University Health System’s outpatient facilities provide primary care and specialty outpatient care throughout Bexar County.
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Over the past four years, Tervita Corp. has revolutionized its supply chain by combining centralized and decentralized methods that have optimized its operations. The hybrid model, as the company calls it, allows Tervita to be more agile and authorize decision-making powers among its staff and local supply chains that result in greater efficiency and cost-savings.
“We started with a fully centralized model four years ago that we then decentralized a year later, ending up with a pretty scattered supply chain because Tervita used to be several companies,” Director of Corporate Supply Chain Management Juan Herroz Betancourt says. “We are in the process of integrating our procurement services and the way we do business with suppliers and customers. As a company, we slowly started moving into a more centrally governed model. I lead the corporate supply chain team and we are a relatively small division with business-specific procurement pockets embedded in our operations and reporting to and sharing progress with the central function.”
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Energy and telecommunications might make the world go ’round, but the Prysmian Group’s fiber-optic and copper cables that transmit electricity and voice, video and data go around the world. The Prysmian Group manufactures underground and submarine power transmission cables and systems, special cables for applications in many different industrial sectors and medium and low-voltage cables for the construction and infrastructure industry.
For telecommunications, Prysmian manufactures cables and accessories for the voice, video and data transmission industries and offers a complete range of optical fibers, optical and copper cables and connectivity systems. The Prysmian Group was formed in 2011 from the merger of Prysmian and Draka.
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