Having assembled a portfolio of companies with more than three decades of experience in industrial pipes, valves and fittings (PVF) distribution, Shale-Inland delivers products and services to industrial markets around the world. The organization provides specialized and engineered products that are essential to its customers and their operations.

“In my role, I have functional responsibility over all of our branches’ operations around the world,” Senior Vice President of Operations Rick Kerrigan says. “We support and manage everything from warehousing and inventory management, shipping and receiving and quality assurance to health and safety, transportation, purchasing and sourcing.”

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Mizuno Corporation stands the test of time, both in the rich history of its business, which began in 1906 in Osaka, Japan, and in the long-lasting quality of its sports equipment and products. Mizuno USA, Inc. manufactures and distributes baseball, golf, softball, running, track and field and volleyball equipment, apparel and footwear for North America.

At the core of its business are Mizuno’s products. It prides itself on being a one-stop shop to service all sporting goods needs, from head-to-toe baseball gear to its world-renowned golf clubs to its innovative running shoes and more. Customers can find Mizuno’s products at a number of retailers, including big-box retailers such as Sports Authority, Dick’s Sporting Goods and Academy, specialty retailers such as Fleet Feet and e-commerce shops like Zappos.com. 

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Kufner Holding GmbH has come a long way from its modest start more than 150 years ago. “We pride ourselves [on being] the innovator of the modern interlining product that is used in practically every kind of garment that you can conceive of,” Sukesh Kumar says.

Kumar is the senior vice president of the Americas and global director of business development for Kufner Holding GmbH, the leading interlinings and technical textiles company based in Munich, Germany. Bartholomäus Kufner founded it in 1862 with a small factory to make non-woven felt. 

Kufner introduced innovations throughout its history, including the horse-hair thread in 1936, which enabled weaving of horse-hair interlinings at any desired width. In 1973, it introduced the Kufner Double Spot, which was a fusible interlining that did not harden or deform when ironed or washed.

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Southwest Airlines is all about connecting people to what’s important in their lives at the lowest cost possible, and that philosophy has served the company well for more than 40 years. It’s also a philosophy that the company is working hard to apply to its own internal processes, especially when it comes to its supply chain. Over the last few years, Southwest has been undergoing a substantial evolution within its supply chain operations. Director of Supply Chain Management Garry Cullinane says the airline’s leadership is focused on making the procurement as affordable and hassle-free as its fares are for its passengers. 

Seeing an opportunity to affect some positive changes throughout the company, Supply Chain leadership started looking introspectively to identify opportunities to leverage their sourcing expertise and talents more broadly across the organization. This led to some realigning of activities and teams across the Supply Chain Management department. The company has made some major changes, and even though there have been challenges along the way, Southwest is cultivating the benefits of its more streamlined Supply Chain, including better support for internal customer departments, better communication, and more structured and strategic management of spend.

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For frequent flyers and inexperienced travelers alike, the Airbus name is one of the most well-known brands in all of the aviation industry. Headquartered in Toulouse, France, Airbus designs, manufactures and supports some of the world’s top aircraft. The company has built its reputation on pioneering technological solutions and finding efficient sourcing and manufacturing methods while expanding on its European roots and creating fully owned subsidiaries around the world.

During the last three decades, Airbus has looked to expand its presence in the Americas. Airbus Americas is based out of Herndon, Va., and it has six (soon to be seven) locations in the United States and employs nearly 1,100 people here. The Airbus Americas footprint also includes on-site support and training centers throughout North and Latin America.

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When a disaster occurs, a company’s supply chain can be devastated and suffer from blind spots. But EMC Corp. has taken steps so that it knows exactly what is going on, Senior Program Manager of the Global Product Operations Sustainability Group Matthew Mills says. “We can very quickly identify what our impact is [after] a given event,” he says. “We monitor our supply chain 24/seven.”

Hopkinton, Mass.-based EMC is an information technology company that helps businesses and service providers change their operations so they can deliver information technology as a service, it says. Today, 94 percent of the Fortune 50 companies and 90 percent of the world’s 20 largest banks use EMC’s products and services.

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Canon Solutions America Inc. follows a single philosophy, expressed in one Japanese word: “Kyosei.” The word, which means “living and working together for the common good,” expresses the operation’s mission and values, and encompasses the way it treats its employees and customers alike. A wholly owned subsidiary of Canon U.S.A., Inc., Canon Solutions America completely exemplifies the Kyosei concept in every way it conducts its business. 

“We believe the world is a better place if you keep a balance between income, trade and the environment,” explains Valerie Belli, vice president of Canon Solutions America’s Business Service Division. 

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Barry-Wehmiller (BW) is in the business of supplying manufacturing technology and services, but it strongly focuses on people, Vice President of Global Supply Chain Mark A. Green says. “Our culture is a very unique and positive culture [that is] very people-centric,” he states.

The leadership of Chairman and CEO Bob Chapman has driven that philosophy, which enables BW’s success. “[We’ve earned] 15 percent compound growth in share value over 25 years and significant national attention for our Truly Human Leadership [THL] culture where everybody knows that who they are and what they do matters,” he says.

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