abmauri

AB Mauri North America’s procurement team has played a key role in finding savings and boosting efficiency. By Alan Dorich

Some companies undervalue their procurement teams, but not AB Mauri North America. Instead, the firm knows procurement can have effects as substantial as “a salesforce can have,” Vice President of Procurement David Hufford says. “It can play a very large role in the company.”
    Based in St. Louis, AB Mauri North America is a division of AB Mauri, a global provider of yeast and bakery ingredient products. “Globally, we are a $1.3 billion company,” he says, noting that the firm has 55 plants in 34 countries, with sales in 90 countries.

sprouts

Sprouts Farmers Market is growing across 13 states from coast to coast at a rate of more than 30 new locations annually. By Russ Gager

As vice president of construction, procurement and facilities, Steve Hagen is keeping busy with Sprouts Farmers Market’s 36 store openings scheduled this year. Last year, he kept busy with 32 store openings. This pace has helped the company maintain the 14 percent annual growth rate that its board of directors set as a goal when the company went public in August 2013.
    “Generally, that’s the expectation – 14 percent organic growth,” Hagen says. “This year, we’re a little bit above 14 percent because we had the opportunity to take over a few of the Haggen stores that closed and convert them into Sprouts stores. So that was a few more stores than we planned this year.”
 

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UniPro Foodservice’s experienced staff allows it to provide market-leading services to its distributor members. By Jim Harris

UniPro Foodservice Inc.’s services touch the lives of millions of Americans every day, whether they know it or not. With 450 members operating more than 900 distribution locations, the Atlanta-based organization is the largest foodservice distribution cooperative in the United States.
    Through its distributors, UniPro provides foodservice products to more than 800,000 customers across the country including independent restaurants, multi-unit restaurant chains, healthcare facilities, schools, convenience stores  and consumers. The cooperative purchases goods worldwide from more than 500 manufacturers, including many leading national brands. “We have relationships with companies that bring products in by rail, truck or through different ports in the United States,” Executive Vice President of Procurement David Huch says.

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Topco Associates’ supply chain plays a large role in its ability to help its member/owners consolidate their buying power. By Jim Harris

Topco Associates LLC is a $15 billion, privately held company that provides aggregation, innovation and knowledge management solutions for its leading food industry member-owners and customers. Topco leverages the strength of its supply chain to place powerful brands on shelf across its broad membership, enabling members to compete effectively in their local markets.
    “We believe in staying true to our brand tagline, ‘member-owned, member-driven.’ We work in partnership with members to advance as one,” says Jane Trankina, senior director of supply chain for the Elk Grove Village, Ill.-based company.

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Starwood is putting in place the tools, personnel and processes  needed to unify its geographically diverse hotel properties. By Jim Harris

When Tad Wampfler joined Starwood Hotels and Resorts as its global chief supply chain officer in 2011, the company’s supply chain strategy was anything but global. “Outside of North America, nearly all of the hotels worked on their own, insulated from one another,” he says.
    The company’s properties in the United States shared a unified approach for sourcing enabled by an e-procurement tool Starwood had developed in-house. In the United States, very few hotels even have procurement managers as many contracts are sourced from its Stamford headquarters, leveraging the nationwide volume of all hotels to secure the best value. However, most hotels in the more than 100 other countries Starwood operates in employ procurement managers at each property who worked independently to secure the hotels needed goods and services. “Even in large cities like Shanghai and Dubai where Starwood has 10 or more properties, each hotel, often under different ownership, mostly worked on their own, insulated from one another with no common supply chain leadership or tools,” he says.  

 

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