Arctic Cat web photo 1

Arctic Cat repositioned its supply chain to better support its focus on new product development.

By Tim O’Connor

Arctic Cat’s business is partly dependent on conservation. If there are no grassy hills to jump over or snow-covered trails to sled, then there is no reason for outdoor enthusiasts to purchase its all-terrain vehicles or snowmobiles. Which is why the company is concentrating more on green procurement practices. Arctic Cat’s green procurement officers track government regulations and work with suppliers to implement more environmentally friendly practices.

Many larger suppliers already have green programs in place, but making the investment in environmental initiatives can be difficult for smaller companies that have less capital or fewer people to spearhead such efforts. “It’s more the medium and small suppliers we will help coach,” Director of Supply Chain Dave Dickirson says.

Arctic Cat values green procurement enough that it includes it on its supplier report cards and it is one of many factors that determine which vendors it buys from. If a supplier doesn’t have a green procurement program or lacks in other areas, such as automatic payments, Arctic Cat will consider alternative providers.

But Dickirson says the company wants to avoid those situations. “It is in some cases very difficult to change out a supplier,” he explains. “Our first course of action is to work with them in earnest to make sure they get the systems in place.”

Orbital ATK web photo

Global aerospace and defense system leader Orbital ATK depends on the efforts of suppliers and other partners.

By Jim Harris

Formed in 2015 after the merger of two companies, Orbital ATK provides high-quality and complex parts assemblies and systems to many of the world’s leading manufacturers of aviation and defense equipment.

The Aerospace Structures Division of the new company had historically relied on its vertical integration capabilities to manufacture their products. With an increase in new business, the division has had to look to its suppliers and others for their expertise in manufacturing and supply chain management.

“No company stands alone,” Vice President of Operations and Supply Chain Management Patrick Russell says. “We rely on our customers, our suppliers and the education sector/academia to help us improve our overall supply chain.”

Jacuzzi web photo

Jacuzzi® relies on strategic partnerships with leading suppliers to drive supply chain improvements.

By Chris Petersen

As one of the most recognizable brand names in the world when it comes to hot tubs and bathtubs, the reputation of the Jacuzzi® brand depends on a smooth and efficient supply chain. And, as Vice President of Sourcing and Procurement Ritchie Taylor explains, that means the company places great emphasis on partnering with vendors and suppliers that can meet its needs and work with Jacuzzi to develop the strongest supply chain processes in the industry. Through a number of initiatives and strategies over the last decade or so, Jacuzzi and its partners have accomplished that, but the company continues to look for new ways to improve the speed and flexibility of its supply chain.

The Jacuzzi brand is a global leader in the manufacturing of hot tubs and bathtubs. The company pioneered the J-300 at-home hydromassage pump in the 1940s, utilizing a technology that was derived from an innovative water pump developed by the company’s founders in 1920.

Unilever front 01

Unilever’s supply chain transformation in North America helps it seek growth and sustainability at the same time. By Eric Slack

As the modern supply chain has changed for consumer packaged goods companies in recent years, Unilever has been one company pushing boundaries to transform its operations. Unilever sees supply chain as the company’s beating heart, and it is focused on ensuring that its supply chain serves as a competitive advantage.

cokeCoca-Cola ensures operational excellence by investing in a diverse, modern supply chain that can handle any challenge. By Eric Slack

There are not many brands that can match the universal recognition and market presence of Coca-Cola. With roots stretching back to 1886, the Atlanta-headquartered multinational beverage company operates in every country worldwide with the exception of two: North Korea and Cuba. With such an expansive footprint, it should come as little surprise that supply chain excellence is a major priority for the company.
    “The Coca-Cola bottling business was built on strong franchise leadership,” says Helen Davis, vice president, supply chain, for the U.S. region. “As we continue our strategy of refranchising our bottling system across the globe, it is imperative that franchise bottlers work together to leverage the opportunities within our supply chains.”

AMD’s supply chain helps facilitate major changes to its business model that have taken place over the past few years. By Eric Slack

Millions of people around the world have felt the power and reaped the benefits of AMD’s innovations in high-performance computing, graphics and visualization technologies. Over the past 47 years, AMD has become known for designing and integrating technology that powers millions of intelligent devices.
    Consumers, businesses and scientific research facilities around the world rely on AMD’s technology, which can be found in personal computers, game consoles, cloud servers and more. “Ours is a $4 billion company focused on building great products. And, as the industry continues to change, this means we must always explore ways to transform our operations to better meet the needs of our customers,” Director of Supply Chain Matt Ryskoski says.

Hyundai Glovis develops new lanes in growing areas and will add more vessels to meet demand. By Janice Hoppe-Spiers

Hyundai Glovis shook up the car-carrying and shipping industry six years ago when its ocean transportation division came on the scene. In a market that had gone unchanged for years, the company disrupted the landscape and has experienced unprecedented growth ever since.
    “To grow from five vessels in 2010 to 72 in April 2016 is unheard of in this business,” Vice President of Ocean Transportation Scott Cornell says. “No car-carrying or shipping company has been able to be like us in terms of growth. Our strategy has been matching the needs of new production areas and growing into positions with an understanding that it’s not only East-West trade any longer.”

Kia Motors America’s distribution and logistics help the car company become a leading player in the United States. By Eric Slack

From its headquarters in Seoul, South Korea, Kia Motors Corporation has grown into South Korea’s second-largest automobile manufacturer. In the U.S., Kia Motors America (KMA) is the company’s American sales, marketing and distribution organization, providing a complete line of vehicles to more than 700 dealers throughout the country.
    “We currently we have 776 active dealers in the continental U.S. as well as Alaska and Hawaii,” says Bob Kuntze, executive director, distribution and logistics.


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