Nature’s Sunshine Products has become a leading natural health and wellness company by offering the highest-quality herbal, dietary and nutritional supplements. Founded nearly 43 years ago in Utah, it was the first company to encapsulate herbs and operates today as a direct sales organization.

The company has a global direct salesforce of more than 660,000 active independent managers, distributors and customers in more than 40 countries. Nature’s Sunshine also owns Synergy Worldwide, a direct marketing company that sells nutritional supplements. Headquartered in Lehi, Utah, Nature’s Sunshine manufactures most of its products at its own state-of-the-art facilities in Spanish Fork, Utah. This helps the company ensure that its products continue to set the standard for the highest quality, safety and efficacy on the market today. 

For the better part of a decade, Charles Agins has been on a mission. As the vice president of finance for Montefiore, he has been focused on helping the organization find ways to reduce healthcare costs by having stricter control over the supply chain. After finding many avenues for success, he is aiming to bring a similar level of efficiency to all parts of the Montefiore Health System.

Today, Montefiore Health System is one of the nation’s premier academic medical centers and the University Hospital for Albert Einstein College of Medicine. The system consists of eight hospitals, an extended-care facility, and a School of Nursing, with a total of 2,741 beds. It also includes state-of-the-art primary and specialty care provided through a network of more than 170 locations across the region, including the nation’s largest school-based health program and a home health program.

Like a child who grows out of a pair of shoes, minuteKEY has grown out of past processes and business models that were made for a smaller company. In July 2010, minuteKEY hit the market with its first few self-service key cutting machines. The kiosks, which are available in major retailers throughout the nation, combine innovations in robotics, electronics and software engineering into a high-tech kiosk that creates accurate, high-quality key duplicates. In the past five years, the company’s popularity with consumers has attracted retailers that continue to request more kiosks. 

“We have about 2,500 machines now,” says Dan Peck, vice president of operations and supply chain. “When I came in August 2010 we were putting out our first dozen so it’s grown pretty dramatically.”

With more than $10 billion (U.S.) in sales in 2013 and a strong international distribution network, eyewear manufacturer Luxottica is close to achieving its goal of having its eyewear products worn by everyone. In addition to designing, manufacturing, distributing and selling premium, luxury and sports eyewear under its own brand name, the company also produces licensed products for a number of high-fashion brands including Chanel, Prada, Coach and Giorgio Armani. The company also owns the Ray-Ban and Oakley eyewear brands.

The company continues to enter new markets and regions and introduce new product lines. “We see ourselves as a organization that has a lot of opportunities to continue to grow,” says Albert Josiah, the Italy-based company’s vice president of logistics and distribution for North America. 

The supply chain team for computer manufacturer Lenovo includes talented executives and professionals from most countries around the world. “We are certainly a diverse, global company,” says Jeffrey A. Culy, executive director of operations. “Our company background has a fairly rich culture in terms of managing supply chain. We consider operational matters one of the most important things in our company.”

The company works in many facets of the computer business including in smartphones, desktops, servers, notebooks and tablets. Other products are netbooks, peripherals, printers, televisions, scanners and storage devices. 

All told, about 65 percent of the company’s business is in personal computers, Vice President of Global Operations Johnson Jia says. “It is very fast-changing world,” he states. This requires Lenovo’s supply chain to focus on cost, supply and product quality management. It must be fast, accurate and agile.

After 116 years, Lehigh Valley Health Network has no interest in its supply chain becoming stagnant. “We don’t hesitate to apply new ways of doing things to our business,” Vice President and Chief Procurement Officer of Supply Chain Management William Matthews says. “We take time to learn what we can from our colleagues in the industry, and what we could do to gain a better stance in our organization.”

Based in Allentown, Pa., Lehigh Valley is a four-hospital system with two surgery centers and thousands of clinical professionals, Matthews says. The network’s history goes back to 1899 when a group of civic-minded women opened The Allentown Hospital in 1899.

Much has changed for Lamar Advertising, founded around the turn of the 20th century as a small sign company. Today, Lamar Advertising provides clients with out-of-home advertising space on billboards, digital, transit and highway logo signs.

“Lamar has a large national footprint thanks to our collection of small, local companies,” Vice President of Operations Robert Switzer says. “Our goal is to try to keep the local culture intact while having the efficiencies of a large company.”

With its network of infrastructure spread all over the world sending and receiving information 24 hours a day and 365 days a year, the Internet may be the most complex supply chain devised by mankind. Since 1996, Atlanta-based Internap has been helping its customers around the world fit into the Internet’s global supply chain with a range of high-performance Internet infrastructure services, from cloud to colocation, that allow these organizations to connect to end-users with the greatest efficiency possible. Many of Internap’s customers are in industries – such as ecommerce, ad tech and online gaming, among others – that require the speed and reliability to process massive amounts of data in real time and the scalability to quickly and easily adapt to changing business and end user demands.

It’s no surprise, then, that Internap is acutely aware of the necessity for an optimized internal supply chain to turn up new capacity on demand. Internap has embarked on a journey to become a more dynamic and centralized procurement organization. As Senior Director of Procurement Adam Crowe explains, Internap has taken a long, hard look at its internal processes and found opportunities to streamline supply chain operations and better serve customers. “Over the past year, we’ve been working to fully integrate the supply chain at Internap,” Crowe says. 


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