When Robert Klemm joined GIW Industries three-and-a-half years ago, all of the departments that today make up the company’s supply chain department operated mostly independently of each other. “Operations were fairly siloed between our production control, purchasing, strategic sourcing and inventory control departments,” says Klemm, the Grovetown, Ga.-based company’s supply chain management director. 

“Today, we all support each other in an integrated process,” he adds. “One of the best things we’ve done in this company was to put all of those functions together and gain the cooperation of our plant management, project management, customer service and sales organization. This degree of cooperation and integration did not previously exist and is necessary for GIW’s continued growth.”

A large, independent international land and shallow water geophysical exploration service, Geokinetics is a top solutions-provider for global oil and gas and mining companies. It also processes and interprets seismic data and owns a comprehensive data library.

Geokinetics’ presence spans the globe with offices in 29 major countries employing more than 60 nationalities. “Our geographic reach encompasses a wide variety of challenging environments,” the company says. “From the arid deserts of the Middle East and the jungles of South America, to the environmentally sensitive Alaskan foothills and the heli-portable mountain front of the Andes, Geokinetics has proven experience in all terrain.”

Frontier Communications is an active provider of voice, data network, broadband, video and data security solutions to homes and businesses in 28 states, serving more than 3.5 million customers. When it comes to accessibility to its customers and the way it runs its business, however, the company considers itself part of the fabric of each local community it serves. 

“In a time where consolidation of service providers often means the elimination of local presence, our company is organized to serve our markets individually,” says Kenneth Northrup, vice president of procurement and fleet for the Stamford, Conn.-headquartered company. “Each market is managed directly by a general manager who has overall  ownership of the customer experience, this includes network performance and development, repair service, and profit and loss for his or her area. Decisions are made locally for each local market we serve, so we are therefore extraordinarily customer-focused and engaged.”

Although the six business segments of FLIR Systems Inc. manufacture a variety of products and systems for many commercial and military uses, they are united in their ability to make what is normally invisible to the human eye visible. Many of the company’s products use infrared thermal imaging to show what in a camera’s view is hot or cold.

“Andrew Teich, our CEO, has been driving his vision of FLIR becoming the world’s sixth sense,” says Jim Faraudo, vice president of operations for surveillance airborne products. 

Obtaining the materials and components for the company’s disparate manufacturing operations worldwide is the task of the FLIR supply chain. “FLIR has really done a significant amount of vertical integration within our technologies,” Faraudo points out. “The main core is the infrared camera sensor, which is all FLIR-designed at the FLIR Santa Barbara, Calif., site. They design and manufacture the focal plane arrays – which is the core of the infrared system – and deliver them to Wilsonville, Ore., as well as other FLIR sites, where they are packaged into the form factor we need for our camera systems. We have a laser facility in Bozeman, Mont., where we design and manufacture laser modules that are options in many of our camera systems.” 

For the past two-and-a-half years, Enbridge has been working on revamping its supply chain by implementing new strategies that will help it achieve its overall vision. “Supply Chain Management [SCM] vision is to acquire goods and services in an ethical manner to satisfy Enbridge demands in alignment with the market environment, while providing competitive advantage,” Director of Supply Chain Management Patrick Etokudo says.  

The Alberta, Canada-based company has established itself as a leader in the safe and reliable delivery of energy over the past 65 years in North America. Enbridge operates the world’s longest, most sophisticated crude oil and liquids transportation system with about 15,795 miles of crude pipeline across North America. “We deliver an average of 2.2 million barrels of crude oil and liquids every day, with a 99.999 percent safe delivery record over the past decade while moving nearly 14 billion barrels of crude,” the company says. 

More than 7 million customers across the United States rely on Duke Energy to provide them with the electrical power they need to keep their homes and businesses running smoothly. This makes Duke Energy the largest electric power holding company in the nation, and the company understands that an effective and efficient supply chain is crucial for the massive responsibility it has. As a long-time veteran of the supply chain side of the business, Managing Director of Supply Chain Sheri Straw knows what it takes to ensure Duke Energy’s supply chain is on point and operating to the best of its potential. 

Straw says a strong supply chain requires the cooperation and collaboration of critical business partners, and Duke Energy has developed a model that allows it to work closely with suppliers to create significant value. This model allows the company to leverage its significant scale to provide for more efficient sourcing and major savings for the company. According to Straw, this strategic model is responsible for keeping Duke Energy competitive and successful, and has resulted in numerous long-term relationships with key suppliers. 

Evolving from its roots as a 103-year-old walnut company, Diamond Foods has expanded its product lines to include healthy snack alternatives. This has required consolidation and integration in its supply chain for greater efficiency. “We have evolved in terms of how the company operates from a single-product nut company to a healthy snack company,” Senior Vice President of Supply Chain Operations Rob Grant says. “We consolidated and integrated our networks so it’s as if we were always this way, as opposed to running as separate entities.” 

Walnut orchards sprang up throughout Southern California in the 1880s and until 1920 produced 95 percent of the state’s commercial crop. To provide a centralized location for processing their nuts, growers began forming dozens of local cooperative marketing associations, such as Diamond Walnut Growers Inc., which later became Diamond Foods. The San Francisco, Calif.-based company was founded in 1912, and with a strong heritage under the Diamond of California brand and completed its initial public offering in July 2005.

Integration and consolidation are allowing healthcare provider Baylor Scott & White Health to create better experiences for patients and staff. A significant part of this consolidation is to streamline supply chain organization. As such, the system is integrating the supply chain organization into a consolidated operation so that all procurement, strategic sourcing, project management and facility operations meet the demands of this fast-growing health care system. 

In 2013, two renowned health care systems, Baylor Health Care System in North Texas and Scott & White Healthcare in Central Texas, merged to create Baylor Scott & White Health. Together, the system serves a population larger than the state of Virginia, with 49 hospitals, 800-plus patient access points, more than 5,800 affiliated physicians, 35,000 employees and the Scott & White Health Plan. It has more than 5,200 beds with 5.3 million patient encounters per year. 

 

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