Sensus helps a wide range of public service providers – from utilities and cities to industrial complexes and campuses – do more with their infrastructure to improve quality of life in their communities. The company provides innovation in sensing and communications technologies, data analytics and services.

“The public service industry is on the verge of profound changes, and the changes will affect the future in big ways,” Director of Sourcing Ron Malin says.

Sensus offers solutions that address applications including advanced metering infrastructure, demand response, leak detection and outdoor lighting control.

For more than 80 years, Palomar Health has provided care to patients in the North San Diego County region. 

“We’re meeting the community’s needs, and that’s what’s kept us in business,” Director of Corporate Supply Chain Services Steve Ellis says.

The public health district’s history goes back to 1933, when nurse Charlotta Baker Hintz and dietician Elizabeth Martin left their positions at the Anaheim Sanitarium to form a hospital to serve the city of Escondido, Calif. The two purchased an egg and poultry plant and remodeled it into a 13-bed hospital.

Established in 2004, MEGlobal is a joint venture between The Dow Chemical Company of the United States and Petrochemical Industries Company (PIC) of Kuwait. MEGlobal’s sole focus is on the manufacture, supply and marketing of merchant monoethylene glycol (MEG) and diethylene glycol (DEG), collectively known as ethylene glycols (EGs). As MEGlobal would say, it is all about “everything EG.”

“We are one of the top players in our industry,” Head of Supply Chain for the Americas, Antulio Borneo says. 

The purpose behind the joint venture that created MEGlobal was to manufacture and commercialize EG products. MEGlobal manufactures more than 1.2 million metric tonnes of ethylene glycols per year at its three manufacturing plants in Alberta, Canada. In addition, MEGlobal markets in excess of 3 million metric tonnes from its world-leading supply partners.

In today’s healthcare landscape, every hospital is trying to save money and one of the smartest ways to achieve that is by examining the supply chain. The key, however, is to look at more than just upfront supply costs. Dale Locklair, vice president of procurement and construction at McLeod Health, says rather than looking for the cheapest costs, the better supply chain approach is to look at best value. 

“Everyone in the healthcare industry is looking to reduce their spend,” Locklair says. “One way we look at reducing cost is to find the right product for the right use to get the best result. It’s not always about cost; it’s about value. Over the last few years, we’ve worked with quality and safety teams and done value analysis to make sure we get the right products. It’s simple, basic stuff and the kinds of things all hospital systems ought to work on.”

From the White House to the house down the street, Leviton Manufacturing Co. Inc. is all about creating connections. The New York-based company is one of the world’s leading providers of electrical wiring systems, network and data center connectivity solutions, and lighting energy management systems for residential, commercial and industrial buildings. It is the largest privately held manufacturer of electrical, electronic and telecommunications devices in North America. Its products can be found in most of the homes in the United States, including the home occupied by the President in Washington, D.C. 

With sales in nearly 80 countries and a product portfolio that includes more than 25,000 different SKUs and 600 patents, managing a supply chain the size of Leviton’s is no simple feat. Nevertheless, Director of Logistics Supply Chain Brian K. Morgan says the company has maintained a high level of supply chain excellence over the years while delivering a strong degree of customer focus. In recent years, Morgan has overseen the integration of more technology into the company’s supply chain operations in an effort to improve the overall customer experience and deliver greater value and efficiency on a daily basis. 

Lawrence General Hospital of Lawrence, Mass., is enhancing the process by which it chooses high-dollar items with new systems to control and manage selection.

Since physician preference items (PPI) are large pricetag purchases, Director of Materials Management Michael Rudomin is focusing on PPI in his current reform drive to improve the hospital’s supply chain. “We are working with our clinicians on trying to get a better balance between preference and cost on PPI,” he says.

Companies that need goods shipped, both nationally or regionally, rely on asset-based third-party freight brokerage Integrity Express Logistics for dependable transportation, round-the-clock availability and honest communication. “We are a mainstay third-party logistics business that connects shipping with drivers,” President James Steger explains. 

In keeping with how it approaches transportation, the company has a fast-paced, aggressive growth strategy. “What we do is pretty simple and service matters,” Steger explains. “We stand by our service and that’s how we get repeat business. We don’t just target the top-500 companies; we target everybody. Whether it is one, two or three truckloads per week to 500 or 5,000, we serve all business.”

Customer requests in the hospitality industry can be many and varied, and it is the job of Hilton Supply Management to make sure that whether a customer requires a toothpick in Syracuse or a new pillow in Singapore that it is there. Such attention to detail and unfailing service has made the Hilton name synonymous with a high level of hospitality among a variety of the world’s cultures. It also requires constant attention and evaluation of systems to deliver such service reliably.

The supply chain that serves Hilton’s properties is not exempt from this examination. “So fundamentally – what we need to do as Hilton, as an organization – we want to be able to serve any customer anywhere in the world for any of their lodging needs,” Senior Vice President of Supply Management Bill Kornegay says. “As a procurement company, we have to make sure their goods are at the right location in the right quantity at the cost that we agreed upon.”

 

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