Business Review USA & Canada February 2016

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IOT IS THE FUTURE…

but what does that future look like?

FEBRUARY 2016

An inside look at the

CLEAN ENERGY COALITION

Building a better

Car Center

SOLUTION

EDITOR’S COMMENT

Sasha Orman | Editor Sasha.Orman@wdmgroup.com

“DOING BUSINESS at the speed of TECHNOLOGY.” “ T H E N U M B E R O N E B E N E F I T of information technology

is that it empowers people to do what they want to do. It lets people be creative. It lets people be productive. It lets people learn things they didn’t think they could learn before, and so in a sense it is all about potential.” – Steve Ballmer, CEO of Microsoft The business world is a world that is changing rapidly, due in no small part to the leaps and bounds we have made in the capabilities of information technology. Thought leaders are able to share and exchange ideas more quickly than ever, making it easier to form alliances, forge new initiatives, and communicate with a global audience. What’s more—technology is only improving. Where will the Internet of Things take the business world as it continues to evolve? The sky is the limit. So read on and imagine the promises of the future and where your own innovations can take you and your team.

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CONTENTS

FEATURES

6 Technology The Internet of Things

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18 Finance The Renewables Team: Inside Look at the Clean Energy Coalition 4

February 2016

Top 10 North American Influencers on Twitter

54 Lake Oswego Tigard Water Partnership

COMPANY PROFILES EDUCATION

HEALTHCARE

30 Dalhousie University

88 The Jewish General Hospital

CONSTRUCTION 42 SaskBuilds 54 Lake Oswego / Tigard Water Partnership 68 Turner Construction CONRAC Project

MINING

MANUFACTURING 98 GEA Refrigeration

SUPPLY CHAIN

68

Turner Construction

108

Bay and Bay Transportation

108 Bay and Bay Transportation 118 Glanbia

78 Knight Piesold

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T ETCE CHHN NO OLLO GOYG Y

THE INTERNET OF THINGS IoT is the future, but what does that future look like?

WRIT TEN BY: SASH A ORM A N

TECHNOLOGY AS A BUSINESSPERSON in this modern world, you fully understand that staying connected has never been more important. Information travels fast, and missing out on critical updates can cost a company immensely. As people we all have our limitations, but computers never sleep—and so the Internet of Things is growing as a way to make sure that information continues to travel at lightning pace even when we’re away.

The Internet of Things (IoT) refers to networks of computers, from equipment to peripherals, communicating directly among themselves by transmitting and compiling data for operators and business owners to access.

Applications for IoT are growing rapidly in the business world, and new uses are being found all the time.

Where does the future of IoT lie as we enter a new year?

Smarter Homes, Smarter Cities It only makes sense that a wellconnected person would live in an equally connected home, and Smart 8

February 2016

homes are quickly becoming a hallmark of IoT connectivity. In a recent survey, IoT Analytics noted that smart homes are far and away the most popular IoT application right now—thousands are investing in smart thermometer systems like Nest to keep their homes comfortable, and smart Bluetooth door locks that allow users to remotely ensure that their homes are safe.

THE INTERNET OF THINGS

But smart homes are just the beginning. Analysts expect that smart cities will be the wave of the future, with some cities around the world already starting to implement IoTbased smart features including smart parking to monitor space availability, emergency vehicles linked to smart traffic lights, sensor-based energy efficiency upgrades for city buildings,

and even sensors to monitor water levels for municipal landscapes and gardens. The smart city trend offers many opportunities for businesses to get involved, whether it’s with developing smart solutions or improving internal operations to meet the smart model.

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TECHNOLOGY

Smarter Vehicles, Smarter Roads Cars are getting more efficient all the time, but are they getting smarter as well? Thanks to the Internet of Things, they are. Google recently started road testing its self-driving car, powered by the Google Chauffeur program, to experiment with the opportunities and limitations of a driverless vehicle in real road situations. The still-theoretical market is also already expanding, as Elon Musk announced that the company is working with Google to develop self-driving Tesla models.

These are also already in road test phase, suggesting that driverless cars 10

February 2016

could feasibly enter the commercial market within the next few years.

Of course the biggest concern with driverless cars is the presence of unexpected weather changes or hazards that a car without a driver may not recognize and take into account.

Because of this, the future may contain smarter roads as well as smarter cars. Experts predict smart roads with sensors that can relay real-time data on changes in climate conditions or road hazards like obstructions and accidents. As well as relaying this information to city officials and warning websites, this information could potentially be relayed to connected driverless cars to help

THE INTERNET OF THINGS

them steer clear of nature’s unpredictable roadblocks.

Smarter Payment, Smarter Lives We seem to do everything with our smartphones and peripherals these days, and in the future that connectedness will only increase as we continue to integrate our health and our finance with the Internet of Things.

IoT is rapidly expanding in finance as North Americans continue to grow more reliant on credit and debit over checks and cash. Through applications like Google Wallet and

Apple Pay, people are increasingly integrating their smartphones and other devices like smartwatches into their payment options, using the power of the internet to charge purchases and pay bills.

Technology is also improving the state of healthcare at multiple levels, from more secure and organized record keeping through e-Health to smart devices like Fitbit that help us monitor and improve our own health across multiple platforms. Not only is IoT improving the world, but it’s ensuring that we live longer lives to see those improvements play out.

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FINANCE

THE RENEWABLES TEAM: Inside Look at the Clean Energy Coalition The top tech billionaires join forces to accelerate the pace of private sector investment in clean energy

WRITTE ERIC HA

N B Y: ARDING

FINANCE IN AN ATTEMPT to create what is being described as an “economic revolution,” revolving around clean energy, some of the world’s most recognizable billionaire entrepreneurs have launched a new investment drive for renewable resources.

The Breakthrough Energy Coalition includes Microsoft co-founder Bill Gates, Facebook co-founder and chief executive Mark Zuckerberg, and Virgin Group head Richard Branson.

Other investors include Reid Hoffman, founder of LinkedIn, and Amazon founder Jeff Bezos.

“The existing system of basic research, clean energy investment, regulatory frameworks, and subsidies fails to sufficiently mobilize investment in truly transformative energy solutions for the future,” the coalition said in its mission statement. “We can’t wait for the system to change through normal cycles.”

The Breakthrough Energy Coalition, made up of more than 25 investors from 10 countries, was launched in Paris as part of the U.N. climate talks. The coalition is based on the principle that technology will solve our global energy issues and will be a public-private partnership between 14

February 2016

governments, research institutions and investors.

The group will mainly invest in early-stage clean energy companies across a range of sectors, such as electricity generation and storage, transportation, and agriculture. The initiative has been announced in conjunction with Mission Innovation — an effort from 21 governments, including Australia, the U.S., the UK,

THE RENEWABLES TEAM

Germany, China, and Brazil to double the amount of public money going into clean energy innovation.

It’s expected this will bolster governmental assistance in renewables, such as solar and wind energies, to $20 billion.

Earlier this year, Gates announced he would invest $1 billion of his private fortune in clean energy over the next five years. The Microsoft founder has

also talked about energy poverty in recent years, suggesting that some of the investment could go to distributed solutions that bring modern energy access to the more than one billion people who live without it.

With off-grid solar solutions have begun to proliferate and become a profitable business, the time is now.

According to Gates, the world will use 50 per cent more energy by the 15

FINANCE middle of this century than it does today; however, this is still problematic because most of this energy will be derived from fossil fuels such as coal and oil.

“The renewable technologies we have today, like wind and solar, have made a lot of progress and could be one path to a zero-carbon energy future,” said Gates. “But given the scale of the challenge, we need to be exploring many different paths — and that means we also need to invent new approaches. Private companies will ultimately develop these energy breakthroughs, but their work will rely on the kind of basic research that only governments can fund. Both have a role to play.”

Zuckerberg believes the ongoing process toward achieving sustainable energy is too slow, while Branson added: “We must produce an abundance of clean, renewable energy and drive further innovation to make the next generation of energy more efficient. It will benefit the environment, our society, and the economy.”

Meanwhile, Hoffman said efforts to transform energy sources have struggled because they require 16

February 2016

collaboration between private and public sectors.

“The swords that cut this Gordian knot: breakthrough technologies built and deployed by entrepreneurial companies with global scope,” he said. “Making the right investments in the right innovations now is essential to solving this energy challenge for current and future generations across the planet.”

The group hasn’t yet put a total dollar amount on its level of investment, but acknowledged it will be focusing its resources on government-funded innovation that comes from countries involved in the Mission Innovation initiative.

Global investment in clean energy rose to US$270 billion last year, which is the first significant increase after a three-year lull in investment. China led the way with $89 billion in new money for renewables, followed by the U.S. at $51 billion.

The tumbling costs of renewables — solar, for example, has fallen by 70 per cent since 2009 — has helped increase installation, although experts have warned that dependency upon fossil fuels will need to be wound back more quickly if the world is to avoid

THE RENEWABLES TEAM

dangerous climate change fueled by greenhouse gases.

According to the Intergovernmental Panel on Climate Change, most of the world’s electricity can — and must — be produced by low-carbon sources by 2050. The panel said that renewables needed to grow from a 30 per cent share today to 80 per cent of power generation by 2050, with fossil fuel energy without carbon capture and storage technology phased out by 2100.

Executive director of the environmental group, the Sierra Club, Michael Brune said clean energy was

already “winning the fight” against fossil fuels.

“Now, these incredible public and private commitments, which are historic, essential, and timely, show that the nations of the world — as well as many of the world’s leading visionaries and philanthropists — are committed to making clean energy even more widespread, even faster,” said Brune.

“What’s now clearer than ever is that our future will be 100 per cent clean energy, and that dirty fossil fuels are merely riding out their final wave.”

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TOP 10

TOP10 North American Influencers on Twitter WRIT TEN BY: SASH A ORM A N

TOP 10

KIM KAR SOCIAL MEDIA IS a skill— and if anyone has that skill, it’s celebrities. Well versed in the fine art of self-promotion, entertainers and socialites tend to top any list of social media influencers.

Twitt

O ce ho Ki so of a min

But don’t misinterpret this as mere vanity. Celebrities have a product and a brand to sell just as much as any business—the only difference being that, rather than a packaged good at a department store or a supermarket, the celebrities themselves are ultimately the brands being sold to fans through their social media. By staying relevant, relatable, and most importantly accessible to fans, they are building a loyal following—that’s something that any business can learn from.

So which North American celebrities have the most to teach the business world about getting their brand noticed in the social media landscape?

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February 2016

10

TOP 10

RDASHIAN WEST

ter: 37.5 million

One thing that no one can deny about the Kardashian clan: they ertainly know how to market themselves and turn that brand into a ousehold name, and social media has played an instrumental role. im Kardashian West’s social media lesson is to avoid letting your ocial media stall out—even if it’s just a simple image or a few words acknowledgement to another tweet, staying fresh in your audience’s nd is vital.

BRITNEY SPEARS Twitter: 43.4 million Ever since her career skyrocketed in the 1990s, Britney Spears has lived most of her life in the public eye—and while that public life has at times been tumultuous, in recent years she kickstarted a comeback and launched a vibrant social media presence showing off slices of family life and her successful Las Vegas show. Her lesson: you control your social media presence, so show off the pieces of you (and your business) that make you proud.

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TOP 10

JUSTIN TIMBERLAKE Twitter: 51.4 million Justin Timberlake is yet another former Mouseketeer that first hit his celebrity stride in the nineties and is still going strong in the public eye, and his lesson is the importance of communication. Between replies to fans and frequent shout-outs to friends, colleagues, and his official fan club, JT’s Twitter account is far from one-sided and serves to further strengthen his relationship with his audience.

ELLEN DEGENE

Twitter: 52.9 mi

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February 2016

As a comedian and a talk show Ellen knows how to keep an aud engaged and entertained—and shows in her Twitter feed as Serving as both the official Twi the person and the show she h the stream of cute dog pictures photoshopped images is che lighthearted and always on-b

TOP 10

LADY GAGA Twitter: 54.6 million

ERES

illion

host, dience d that s well. itter of hosts, s and eerful, brand.

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Mother Monster has a fierce and loyal following in the real world and on social media— but while this could encourage oversharing, she keeps her Twitter account fairly manicured (and very often coordinated with her Instagram account).

By offering selective artistic glimpses into her career and life, Lady Gaga keeps up her glamorous persona and keeps her fans wanting more.

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TOP 10

RIHANNA Twitter: 55 million Rihanna is a businesswoman, and lately she runs her Twitter feed accordingly—she doesn’t tweet often, and when she does it’s because she has something to say about her tour or one of her ventures (like her collaboration with Stance or Puma).

It’s a reminder that sometimes the best policy is to keep it sweet and simple.

BA

Twitter:

5 24

February 2016

When you’re the commander-inUnited States, your words carry and demand attention, so it should co as no surprise that President Oba has ascended to the upper echelo influencers. His feed is as vibrant, ima heavy, and true-to-brand as anyone on this list, proving that a succes social media presence does not hav be the subject of entertainers alo

TOP 10

TAYLOR SWIFT Twitter: 69.7 million Under Taylor Swift’s soft dream-pop façade is a shrewd businesswoman who knows how to craft a brand. Her social media presence is at once aspirational and relatable, mixing images of travel and her enviable #squad with personal cat photos and retweets that show appreciation for her fan base. Swift is also especially notable for her adept use of Tumblr, even picking up on inside jokes and showcasing the importance of understanding social media platforms and the differences of the audiences they attract.

ARACK OBAMA

: 68.8 million

-chief of the weight ome ama on of ageelse ssful ve to one.

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3 25

TOP 10

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February 2016

TOP 10

JUSTIN BIEBER

Twitter: 73.8 million

If Justin Bieber can teach a business anything, it’s that it’s never too late to say sorry: after a run of teenage bad behavior, Bieber is on a comeback tour with a new album and a (more or less) new attitude to match, with support from his fan base that’s as strong as ever. A business can also bounce back from a faux pas or stumble through effort, sincerity and support.

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TOP 10

KATY PERRY

Twitter: 81.3 million

Last we come to Katy Perry, pop star and Twitter queen supreme. While full of the requisite promotional material, her feed is on the more personal end of the spectrum and written with a distinct voice—even if she has a social media team at the ready, the impression of her tweeting her personal thoughts to her best friends is strong. The key to ruling the Twitter universe is clear— stay true to your brand and true to your fans, and you’ll go far.

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February 2016

TOP 10

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Campus IT in the 21st Century Dalhousie CIO Dwight Fischer discusses the Halifax institution’s IT transformation Written by: Sasha Orman Produced by: Andy Turner

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DALHOUSIE UNIVERSITY

T

he world of information technology is changing, and it’s up to IT departments to change with the times. What started with internal e-mail systems has become an expansive web of sensitive data that must be managed and cared for.

“I remember when e-mail first came out. In the first years it was the bastion of higher education,” says Dwight Fischer, CIO at Dalhousie University in Halifax, Nova Scotia.

“But over the last couple decades, not just these applications but our ERPs, research data—you need more and more storage, more and more capacity. You’ve got the 32

February 2016

evolution of technology, so the technology stacks at our universities just grew and grew.”

Technology is evolving and Dalhousie University is evolving to keep pace. This means a total IT transformation to keep the university supporting its faculty and students to the fullest.

Adapting to a new model For Fischer and Dalhousie University, transforming the IT department requires rethinking exactly what IT means and what is in store for its future. As with many universities today, for Dalhousie

TECHNOLOGY

this translated to going from a fully in-house infrastructure to building partnerships with businesses that offer the modern capacity and high-tech security that suit today’s demands.

“IT has a foundation in infrastructure and capacity, and what’s happened is we can no longer keep growing and providing it the way we were. It’s too expensive, and it’s being delivered in new ways now,” says Fischer. “In Nova Scotia, fiscal realities and reduced funding in this province are causing us to rethink our model. We can’t keep adding IT on premise if we don’t have the people to support it, and we can’t keep adding it under the assumption that it’s going to be safer and more protected here than it is on servers from Microsoft or somebody else who can do it at a scale that we can’t even dream of.”

“When you see what the industry’s doing, you can either get on board with it and carve it out like we’re doing, or someone else will come in and sooner or later you’ll be marginalized to irrelevance within your organization” – Dwight Fischer, CIO w w w. d a l . c a

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SUPPLIER PROFILE

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DALHOUSIE UNIVERSITY Dalhousie’s IT transformation fittingly started with a change of its e-mail systems, looking outside its walls to replace outdated proprietary technology.

“We started looking at what it would take to put in a new e-mail and communications system for a university today. You’ve got to have capacity, it’s got to integrate seamlessly with all our mobile devices, it’s got to be protected,” says Fischer. “We compared the cost of doing it ourselves—not just doing it, but sustaining it over the next decade—and then we compared that against Google and Microsoft, who are offering it to higher ed for free. Most people think it’s a Faustian bargain, that they’ll turn around and start charging us for it. But when you look at the schools that have already gone there, they’re not thinking about e-mail anymore.

TECHNOLOGY

It’s a commodity service. It’s been mastered.”

Ultimately Dalhousie chose to partner with Microsoft Office 365.

“We selected Microsoft because it was a more familiar interface for most people, plus they offered the ability to house stuff on campus or in the cloud,” says Fischer. “We’ve been very happy with the decision to go with Microsoft, because it’s more built for the large organization, but with no hardware and no application needed. We have people who administrate it and make sure it’s tied to our all our identity management system, but I don’t think about e-mail anymore.”

Changing roles for a changing industry Dalhousie University soon followed this change with a similar overhaul of its learning management system,

w w w. d a l . c a

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C O M PA N Y N A M E

“E-mail is a commodity service.

It’s been mastered” – Dwight Fischer, CIO

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February 2016

moving into the cloud. “The option was clear for us: do you want to pay for it and do it yourself, or do you want to move into a cloud-based hosted service?” says Fischer. “We took the latter, and so this is changing the IT organization. We need fewer people to manage and prop up hardware.

We need more people to start integrating these different cloud systems that are hosted in different places. We need to make them talk to one another, and leverage the data within them.”

SECTOR

This difference in personnel needs and skill sets is a becoming a pressing concern as technology evolves. Dalhousie is among those understanding that university IT departments of the future will look very different compared to departments even 10 years ago, and skills must change if these departments are going to keep up. “IT skills need to change,� says Fischer. “We need fewer hardware experts and more data analysts, fewer people monkeying with that w w w. d a l . c a

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DALHOUSIE UNIVERSITY

hardware and more people helping other people figure out how to use it. That’s the shift. Some IT organizations are really struggling with that—but the fact is that the industry’s not waiting for us.

Everybody here talks like we’ve got a choice. You can assume that if you 40

February 2016

want, but when you see what the industry’s doing, you can either get on board with it and carve it out like we’re doing, or someone else will come in and sooner or later you’ll be marginalized to irrelevance within your organization.”

TECHNOLOGY

Narrowing your specialties A key change that has come with this technology transformation is that it is allowing Dalhousie University’s IT department to better focus its efforts. “IT is a large cost center, so we’re maturing in higher ed to be really clear about what it is we do and don’t do,” says Fischer, explaining that the school is cutting down on extraneous IT offerings like computer training and sales— both readily available elsewhere—to focus in on tackling its biggest challenges to deliver the features from which its faculty and students can benefit the most.

“We focus more on high value activities such as data management and analytics—helping with academics in the classroom, research support.

We’re spending less time doing hardware setups and configurations and upgrades,” says Fischer, noting that this has also helped Dalhousie University become a greener and more efficient institution. “IT infrastructure is very power intensive. At a time when everyone’s looking at getting points for green policies and sustainability, hosting your own data center is not exactly where you want to be.”

By working with partners like Microsoft and Amazon Web Services, Dalhousie’s IT department is able to provide the best of its own services paired with the best that technology has to offer.

Company Information INDUSTRY

Education HEADQUARTERS

6299 South St Halifax Nova Scotia Canada B3H 4R2 FOUNDED

1818 EMPLOYEES

1,100 REVENUE

Not Disclosed

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BUILD S

Hon. Gordon W and new P

SASKBUILDS DS A BRIGHTER SASKATCHEWAN

Wyant and CEO Rupen Pandya discuss growth P3 approaches to build Saskatchewan’s future

Written by: Sasha Orman | Produced by: Tom Venturo

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Regina Bypass construction

B

uilding infrastructure does not happen overnight, and the process starts long before foundations are laid. One of the most crucial preliminary steps is the procurement of resources needed to build a proposed bridge or road or facility—and effective cost-conscious procurement can make all the difference in the budget and timeline of a project.

In Saskatchewan, these vital procurement strategies are the 44

February 2016

responsibility of Treasury Board Crown corporation SaskBuilds.

Created by the Saskatchewan government in 2012, SaskBuilds is on a mission to manage and advise the construction of Saskatchewan’s large-scale infrastructure projects.

Through its dedication to its core values, including integrity, transparency and innovation, SaskBuilds is working to ensure that Saskatchewan projects are completed on time and under

Saskatchewan Hospital North Battleford rendering

Rupen Pandya

budget to best serve the province and its population. “We have committed to being transparent in our actions and our integrity is demonstrated in our accountability to that commitment,� said SaskBuilds President and CEO Rupen Pandya. “Our work is highly innovative in nature. We are committed to improving traditional procurement by applying the lessons we learn through alternative procurement, and by leading a w w w. s a s k b u i l d s . c a

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Proud partner on the Regina Bypass & Saskatchewan Hospital North Battleford Projects

EXCELLENCE IN DESIGN Joint Use Mutual Partnership, comprised of Concert Infrastructure Ltd. and Bird Capital Limited Partnership, is pleased to be partnered with the Saskatchewan Ministry of Education, SaskBuilds Corporation and other respective Project stakeholders to deliver these critically needed schools to the communities of R egina, Saskatoon, Warman and Martensville.

9th floor, 1190 Hornby Street Vancouver, BC V6Z 2K5 Tel: 604.688.9460Â www.concertinfrastructure.com

5700 Explorer Drive, Suite 400 Mississauga, ON L4W 0C6 Tel: 905.602.4122 www.bird.ca

SASKBUILDS comprehensive long-term capital planning process.”

Entering the field of P3 “Saskatchewan has experienced remarkable growth over the last several years, and with growth comes an increasing demand for new highways, schools, healthcare facilities and more to support an improved quality of life for Saskatchewan people,” said Minister Responsible for SaskBuilds, Hon. Gordon Wyant. Part of SaskBuilds’ mandate to examine the best procurement options has included a thorough look into alternative procurement models, including public-private partnerships (P3).

“For large and complex projects – generally in the $100 million or more range – P3s have proven to be the right approach for building infrastructure projects on-time and on-budget,” said Wyant. “The long-term nature of the contract ensures there is a strong incentive for the private sector partner team to build operating efficiencies and innovation into the project’s design, construction, and long-term maintenance.”

CONSTRUCTION

But as Wyant explains, SaskBuilds approaches the P3 model from an analytical point of view—to engage in this alternative model, it must offer value and make financial sense for Saskatchewan.

“Saskatchewan people trust the government to make the best possible investment decisions with their taxes. That is why SaskBuilds explores and compares procurement options to make recommendations based on which model of procurement, traditional or alternative, will drive the greatest

Hon. Gordon Wyant

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PAVING THE WAY TO A BETTER REGINA. Proud to partner with SaskBuilds and the Government of Saskatchewan to design, build, operate and maintain the Regina Bypass.

reginabypasspartners.ca

GRAHA-0009A_BusinessReview_print_196mmx137mm_110915.indd 1

2015-11-10 1:04 PM

SASKBUILDS

CONSTRUCTION

value for taxpayers,” he added.

“P3s are not the right approach for every project—there needs to be sufficient complexity in the project to drive the value. For this reason, pursuing a P3 is not made on the basis of ideology—it’s based on the numbers. There needs to be qualitative and quantitative value for taxpayers.”

Projects on the agenda That growth that Saskatchewan has experienced is still going strong.

SaskBuilds is currently overseeing several major infrastructure projects

including 18 elementary schools, a bypass to improve safety in the Regina region, a long-term care centre, and the new Saskatchewan Hospital North Battleford facility.

All of these projects are being developed with the goal of improving everyday life for Saskatchewan citizens. For instance, through careful planning SaskBuilds predicts that the full Regina bypass project will be completed under budget by 2019. “This is a full six years sooner than could have been achieved through a conventional approach,” said Pandya. “Coming in $380 million

Saskatchewan Hospital North

Battleford rendering w w w. s a s k b u i l d s . c a

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SASKBUILDS under the budget we estimated for a traditional build, the bypass is delivering savings of almost 17 per cent and will be an important asset in the national transportation network.”

Leveling the playing field for Saskatchewan business “Ensuring local Saskatchewan businesses have a level playing field to compete upon is a priority for our government,” said Wyant.

“We created Priority Saskatchewan to look at procurement across

government ministries and the Crown sector to see where there are opportunities to do things better – more strategically and more consistently.”

Priority Saskatchewan is a branch of SaskBuilds dedicated solely to looking at alternative procurement methods and ensuring that all procurement across ministries and the Crown sector is kept fair and transparent. As a central strategic infrastructure agency, Wyant explains, SaskBuilds was a natural

THE CHOICETO PURSUE A P3 IS NOT MADE ON THE BASIS OF IDEOLOGY—IT’S BASED ON THE NUMBERS. THERE NEEDS TO BE QUALITATIVE ANDQUANTITATIVEVALUEFOR TAXPAYERS.” Hon. Gordon Wyant

CONSTRUCTION

Regina Bypass construction

fit to take on the responsibilities of Priority Saskatchewan—and when the agency found that there were clear opportunities to improve, it took action with the launch of the Procurement Transformation Action Plan in March of 2015.

“The Procurement Transformation Action Plan resulted from the Priority Saskatchewan team reaching out to more than 140 businesses, associations, municipalities, colleges and universities, and other government partners to understand what was working and what needed to be fixed,” said Wyant.

SaskBuilds used this data to build

an implementation strategy into the procurement system for both vendors and buyers.

“The plan looks at procurement from all angles,” he added.

“Everything was on the table from simplifying documentation and language, to awarding contracts on best value versus lowest cost, and ensuring we use all available room in the trade agreements to benefit Saskatchewan businesses.”

Looking ahead The priorities for SaskBuilds are always clear: deliver on the projects at hand. This remains true with the w w w. s a s k b u i l d s . c a

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SASKBUILDS

Regina Bypass construction

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February 2016

current projects: Pandya notes that a key milestone for both the SaskBuilds team and the Government of Saskatchewan is delivering its current five P3 projects ontime and within-budget. With that in mind, SaskBuilds also has further overarching goals it is working to achieve.

“We will continue to make progress implementing the Procurement Transformation Action Plan’s initiatives,” says Pandya. “Concurrently, we will continue to engage with industry to identify opportunities for further improvement.

We see procurement improvement as an ongoing process.”

As an ongoing process, SaskBuilds sees continuous improvement as a part of its strategy well into the future, as a means to keep improving the process of strengthening Saskatchewan’s public infrastructure.

“We will continue leading long-term integrated capital planning to ensure best practices are being consistently applied across government,” says Pandya. “Building in the discipline of rigorous upfront planning is a win-win. It not only ensures ministries take the time needed to develop the business cases, but also ensures decisionmakers have the best possible advice upon which to base infrastructure investment decisions.”

COMPANY OVERVIEW

INDUSTRY

Construction/Government

HEADQUARTERS

1855 Victoria Ave #720 Regina Saskatchewan Canada S4P 3T2

ESTABLISHED October 2012

EMPLOYEES 20

REVENUE

$4.5 million (operating budget)

CONTACT

p: 306-798-8014

Lake Oswego 路 Tigard Water Partnership sharing water 路 connecting communities

Lake Oswego 路 Tigard Water Partnership

A Water Partnership sharing water 路 connecting communities

Built to Last The Lake Oswego Tigard Water Partnership will provide both cities with affordable, high-quality drinking water for decades.

Written by: Eric Harding Produced by: Tom Venturo

55 Copyright 2015, City of Tigard

L A K E O S W E G O T I G A R D WAT E R PA R T N E R S H I P

W

ith the support of its community, the City of Tigard partnered with the City of Lake Oswego in 2008 to make a long-term investment in its future water source. The Lake Oswego Tigard Water Partnership provides Tigard shared ownership in its future water supply and delivers customers in both communities safe, reliable drinking water through what will be the most seismically resilient water system built in Oregon.

The project began during an economic crisis at the local and national levels. As it turned out, the recession resulted in lower borrowing costs for local governments and greater competition for municipal work by construction firms. These two facts made it the best time for the partnership to begin construction.

John Goodrich, public works manager for the city of Tigard, calls it serendipity.

“It was the best time to design and build this project, because those dollars weren’t going overseas,” said Goodrich. “The workers were 56

February 2016

The newly constructed River Intake both cities. The Clac

local, so that money was going to the local economy. It was just a winwin situation all around. All these little things came together, and I think that just really enhances the project.”

T H E B AC KG R O U N D OF T WO CITIES Founded in 1961, Tigard is a 50,000-person municipality

Copyright 2015, City of Tigard

CONSTRUCTION

e Pump Station on the Clackamas River will provide a sustainable water source for ckamas River is one of Oregon’s high-quality drinking water sources

bordering the southwest corner of Portland, Ore., which is now home to more than 3,000 businesses.

Tigard had been searching for a water supply company of its own for nearly 10 years, in part to meet expected growth and the future demands of business and residential customers.

The city has never owned its own water supply. Instead, water was

purchased from other suppliers elsewhere and piped in, while the city pursued potential alternatives for developing a water supply.

When the neighboring city of Lake Oswego found itself with an aging water supply system in need of capital investment, the two partnered to create a mutually beneficial relationship, with construction on the project w w w . l o t i g a r d w a t e r. o r g

57

L A K E O S W E G O T I G A R D WAT E R PA R T N E R S H I P

beginning in 2013.

“We could not have implemented and delivered this $254 million program had it not been for the vision and support of the residents in our two communities and elected officials,” said project director Joel Komarek. “Water supply and wastewater treatment systems across the country are in a state of disrepair, if not outright failure, and the cost to renew or replace this critical infrastructure is staggering.”

Dennis Koellermeier, Tigard Water Partnership Program Director, added, “Our customers are making a serious investment here, so we want to provide a product that is as resilient as possible.”

The project required a new river intake on the Clackamas River, more than 10 miles of large-diameter pipeline, upsizing and replacing the water treatment plant in its current location, an added reservoir for increased storage capacity and a

Copyright 2015, City of Tigard

CONSTRUCTION

The River Intake Pump Station on the Clackamas River will provide a sustainable water source for both cities. Both communities are committed to preserving, protecting and enhancing water quality and fish habitat in the Clackamas River basin

new pump station across the I-5 freeway in Tigard.

Now, water is taken from the new system and the pump station delivers it to several different locations throughout Tigard.

When Lake Oswego built its Clackamas River supply system in the 1960s, more than 50 percent of the cost was paid by the federal government. But that is not the case today. Both communities are funding the entire $254 million dollar project from local water rates.

“While we did it independent of each other, both communities have

“It was the best time to design and build this project, because those dollars weren’t going overseas. The workers were local, so that money was going to the local economy. It was just a win-win situation all around. All these little things came together and I think that just really enhances the project.”

– John Goodrich, Public Works Manager for the city of Tigard

w w w . l o t i g a r d w a t e r. o r g

59

C O M PA N Y N A M E

All new structures and pipelines at the new reinforced piles to kee

essentially doubled their water rates to repay the bonds sold to build the improvement,” said Koellermeier.

“I think it’s more common than most people realize, and I think you’re going to see more of it into the future. It leverages the dollar so much further.”

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BUILDING A RESILIENT SYSTEM With a greater understanding of how future seismic activity in the Pacific Northwest will impact infrastructure, new facilities and pipelines are being developed to withstand a major earthquake.

By requiring each of its new water

w water treatment plant are supported by 1,110 deep ep them in place during shaking

supply facilities to be designed to remain functional after a large earthquake, the partnership is improving its odds of bouncing back quickly from a significant seismic event. Lake Oswego and Tigard will be in much better shape than most other water supply systems in the region because of the new, robust

“backbone” infrastructure that supplies and distributes water.

“Because we’re building this entire supply project at the same time, the Lake Oswego Tigard system will be the most seismically resilient water supply system in the Portland metro region for a long time,” said Koellermeier. w w w . l o t i g a r d w a t e r. o r g

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Copyright 2015, City of Tigard

SECTOR

Copyright 2015, City of Tigard

C O M PA N Y N A M E

All new structures and pipelines at the new water treatment plant are supported by 1,110 deep reinforced piles to keep them in place during shaking

Not only are the new facilities designed and constructed to withstand major earthquakes, the network of interconnected water systems also expands – increasing water reliability for Lake Oswego, Tigard and communities across the region.

“Tigard and Lake Oswego are taking on a much higher responsibility, and are part of the pioneering effort of working towards providing a high-quality 62

February 2016

water product to the community,” Goodrich added.

MAKING BETTER DECISIONS WITH GIS Both Tigard and Lake Oswego have also used geographic information system (GIS) technology for a number of years. The technology can access and view mapping while in the field, which is important for creating infrastructure.

It also provides information for

Copyright 2015, City of Tigard

CONSTRUCTION

The Clackamas River is one of the Oregon’s most pristine water sources, whose headwaters lie downstream from Mt. Hood and the Oregon Cascade range

people who need it most, as data management employees have the information captured in the GIS to help make decisions.

“To be honest, we kind of take it for granted,” said Goodrich. “For underground technology, it’s really great. It just provides so much information at the fingertips of people who really need it out in the field.”

Koellermeier noted, “Where we are really starting to be innovative is

now we have supervisors, managers and decision makers manipulating that data to make decisions and figure out where investments need to be made and predict problems.”

THE TEAMS BEHIND THE PROJECT According to Koellermeier, Slayden Construction Inc. is doing a great job constructing the treatment plant and river intake, Emery and Sons Construction Group worked w w w . l o t i g a r d w a t e r. o r g

63

Major construction on the Bonita Pump Station finished in 2015, including a new 24-inch diameter pipe laid underneath I-5 that connects the facility with the water system

CONSTRUCTION

efficiently to install more than seven miles of large diameter welded steel pipe, while Pacific Excavation Inc. was a major partner on Tigard’s pump station.

To assist with the delivery of this large, multiyear public works program, Lake Oswego retained the services of Brown and Caldwell, a national consulting engineering firm with expertise in program management. Using outside resources, in addition to its own project delivery team, allowed the partnership to more flexibly and efficiently meet the needs of the program as it ebbed and flowed during the planning, permitting, design and construction phases of the project.

“We are extremely pleased with the quality and responsiveness of their efforts and would definitely consider hiring a program management firm again for future large public projects,” said Komarek.

“They have helped us develop the tools to provide the right level of oversight and communicate issues to our elected officials,” said Koellermeier. “Everyone I’ve worked with over the

“We could not have implemented and delivered this $254 million program had it not been for the vision and support of the residents of our two communities and their elected representatives over the last eight years.”

Key Personnel

Joel Komarek Project Director

Dennis Koellermeier Tigard Water Partnership Program

John Goodrich Public Works Manager for the city of Tigard

– Joel Komarek, Project Director w w w . l o t i g a r d w a t e r. o r g

65

L A K E O S W E G O T I G A R D WAT E R PA R T N E R S H I P

Proud to be a committed partner to the success of the Lake Oswego Tigard Water Partnership Finished Water Pipeline Project

INDUSTRY LEADER FOR

UNDERGROUND UTILITIES AND

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OF ANY SCOPE OR SIZE 503.588.7576 | WWW.EMERYANDSONS.COM | CCB #203633

last eight years has added a lot.”

A NEW ERA The goal for the partnership is to have the capital program wrapped up within the next 12 to 18 months.

“That will be a major milestone, as this is the largest public works project ever undertaken by the city of Tigard,” said Koellermeier.

“As an organization, we’re always challenged to do more with less, and now we have this new major 66

February 2016

infrastructure to own, operate and maintain.”

In the past, Tigard has essentially been a renter of water through a wholesale contract with the Portland Water Bureau. If there was a waterquality issue or something else they did not like, the solution was making a phone call to somebody else to fix the problem.

Now, there’s no one else to call.

Tigard has the ability to handle future water quality and delivery

Copyright 2015, City of Tigard

CONSTRUCTION

Company Information INDUSTRY

Municipal Construction HEADQUARTERS

Lake Oswego, Oregon FOUNDED

2008 ABOUT

issues on their own.

“It’s going to be different for us,” said Goodrich.

“I’m confident the staff we have is up for the challenge. We’re working in conjunction with the partnership, so it’s not like we’re doing it alone.

In the next 18 months, we’ll be getting used to operating the system, and making sure we’re meeting all the needs of our water customers.

“The people have stepped up and provided the support to construct a $254 million project. Now it’s going to be up to the next group of people to maintain and operate it in a manner that will make it last for a long time.”

The Lake Oswego Tigard Water Partnership expands Lake Oswego’s existing drinking water infrastructure so that it can serve both Lake Oswego and Tigard communities. Under the partnership, Tigard also will share ownership and control of the new water system that will serve Tigard water customers.

Lake Oswego currently withdraws water from the Clackamas River in Gladstone as it has been doing for almost 50 years

w w w . l o t i g a r d w a t e r. o r g

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TURNER CON CONRAC P

Building a better rental car center

Turner Construction is creating convenience for ren Airport’s new consolidated Written by: Sasha Orman

NSTRUCTION PROJECT

r solution for San Antonio Airport

nters and operators with San Antonio International d rental car center project Produced by: Tom Venturo 69

C O M PA N Y N A M E

Existing Parking Garage Demolition

T

he airport rental car business is changing—and to meet customer expectations, savvy airports are building to reflect that change as well.

“The rental car industry at airports is getting consolidated,” said Eric Wildt, senior project manager for Turner Construction Company.

“That’s where the business model’s 70

February 2016

running, because it creates operational efficiencies for the rental car operators and it elevates the level of customer service provided to the renting public.”

San Antonio International Airport (SAT) is one airport making the change, and the city of San Antonio has selected Turner Construction to help it realize its vision of a new

SECTOR

consolidated car rental (CONRAC) “If you’re pushing the envelope on facility to maximize convenience and catching a flight and trying to find customer satisfaction. where you’re supposed to return your vehicle, it can be very stressful.”

A new vision on an existing site To address this issue, SAT looked “The way that the current rental to the site of its short term parking operations are scattered around garage. After demolishing the the airport, they’re not co-located in existing short term garage, Turner any one place and some of them are Construction is rebuilding the very difficult to find,” Wildt explains. structure as a brand new seven-level w w w. t u r n e rc o n s t r u c t i o n . c o m

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UNIFIED SERVICES OF TEXAS, INC.

Fuel System Contractor UST is a full service contractor providing Fuel System construction to a wide range of clients. Our highly skilled professional’s have been successful in building long lasting relationships with our customers by exceeding their expectations and gaining their trust through exceptional performance.

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2110 Greenbriar Dr, Southlake, TX 76092 Phone: (817) 481-9510 | Fax: (817) 488-1729 | Email: info@ustgc.com

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No one understands the time-sensitivity and complexity of concrete construction better than FABco. Our team has gone through great lengths to offer products and services that enhance the procurement of reinforced concrete materials. FABco offers a range of products, carefully designed, efficiently fabricated, and quickly delivered.

CONTACT US

713.633.6500

info@FABcoUS.com

TURNER CONSTRUCTION – CONRAC PROJECT

multi-use CONRAC solution. The first two levels will serve as public parking to replace the former short term parking garage—on top of this, levels three through seven will be rental car operations. Adjacent to this, a quick turnaround area (QTA) is being built to supply the rental car services with support from fueling stations to maintenance and car wash bays to get rental cars back in shape for their next adventures.

Innovating rental car convenience The new CONRAC structure is much more than the parking garage it is replacing. “We’ve got some really cool features,” said Wildt. One of these signature features is a sky bridge that will connect directly from the airport terminals to the CONRAC customer service center.

“There will be a sky bridge you can walk across after you get your baggage, which takes you over the

Last Phase of the Existing Parking Garage Demolition w w w. t u r n e rc o n s t r u c t i o n . c o m

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Last Phase of the Existing Parking Garage Demolition

TURNER CONSTRUCTION – CONRAC PROJECT

drive lanes to level 4 and into this large expansive lobby that will have all the rental brands in front of you,” said Wildt. “If you have a vehicle reserved, you check in and go down to your vehicle. If you don’t, you’ve got all of the brands right there available to you that you can rent from. It creates instant and easy access for the renting public—you don’t have to get on a shuttle for 1020 minutes, it’s a direct connect.”

Wildt adds that this centralized location is of benefit to departing travelers as well. “On the other side, when you’re coming back to return your vehicle, you don’t have to return it somewhere offsite and then take a shuttle to the airport to catch your flight,” he said. “The rental car center is right there in the center, so I can drop off my car, walk across the sky bridge and go to my gate.”

While the sky bridge to Level 4 creates convenience for consumers, the adjacent QTA creates convenience for the rental car services with amenities like 54 fueling points and direct connections of its own.

“The actual service levels are 2, 3 and 4, and each of those floors is

connected via a combination sky bridge and circulation helix to the rental car center,” said Wildt. “This is set up for operational efficiency: every functional level where you’re renting vehicles is connected via direct drive lane over to this QTA, so they don’t have to take the cars all the way down to the ground to some facility offsite to have them cleaned and refueled. It’s a very simple and direct connection that makes things very efficient for the operators.”

Balancing progress with safety Construction projects are regularly complex, but that complexity compounds when it’s a 1.6 million square foot project underway in the middle of a busy transportation hub populated by thousands of travelers and employees passing through every day.

“It’s smack dab in the middle of airport proper, so logistically it’s a very tight project,” said Wildt. “On the west boundary of our site we have a long term parking garage that has to stay up and operational, and on the east side are the drive lanes for the terminals that have to stay up and operational.”

w w w. t u r n e rc o n s t r u c t i o n . c o m

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TURNER CONSTRUCTION – CONRAC PROJECT

Pull Planning with Subcontractors a technique used as part of the Last Planner System

®

DYNAMIC SYSTEMS, INC.

MECHANICAL CONTRACTORS

Dynamic Systems, Inc. is proud to be a part of the SAIA CONRAC Project.

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We are a world-class leader in the fabrication and installation of sophisticated process and high purity piping systems, process exhaust, HVAC piping and sheet metal, and plumbing systems.

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76

February 2016

Turner Construction has risen to the challenge of tackling this project while ensuring that pedestrian and traffic flow through SAT is able to function smoothly and without major interruptions.

“Site management—the interface with the public—is a big deal,” said Wildt. Turner Construction has employed several strategies to maximize site safety, from working at night when traffic is lower, to building a 600-foot covered walkway for pedestrians to safely bypass the construction zone on their way

CONSTRUCTION

from the long-term parking garage to the airport terminal. The construction company is also working closely with the FAA for construction and equipment approval that maintains full visibility for the control tower, ensuring safety both on the ground and in the air.

Paving the way for further growth With construction well on its way, Turner Construction estimates that the first two levels will be open for business by April of 2017, followed with the launch of rental car operations by March 2018. Once open, the benefits will be clear.

“The customer service aspect that’s being enhanced in this program is huge,” said Wildt. “It’s really going to elevate the airport’s ability to offer that customer service to the passengers, and really the satisfaction that everyone flying through that airport is going to experience.”

But the completion of this project will not be the end of growth for SAT—rather, it’s just the beginning of a more expansive plan for the airport. SAT sees further expansion in the future, with even a new terminal in the works down the line, and the smarter transportation and parking options put into play with the new CONRAC facility allow it to effectively support that growth.

“It ties into the master plan to grow San Antonio as an airport over the next many years,” said Wildt. “This asset that they’re creating gives them the ability to continue that vision of growth and expansion in a very smart way.”

Company Information INDUSTRY

Commercial construction HEADQUARTERS

1077 Central Parkway South, Suite 600 San Antonio, Texas, USA, 78232 FOUNDED

1902 EMPLOYEES

22 on project REVENUE

$129.5 million

w w w. t u r n e rc o n s t r u c t i o n . c o m

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Innovating excellence for the mining sector Knight PiĂŠsold continues to carve out a name for itself through its inventive approach to client solutions and its knack for customer relations Written by: Robert Spence Produced by: Andy Turner

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“Our competitive advantage is in our expertise and our client relationships” – Bryan Ulrich, Senior Vice President of Knight Piésold USA

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February 2016

K

night Piésold was established in 1921 when Dr. Francis Edgar Kanthack set up shop in Johannesburg, South Africa as an engineering consultant. Over the years, the company has developed into a major global consulting firm for the mining, power, water, transportation and construction sectors by delivering high quality specialty services with respect to social, environmental and economic responsibilities.

Today, the employee-owned company is comprised of over 800 experienced professionals, including consulting engineers and environmental scientists, and continues to carve out a name for

MINING GLOBAL

itself through its inventive approach to client solutions and its knack for customer relations. “We have a global reach, but we function like a boutique provider at heart,” explained Bryan Ulrich, Senior Vice President of Knight Piésold’s USA division.

Pillars of strength In terms of mining services, Knight Piésold specializes in the research, design and implementation of innovative solutions for waste

management, tailings disposal, heap leach pads, rock mechanics, groundwater evaluation, water supply, water management and environmental services.

“As a global company, we’re quite small compared to our competitors,” said Ulrich. “Our competitive advantage is in our expertise and our client relationships. This means that even in an industry downturn, we are managing to stay relatively busy. For example, right now we are watching after a very large tailings dam construction job at Round Mountain in Nevada. It’s possibly 2015’s largest construction project at a mine site in Nevada.”

According to Ulrich, while consulting firms and their expertise can sometimes be deemed as a commodity during rough times, the real distinction for clients is how they’re treated by their consultants.

“We’ve all had good and bad experiences with customer service.

At restaurants, for example, we’ve all had that one waiter who seems to disappear when we need the bill. For us, we put ourselves in our clients’ shoes and strive to w w w. k n i g h t p i e s o l d . c o m

81

CETCO provides expertise in transforming minerals and polymers into technologies that improve productivity and performance.

From technical problem-solving to on-site supervision, CETCO consults with customers to develop long-term solutions.

OUR STANDARDS. YOUR PEACE OF MIND.

2870 Forbs Ave. Hoffman Estates, IL 60192

Ph: 847-851-1500

andrew.jung@cetco.com

www.cetco.com

Prefabricated Vertical Wick Drains Pre-Consolidation Building Foundations Levee Stabilization Highway Embankments Dewatering Mine Tailings Dredge-Fill

Earthquake Drains Liquefaction Protection Soil Cleansing Lasagna WIDE

HB Wick Drains 7989 Cherrywood Loop Kiowa, CO 80117 303-627-1100 phone

www.HBWickDrains.com

G ROUND IMPROVEMENT CONTRACTORS & ENG I N E E R S Working worldwide on a variety of projects with Knight Piesold

KNIGHT PIÉSOLD understand as much as we can about their operations and their needs,” Ulrich said.

“Because of our mentality towards customer service, we tend to get a lot of repeat business from previous clients. A lot of times when clients move on to other companies, they bring us on board at their new company. Customer service is one of our pillars of strength and it’s making a huge impact for us.”

MINING GLOBAL

and creative thinkers. Our innovation comes from making site-specific solutions for each project, and it can sometimes be very challenging and rewarding” said Ulrich.

“At the Rochester mine in Nevada, there is a general absence of clay for construction of heap leach facilities, so we’ve very carefully designed those facilities to use a geosynthetic clay layer product (GCL), rather than the traditional clay layer that goes along with the geomembrane,” said Ulrich.

Innovation continues to be another pillar of strength for the company.

Sharing knowledge “Engineers are taught to be linear Knight Piésold places a huge

Knight Piésold USA Managment Team w w w. k n i g h t p i e s o l d . c o m

83

KNIGHT PIÉSOLD emphasis on disseminating knowledge.

“Internally, we hold training forums where several of our offices get together so we can exchange experiences and expertise on several topics. We just got back from Lima where we held a forum on tailings management. This is in addition to our normal mentoring and on-the-job-training,” Ulrich said.

In addition to traditional educational channels such as publishing papers and participating in industry conferences, the company also organizes an annual event called Elko Roundtable. Since 2005, the all-day, no-cost event has been key in sharing information with clients and strategic vendors.

Past topics have included heap leaching, tailings management, mine closure, sustainability, paste and filtered tailings, co-placement of mine waste, and several other themes.

“The purpose of the Roundtable is to exchange ideas and information pertaining to broad topics revolving around the day’s selected subject,” said Ulrich. “Compared to traditional conferences and symposia, the 84

February 2016

Roundtable tends to provide a much less inhibited format for discussion — lively discussions and helpful tangential departures are encouraged.”

Mining Engineering magazine publishes Knight Piésold’s reports from the Roundtable event on several occasions. Additionally, the event has its own web page where all presentations and publications are archived for easy reference.

World-class leader The company has positioned itself as a leader in its fields, having been utilized on hundreds of projects around the world, including some of the biggest and most challenging surface and underground mining projects in the last century. One such project is the storied Yanacocha gold mine in Cajamarca, Peru.

South America’s largest gold mine — and the second largest in the world —Yanacocha stretches approximately 535 square miles and is comprised of four operations: Cerro Yanacocha, La Quinua, Carachugo and Maqui Maqui. Its heap leach pads and associated ponds include a tailings storage

Tom Kerr, President, Knight Piésold USA

facility, process plants, treatment plants and several other facilities.

“In terms of size and production, Yanacocha is very impressive. We’re really proud to have been a minor partner in the project,” said Ulrich.

Since 1994, Knight Piésold has actively been involved with Yanacocha providing everything from conceptual to final designs, as well as construction management, quality control/quality assurance, support during permitting processes and operational support.

The company is responsible for designing the heap leach pads and associated structures including ponds, access roads and

Bryan Ulrich, Senior Vice President, Knight Piésold USA

channels, as well as providing civil and geotechnical design for major infrastructures, technical support and water management technical support.

“The La Quinua tailings facility — which resides in an active heap leach facility — is one of a kind,” explained Ulrich. It functions as an innovation that was developed based on the needs of the project.

“The fluids in the two facilities don’t intermingle for obvious reasons, but it was a novel solution to a difficult problem of land constraints and minimizing our footprint. We designed a very similar facility for an operator in North w w w. k n i g h t p i e s o l d . c o m

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KNIGHT PIÉSOLD

Knight Piésold USA Team Directing Field Reconnaissance

America, which had an altogether different set of project needs and challenges.”

Ulrich and his teams are currently working on an array of projects scattered across the globe, including a variety in Saudi Arabia, Latin America and the United States.

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Moving forward While the success of Knight Piésold can be told through the effective completion of the projects it undertakes, the company continues to be recognized for a wide range of achievements and accolades.

In the last few years, the company has earned several top honors for

MINING GLOBAL

engineering excellence and project management as well as recognition as a Top Employer.

“We’re very appreciative of all the recognition and awards we’ve received in the past,” said Ulrich.

As a sign of things to come, the company continues to undertake some of the biggest projects in the mining industry. Upcoming and ongoing projects for Knight Piésold’s global practices include: the Fort Knox Mine in Alaska; the Kinsevere Copper Mine in the Democratic Republic of the Congo; and the Palmaerejo SilverGold project in Mexico.

“A lot of the projects that were identified a long time ago, which at the time were too difficult to tackle, are starting to come up and become attractive again. Design-wise, those have been some really interesting projects,” said Ulrich.

“Recently, there have been some very large projects with some of the world’s big gold miners like AngloGold in Colombia, Hudbay in Peru and Rosemont in Arizona. In fact, we’re currently in the advanced design stages of creating a world-class filtered tailings facility for Rosemont in Arizona.”

Moving forward, Knight Piésold will continue to focus on providing innovative solutions to its clients, while maintaining the company’s vision and values in the process.

“Our goal is to have 15-20 years of rolling sustained growth and stability,” Ulrich concluded.

Company Information INDUSTRY

Mining HEADQUARTERS

460 West Silver Street, Suite 106 Elko, Nevada United States 89801 FOUNDED

1921 PRODUCTS/ SERVICES

Mining, power, water, transportation and construction

w w w. k n i g h t p i e s o l d . c o m

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The Jewish General Hospital

Advancing innovation

Dr. Lawrence Rosenberg, President and CEO of West Central Montreal Health, discusses challenges and innovations at the Jewish General Hospital in Montreal Written by: Sasha Orman

Produced by: Andy Turner

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T H E J E W I S H G E N E R A L H O S P I TA L

E

stablished in 1934, the Jewish General Hospital was built by Montreal’s Jewish community and stands today as a leading healthcare provider within its region. Since its inception, the hospital has held fast to values of integrity and accountability.

“The hospital has always strived to deliver world-class care and to be a magnet for talent,” says Dr. Lawrence Rosenberg, President and CEO of West-Central Montreal Health. “It has a legacy and heritage of entrepreneurship, which persists to this day. The hospital has always set impossible goals for itself, which 90

February 2016

have always been met.”

As a magnet hospital and a centre of innovation, the Jewish General Hospital continues its legacy through today’s innovations and modern challenges.

Responding to the changing shape of Quebec healthcare In early 2015, the National Assembly passed Bill 10, a health care law aimed at transforming the organization and delivery of health care and social services by eliminating regional health authorities (i.e. The Agencies), while unifying individual institutions

H E A LT H C A R E

into new territory-based networks of integrated care. Towards the end of the year, Quebec saw further healthcare legislation with the passage of Bill 20, which aims to increase access to family physicians for Quebec residents and to improve productivity of specialists. The Jewish General Hospital is one of many that are working to streamline and restructure in response to these new laws.

“With the implementation of Bill 10, the hospital has become part of an integrated healthcare and social services university network,” says Rosenberg, noting that the restructuring has presented the hospital with opportunities to work with partners to find ways to improve patient access and quality of care, and to find efficiencies and better control hospital costs.

“We will have to compete on being the best—the highest quality and lowest cost provider. We are more than up to the challenge” – Dr. Lawrence Rosenberg, President and CEO

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C O M PA N Y N A M E

It is too soon to really know what the consequences will be for the hospital, but needless to say, anything that promotes better use of resources and improved access will certainly benefit the population,� he adds. “I do not believe that either legislation will negatively impact our plans for future growth. The hospital has been preparing for this for the 92

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past two years, and we are ready to play a formative role.�

Corporate responsibility and patient-centric care Above all, a hospital is judged by the level of care it is able to provide to its patients. The Jewish General Hospital understands this, and works to increase its level of care

SECTOR

through higher accountability to the public.

“Corporate responsibility is extremely important to us—we take our stewardship role of the system very seriously,” says Rosenberg.

“With the current pace of change, one of our challenges is actually accountability as we redefine roles and responsibilities within the new

corporate structures.”

Efficiencies and cost savings are vital in any sector, and healthcare is no different. But at the Jewish General Hospital, a critical part its corporate accountability strategy has been a shift of priorities from its professionals to its patients, ensuring that high quality care comes before all other w w w. j g h . c a

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T H E J E W I S H G E N E R A L H O S P I TA L considerations.

“We are stewards of the public healthcare system and our primary stakeholders are our patients,” Rosenberg adds. “Accordingly, we are rethinking how we organize by putting the patient at the centre of all our decision-making. As I say to my colleagues, everything should pass the ‘if this were your mother...’ test.”

and the Jewish General Hospital stays on the vanguard as the industry and its capabilities rapidly evolve. “Given our culture of innovation and entrepreneurship, we are always looking for opportunities to partner with industry to prove the benefit of new technologies,” says Rosenberg, explaining that the hospital boasts a rich clinical research program as well as a Building in an era of accelerated commitment to acquiring cutting change edge equipment like the Da Vinci Technology is always advancing, robotic surgical system to improve

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the patient experience.

“The hospital’s surgical program is largely predicated on minimally invasive techniques, including selective use of the Da Vinci. This has permitted us to drastically reduce length of stay and complications,” says Rosenberg. Another recent acquisition, the first equipment of its kind in North America, utilizes high intensity focused ultrasound (HIFU) to target and treat prostate cancer. Rosenberg estimates that the machine What motivates me is the sense should reduce surgical prostatectomies by as of adventure that I feel at the prospect of accomplishing much as 20 per cent. something new in the medical The hospital is anticipating a more widespread field. Each day offers fresh to strive towards evolution of the healthcare industry. “I believe we opportunities new horizons, to innovate, to are in an era of accelerated change, in part driven improve, to inspire. by technology,” says Rosenberg. “Interventions that could previously only have been conducted in a medical centre are moving out to community “We put the patient hospitals, clinics, physician offices, and into the at the centre of home as well. Moreover, as the standards for all our decisioncredentialing of nurses and other allied healthcare professionals have risen, care previously provided making. As I say by specialists and general practitioners will be to my colleagues, provided by these other professionals.” everything should While these advances will improve access pass the ‘if this and reduce cost for patients, they also require a rethinking of the best way to administer care in a were your mother...’ hospital setting. Once again, the solution comes test.” back to the idea of patient-centered treatment.

– Dr. Lawrence Rosenberg, “Given this rapidly unfolding environment, the President and CEO hospital will have to become more focused on w w w. j g h . c a

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T H E J E W I S H G E N E R A L H O S P I TA L

what its redefined mission will be,” says Rosenberg. “We must move from a volume-based to a valuebased organization that is patientcentered, as opposed to being physician-centered. We cannot do everything and we will have to compete on being the best—the highest quality and lowest cost provider. We are more than up to the challenge.”

Meeting current challenges In the spirit of innovation, the Jewish General Hospital currently 96

February 2016

has several projects underway to expand and increase its abilities.

In January 2016 the hospital plans to launch its new critical care pavilion (Pavilion K), which will henceforth house 60 per cent of hospital activity. “It is a magnificent structure,” says Rosenberg. “This will definitely be a defining moment with respect to the future of the hospital.”

The hospital is in the process of helping to put in place a new management team as part of its integration into Quebec’s new health

H E A LT H C A R E

care and social services university network.

Additionally, the hospital team and its new network partners are developing a framework to establish a “continuum of care” for citizens that will focus on preventative care and aftercare for a healthier region, plus a Patient/Client Experience Program for better service overall.

“As our healthcare and social services network takes form, we will play a critical role in establishing trajectories of care that will follow a continuum from the hospital,” says Rosenberg.

“We hope to contribute to the creation of a more robust system of home care that will keep patients away from the hospital.”

Company Information INDUSTRY

Hospital HEADQUARTERS

3755 Côte-SainteCatherine Road Montréal, Quebec Canada H3T 1E2 FOUNDED

1934

Making a difference with innovation and entrepreneurship From government mandates to growing populations, the Jewish General Hospital has plenty of challenges ahead. But with advanced resources and a spirit of progress, the hospital is dedicated to meeting and exceeding those challenges as they come.

“I believe what sets us apart is our culture of entrepreneurship and innovation, our history of caring for all, aspiring to provide the highest quality care, and our dogged persistence and resilience,” says Rosenberg. “The hospital has historically been a survivor—we have always discovered a creative way through the challenges that have been put before us.”

EMPLOYEES

5142 REVENUE

$350,000,000

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Freezing solutions for specialized needs President/CEO Sascha Poteralla discusses customization, specialization and the future of freezing technology Written by: Sasha Orman Produced by: Jason Wright

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G E A R E F R I G E R AT I O N C A N A D A I N C .

Panel fabrication area of GEA Refrigeration’s production floor

G

EA supplies the food industry with reliable, hygienic and flexible solutions for freezing and chilling needs -- spiral freezers designed for easy cleaning and access, tunnel freezers with various belt designs for many different products, and dishwasher-type CIP systems for most of its freezers and chillers.

Consumers buy frozen products from thousands of brands every day—and when they get those products home, the quality of the brand’s freezing process comes to light. Nobody wants frozen french fries or fish sticks that come stuck 100

February 2016

together in a single block of ice, or frozen strawberries and raspberries that have been reduced to mush by a harsh freezing process.

For high quality and performance results, food production processors turn to GEA. With more than 35 years of experience in the food freezing industry, GEA has refined the art of specialized and customized refrigeration and freezing for a wide variety of products and processes.

Serving a wide range of products GEA understands that food

M A N U FA C T U R I N G

The sheet metal area of GEA Refrigeration’s production floor

producers and manufacturers have varied and often diversified needs. Because of this, GEA offers technical expertise and experience in various applications such as: • Meat • Poultry • Dairy • Seafood • Fruit and vegetables • Ready meals and convenience food • Bakery From whole chickens to prepared or marinated chicken tenders, from raw sliced fish to par-fried fish sticks, and from processed microwavable convenience foods to freshly harvested and flash frozen berries, GEA is able to design, engineer,

“We have identified more opportunities, and we are planning to further roll out Lean principles into the execution of our products, to serve our customers more quickly without losing our quality” – Sascha Poteralla, President/CEO w w w. g e a . c o m

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Overlanders Management and staff are proud to be a key supplier to GEA Refrigeration Canada Inc.

G E A R E F R I G E R AT I O N C A N A D A I N C .

MFG

manufacture and install custom freezing and chilling solutions for practically any demand.

significant contribution in some of our sub-procedures, where the output was doubled without any capital investments,” said Enrique Efficiency through Lean Rivera, Director Manufacturing “We operations were significantly able to reduce When a manufacturing operation is our working capital in the last year, run consciously and efficiently, that which we will now maintain as a long translates to a better quality product term target. We have identified more and cost savings for the end user. opportunities, and we are planning In an effort to reduce lead times to roll out more Lean principles into while maintaining the quality of its the execution of our products, to output, GEA has adopted a Lean serve our customers more quickly manufacturing strategy, which is without losing our quality.” being implemented throughout the entire GEA plant in Richmond B.C..

Prioritizing food safety “So far we have seen quite a At any food manufacturing facility,

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An assembly operator works on the shop floor of GEA Refrigeration

G E A R E F R I G E R AT I O N C A N A D A I N C .

MFG

food safety is a top priority. From processed foods to raw fruits and vegetables, there is always a concern for foodborne pathogens and bacteria making their way from the farm or facility to a consumer’s plate. Through innovation and technology, GEA works to provide machines that offer the ultimate in food safety and protection to ensure that its clients’ frozen products stay safe for consumers.

One of our core technologies is the hygienic design of our products,” said Sascha Poteralla, President/ CEO. “Moisture is a fantastic ground for bacteria to grow, so we avoid bolted structures inside our freezers and fully weld our structures and enclosures for that reason. As moisture has a chance to grow bacteria in any tiny corners finding its way onto the frozen the product, we are using open profiles and open structures in our designs” he said.

up to today, we have more than 1,000 chillers and freezers installed worldwide and more than 35 years’ experience in food freezing and chilling,” said Poteralla. “There is a huge amount of experience behind us, and we have a huge database available on products we have handled successfully in the past.”

Though past experience cannot always prepare a business for customer needs in the future, GEA is always ready for new challenges— and new challenges come along often. “Even in the food industry, we always get new products on the market,” explained Sascha Poteralla.

A state-of-the-art test lab allows our customers and engineers to use a combination of past experience and new tests to determine the best way to process new products.

“We have a test center here in Richmond, so customers come to see us quite a lot,” he said. “They may bring their product prototypes A custom fit and custom testing and we carry out tests together A large part of GEA expertise comes with them to measure freezing and from its years of experience in retention times. Further design serving and innovating food freezing criteria in terms of airflows and solutions for customers. temperatures which determines how “With its foundations back in 1979 big the machine needs to be, we can w w w. g e a . c o m

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G E A R E F R I G E R AT I O N C A N A D A I N C .

An assembly operator works on the shop floor of GEA Refrigeration

figure that all out from those tests in our freezer lab and test center.”

This kind of field testing is especially vital for producers of fresh fruits and vegetables, where it is imperative that products are frozen quickly, perfectly, and reliably. “We can simulate how the system behaves in the field, which is very important for the 106

February 2016

majority of products which are not only produced but harvested— customers are very interested to find a reliable solution,” added Sascha Poteralla. “Once the peas or raspberries are harvested, you need to get them frozen or processed, otherwise you can just throw them away.”

M A N U FA C T U R I N G

Planning for the future GEA sees more innovation in store for the future.

“We are working on continuously developing our machines and our technologies,” said Sascha Poteralla, noting that the company is working with select customers to test new development prototypes before they go to market.

“In addition to that, we are capturing the demand of the market and of our core key customers,” said Poteralla. “We are keen to understand what their plans are in regards to new products they want to launch. The further we understand that, the better we can make sure we have the technology available in our portfolio to meet their demands.”

The company is also looking to continue improving its processes, pushing its Lean principles even further to provide its consumers with additional benefits. “We are constantly looking to optimize and reduce the total cost of ownership of our machines,” said Enrique Rivera. “That means we expect to have longer maintenance cycles, and we are working on studies to let our machines operate longer between a servicing stop. We are looking to constantly optimize on low cost solutions with high quality standards. On one side we are trying to add features, and on the other side want to make sure we are capable of supplying a solution quickly to the market, specifically when it comes to serve customers demand and maintaining their seasonal business.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

2551 Viking Way Richmond British Columbia Canada V6V 1N4 FOUNDED

1979 EMPLOYEES

153 REVENUE

50,000,000 CAD$ PRODUCTS/ SERVICES

Industrial freezers and refrigeration

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Driving

GROWTH

Bay & Bay Transportation COO Chip Smith discusses new a focus on safety and security in asset-based and third-par Written by: Sasha Orman Produced by: Jason Wright

w technology and rty logistics

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B AY & B AY T R A N S P O R TAT I O N

I

n a world full of options, Bay & Bay Transportation aims to give its customers more: more services, more capacity, more security and more quality under one roof. For over 50 years, Bay & Bay has been working toward combining 3PL brokerage capabilities and services with a fleet of 500 company-owned trucks. Rising to the top in both categories, Bay & 110

February 2016

Bay is a top 40 freight broker, a top 250 truckload carrier, and one of the top 20 fleets to drive for by the Truckload Carriers Association.

“We give our customers the best of both worlds,” says Bay & Bay COO Chip Smith. “It’s the security they need and the available capacity we control, as well as resources encompassing multiple modes and tens of thousands of fleets.”

S U P P LY C H A I N

“We give our customers the best of both worlds. It’s the security they need and the available capacity we control, as well as resources encompassing multiple modes and tens of thousands of fleets” – Bay & Bay COO Chip Smith

UNLIMITED OPTIONS By combining a full fleet with a well-connected brokerage service, Bay & Bay is able to offer its clients practically limitless options to fit their unique transportation needs.

“While our fleet side is constrained to where you can send 500 trucks at any given time, on our logistics side—which includes rail intermodal, highway truckload

and LTL services covering North America—we really are unbound.

I’ve got 30,000 different fleets under contract, all qualified and able to help,” says Smith.

This is especially beneficial for customers with varied needs who rely on Bay & Bay as both a carrier and a broker. “Customers find it really valuable to have a one stop shop that gives them access to w w w . b a y a n d b a y. c o m

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S U P P LY C H A I N

all the capacity that they need, and gives them options and different mode considerations in one spot,” says Smith. “We do this with high quality levels of service and controls; it doesn’t really matter what part of the company is moving the freight for a particular customer. They have one point of contact, yet the resources of all these different modes and capacity sources.”

FOCUSING ON SAFET Y “By and large we’re dealing with small carriers.

We’re aggregating all this capacity for our shippers, and they expect us to vet the carriers properly so we control the risks, rather than picking any carrier that happens to post a truck available,” Smith explains. To ensure that Bay & Bay is able to provide the highest quality carriers

SUPPLIER PROFILE

Bay and Bay Transportation offers tricks and tips for OTR truck drivers

TRUCKSTOP.COM

At Truckstop.com, we are the one-stop connection between carriers, brokers, and shippers. Founded in 1995 as the first freight-matching marketplace to hit the web, Truckstop.com has grown to provide load planning, transportation management, telematics, route optimization, real-time rates, powerful negotiation tools, and other logistics solutions. Truckstop.com is recognized as the leading resource for transportation data and trends, including the weekly Trans4Cast, which informs outlets like Bloomberg Financial and Fox News. Additionally, Truckstop.com also serves as the largest credit reporting entity in the transportation industry, helping companies guard against fraud and choose the right partners for their business.

Website: www.truckstop.com

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C O M PA N Y N A M E

to its clients, the company maintains rigorous standards.

“It begins with the contracts we have with our carriers as well as with our shipper customers. For a carrier to meet our compliances, there’s a number of steps they have to go through beyond just having an adequate safety rating,” says Smith.

The company looks at much more than carrier safety ratings to make its assessments, from insurance 114

February 2016

levels of carriers to extensive background checks. Bay & Bay also holds its own internal operations to the same rigorous standards, going above and beyond to give clients peace of mind that their cargo is in good hands.

“We carry quite a bit of insurance beyond what any normal carrier or even most brokers would carry—so we have the vetting of the carriers up front to begin with, then we have

S U P P LY C H A I N

their insurance, then we have our additional protections on top of that,” says Smith.

INVESTING IN TEC H N O LOGY “Our assets are primarily the drivers and the trucks,” says Smith. “On the logistics side, our assets are the information and the information management systems we’ve selected.”

Bay & Bay has made significant investments into technology to support those information-based

assets, including the creation of its proprietary BOSS system built to monitor every aspect of the company’s load management and customer management. Based in the cloud and fully integrated with the company’s CRM from Salesforce.com, Bay & Bay’s BOSS system is able to handle an array of vital functions.

“We have all kinds of portability, report writing functions, and other benefits because we have a robust base platform,” says Smith.

“Because it’s based in the cloud, we

Eco truck - Winter driving

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B AY & B AY T R A N S P O R TAT I O N

Sam Anderson - President / CEO

can operate from virtually anywhere we can get internet access. Even if we have a power outage or the phones go down, we can operate with just a cell phone and still conduct business with our carriers and customers.”

As Smith explains, the significant expense of an in-house program like BOSS is well worth the cost for the safety net and convenience that it provides. “It gives us an advantage in the market that is hard for any of 116

February 2016

Brokerage

the canned packages available to brokers to copy,” he says. “The cost to develop BOSS was well over a million dollars and it never ends— you’re in the IT business forever once you’ve developed your own software—but we think it gives us a leg up on everybody else.”

LOO K I N G FO RWA R D Bay & Bay is looking forward to more rapid growth in its future.

“Last year our brokerage grew

S U P P LY C H A I N

Company Information INDUSTRY

Transportation services HEADQUARTERS

Eagan, Minnesota FOUNDED

2008 ABOUT

41 percent,” says Smith, noting that while this year has been tough, the brokerage side of the business is still up 15 percent.

“Right now, we anticipate being a $180 million company, but five years from now we could easily be $300 million, with about $200 million being our freight brokerage and the balance being our assets,” says Smith. “Assets were 70 percent of our business five years ago, and now it’s 50/50 with our brokerage—so there’s a shift toward 3PL services that complement what we can do with our own assets.”

Bay & Bay Transportation offers a range of truck transportation services, operating as both an asset-based carrier and a 3PL provider. Based in Minnesota, Bay & Bay Transportation works with clients across the United States. According to its website, Bay & Bay creates a work environment where its employees are committed to customer satisfaction and reinvesting in equipment, technology, communities and environmentally responsible initiatives.

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REACHING FOR A STRONGER SUPPLY CHAIN Glanbia explores management systems for a better supply chain in the digital age Written by: Sasha Orman

Produced by: Jason Wright

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W

ith decades of growth and a global reach across more than a hundred countries, Glanbia PLC is a major force in the food industry, branching into several sectors from dairy to nutritional supplements.

It is also a company at the top of its game, ranked as one of the leading producers of cheese, whey powders at various levels of protein concentration and sports nutrition products in the United States.

But even a leading business 120

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cannot grow complacent: continuous improvement is vital, and Glanbia is on a journey to make its supply chain leaner and more efficient every day.

Building a stronger supply chain in the cloud As a way to streamline its supply chain operations and build in efficiencies, Glanbia is in the process of integrating an upgraded transportation management system (TMS) through 3PL and technology

SECTOR

Glanbia cheese and whey plants in Idaho and New Mexico take in over 20 million pounds of milk every day from farmer patrons, adding up to over 350 trucks of milk per day

companies. Already successfully partially integrated at Glanbia’s operations, the company is now working to implement the program across its divisions nationwide.

As a cloud-based system, TMS can be accessed anywhere in the world through smartphones and tablets, allowing trucks to be routed and pickups to be requested from anywhere with an internet or LTE connection. Supplying analytics and KPIs, the program also doubles as a business intelligence suite to help

Glanbia optimize its processes and create new efficiencies.

The TMS system will support the company’s SAP-designed CRM and ERP systems to provide a more holistic form of top shelf customer service, from materials suppliers to the end customer. “TMS eliminates the need to install and maintain many different facets of transportation systems,” said Andy Weisel, Executive, Procurement Center of Excellence. “It puts all the information in one source.” w w w. g l a n b i a . c o m

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Nutrition

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GLANBIA

S U P P LY C H A I N

Glanbia also continues to upgrade other technologies and processes, applying better SAP implementation across all business units, including business intelligence tools, spend & processes analysis, and waste removal.

Glanbia uses eProcurement tools for RFIs, RFPs and eAuctions along with integrated contract databases that alert us to expiring supplier agreements. Meanwhile, the Glanbia Performance System utilizes a lean/six sigma operational excellence-based quality and performance management system, which guides the business on a journey to zero losses in the future.

Andy Weisel, Executive Procurement Center of Excellence

Searching for further efficiencies With its transportation management system

SUPPLIER PROFILE

LONZA INC.

Lonza is one of the world’s leading and most-trusted suppliers to the pharmaceutical, biotech and specialty ingredients markets. Founded in 1897 in the Swiss Alps, Lonza is a well-respected global company headquartered in Basel, Switzerland with more than 40 major manufacturing and R&D facilities.

Lonza is a leading manufacturer of L-Carnitine sold under the brand name Carnipure®.

L-Carnitine plays an important role in energy metabolism and is essential for transporting long-chain fatty acids across the mitochondrial membrane for subsequent fat breakdown and energy generation. ResistAid® is a proprietary natural immune support ingredient consisting of the soluble polysaccharide arabinogalactan and bioactive polyphenolic flavonoids, and thus has antioxidant capacity. Lonza supplies Vitamin B3 ingredients, Niacin and Niacinamide, essential vitamins that must be taken through diet or supplementation.

Lonza’s food emulsifiers are uniquely positioned to provide a broad portfolio of innovative technologies and improved ingredients for the food industry.

Website: www.lonzanutrition.com w w w. g l a n b i a . c o m

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Glanbiaâ&#x20AC;&#x2122;s success as a global ingredients provider is built on its expertise in nutritional solutions supported by significant investment in research and development

GLANBIA underway, Glanbia is now turning its sights to streamlining and optimizing other facets of its supply chain. “We are in the late stages of tender for our proposed supplier information management system (SIM),” said Weisel, explaining the need for Glanbia to develop a more direct portal for interface between suppliers and the company’s procurement and crossfunctional teams. “We would like to further the supplier performance measurement vision of SIM by bringing together in dedicated supplier dashboards all the pertinent KPIs for that supplier. This will support our SRM efforts for our operations and for customers looking for the whole gamut of information,” he said.

From specifications and forecasts to invoice submission and order management, additional technology can optimize vital processes by allowing companies and their suppliers to have further insight into available stock and transport and the timing of orders and delivery.

A more centralized and automated system can increase transparency internally and with suppliers, thus cutting down on mistakes and lost time related to material orders.

S U P P LY C H A I N

Glanbia looks forward to the integration of this technology as a next step along its road to supply chain optimization.

“It’s more efficient, and it’s also a way of getting the right data in the right place at the right time,” said Weisel. That efficiency translates to savings for Glanbia, suppliers and end customers. The transparency afforded by such an implementation will also strengthen communication and synergy between Glanbia and its suppliers through analytics and performance metrics.

“The metrics keep suppliers up to date on how they’re performing against the average of all our suppliers,” said Weisel. “It allows us to segment our suppliers, and it’s also a communication portal between the supplier and Glanbia. There are no secrets—they’ll know exactly where they stand. I think it will raise expectations for the suppliers and make them better, as well as making us more efficient on invoices.”

A company coming together As Glanbia continues to grow, it is also consolidating. In a bid to further its pursuit of efficiency, the w w w. g l a n b i a . c o m

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GLANBIA

Glanbia manufacturers 900 million pounds of American style cheese and 170 million pounds of whey a year, to meet customer demands from around the world

company is integrating three B2B ingredients business units into one global ingredients organization, which will have a single customer interface and standardized systems and processes Along with this shift comes a reshaping of the organization structure for maximum effectiveness.

This will see a regional sales structure and a new product category management function supported by strong centers of excellence including procurement operations.

“As well as providing day-to126

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day support to our plants on the operations side, the new procurement structure will have a dedicated team that focuses on longer term solutions across product categories,” said Weisel.

“We’ve done this with our vitamins and amino acids categories already, along with our transportation and packaging side, and we plan to roll it out to all indirect and direct spend.

Developing sound cross-functional strategic sourcing teams will lead the business to future growth opportunities.”

S U P P LY C H A I N

Improving on an executive level As another means to improving business practices, Glanbia is active with the Corporate Executive Board (CEB) organization in order to develop the leadership tools needed to grow leaner and keep improving.

“We are delighted with our membership of the CEB. They provide great training resources thst we have utilized this year across Glanbia,” said Weisel. As the category managers participate in different training courses, they apply what they’ve learned at a practical level for the benefit of the company.

“Our headquarters-led initiative used a “Voice of the Supplier” survey with our top 30 SAP vendors to really understand how they viewed Glanbia, which helped shape our vendor engagement and improvement plans. They also provided training and access to global best practices to apply to our businesses,” Weisel said.

“We’re looking at internal relationship management, and how procurement internally sells the value and benefit we can add to the business.

Through our supplier relationship management, we continue to build strong relationships with suppliers, which leads to strategic category management and more innovation opportunities,” said Weisel. “These are just some of the areas we’re focusing on with the CEB to help Glanbia fulfill its ambition to be a global nutrition company and set truly world class practice.”

Company Information INDUSTRY

Nutrition HEADQUARTERS

Glanbia plc Kilkenny, Ireland FOUNDED

1964 EMPLOYEES

5800 REVENUE

3.5bn

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