When selecting the best companies that contribute
to the fundamentals that enhance and transform the ever-evolving logistics sector, certain traits make the companies follow. Flourishing logistics companies emphasize the fact that establishing good communication with clients facilitates a good and successful client relationship. These companies thrive with a vision to understand, rectify, and fulfil the client’s needs. By implementing prompt and tailor-made solutions that are adhering to the unique requirements of the clients of this niche.
First-rate and prominent companies have a good hold of a technological edge over their competitors. Embracing the latest advancements in technology, these companies automate the operational process, track results, resolve critical errors and offer effective and precise order management with sophisticated and modern age systems. These organizations are also open to integrating the latest technologies in class apart services.
Offering a crucial strong employee base often reflects the capability of a company. Service providers having a specialized employee base to cater to your needs prove beneficial in the long run. A committed and knowledgeable workforce makes sure that all legalities and regulations are met at the right time. Significant logistics tactics accomplish more than just promoting excellent outcomes for your corporation. Additionally, these tactics provide value to your consumers. The more accessible your items are to your clients, the more valuable your commodity may become.
Adding value to clients does not have to mean sacrificing quality or quantity. Additionally, it relates to accessibility. Because improved logistics make your goods more accessible to a broader audience, sensible company leaders
see it as a critical instrument for delivering value for consumers. Increased demand also increases the value of some things as they become more widely accessible.
On a quest to embrace the journey of such starlets of the logistics sector, Insights Success, through its latest edition, sheds light on the “ The Supply Chain Management and Logistics Review .” Flip through the pages and indulge in the enthralling stories of the symbols of prominence that are transforming the niche with significant expertise.
Have a Delightful Read!
January, 2022
Featured Person
Alma Arzate
Sr. Director, Global Supply Chain Logistics
Bob Kenney Vice President, Global Supply Chain and CPO
Claire Bretzke Vice President of Global Marketing
Ellen Voie CEO
Irasema Calvo Sr. Supply Chain Manage r
Maayan Nissan Director Head of Global Supply Chain
Mariam Saad Director of Procurement
Nadia Malek Vice President Procurement and Administrative Services
Company Name
Apotex Inc. apotex.com
Teradyne teradyne.com
Ruby Has Fulfillment rubyhas.com
Women In Trucking womenintrucking.org
Lucira Health lucirahealth.com
Align Technology aligntech.com
TELUS telus.com
Apotex Inc. is a proudly Canadian, global pharmaceutical company that produces high-quality, affordable medicines for patients around the globe.
Teradyne companies deliver manufacturing automation across industries, applications and the world.
Ruby Has Fulfillment leads the third-party logistics industry with cutting-edge technology, seamless integration, and an uncompromised commitment to quality.
Women In Trucking Association is a nonprofit that encourages the employment of women in trucking, celebrates their success and minimizes obstacles.
Lucira Health provides PCR-quality COVID-19 tests for athome use and enterprise use.
Align Technology is a global medical device company that is changing lives through better smiles.
TELUS' purpose-driven team works together every day to innovate and do good. From providing technology solutions that make your lives safer
Desjardins ovintiv.com
Desjardins provides financial services to people and businesses: insurance, mortgage rate, loans and credit cards.
Bob Kenney Vice President Global Supply Chain and CPO Teradyne
In today's world of electronics manufacturing, there is
ever-increasing pressure to shorten the time-to-market range. Successful application development and test strategies can refine the production process and help drive down and control the cost of the test. Meet Bob Kenney, Vice President, Global Supply Chain, and CPO of Teradyne, who has mastered the art of effective supply chain management.
Bob is an industry-leading executive offering consistent achievements in articulating, developing, and executing supply chain strategies to deliver the required results. His diverse management expertise, combined with forwardthinking business leadership and entrepreneurial agility, has resulted in large-scale change implementations which reduced production costs and improved performance across the global Supply Chain operation. He believes that one cannot ramp experience; however, you can use collaborative customer-centric supply chain designs with shared investments.
Teradyne plays an integral role in the technology industries that change the world. Teradyne delivers manufacturing automation across industries, applications, and the world. It solves complex test and automation challenges and enables businesses to achieve higher production volumes and highquality outputs.
Insights Success caught up with Bob to get a hold of his expertise and vision for his company.
Below are the highlights of the interview:
Brief our audience about your journey as a business leader until your current position at Teradyne. What challenges did you have to overcome to reach where you are today?
1980's
Scaling internal manufacturing and new product introduction for the volatile immature ATE industry, east and west coast.
Develop and consolidate a capable US-centric supply chain to scale up and down with the ATE industry.
Implement factory constraint-based software applications to optimize factory capacity while scaling up and down.
Implement a Total Quality Management System throughout the organization and supply chain to improve quality and decrease cost.
Implement a capacity planning methodology to align business unit demand with the necessary factory capacity, poor man's S&OP.
1990's
Implement a supply chain simulation capability to improve responsiveness to customer requests.
Scaled PCBA capacity on the east coast and opened new PCBA capacity on the west coast.
Outsourced PCBA assembly in the US.
Implemented software application "glass pipeline" using Kinaxis to have visibility at the component level through our contract manufacturers. This enabled gating part visibility at the supplier level, spend analysis at the component level, and simulation capability.
Outsourced and off-shored final assembly and test Operations for product divisions, driving 80% of company revenue.
From idea to final product – we test and automate it all.The Supply Chain Management and Logis cs Review
Co-partnered with CIO to implement Oracle ERP and a Data Warehouse across the company to enable global commerce.
Created a Business Process Engineering group to drive process efficiencies across all business units.
Created International Procurement Office in China and Singapore to focus on local supply to support outsourced products.
Transitioned our logistics operations from shipping off the back dock in North Reading to shipping from Suzhou, China, to 14 different free trade zones worldwide.
2010 – 2020
Reduced the time to product cost targets through NPI sourcing with engineering during Path 1 development cycle. Transitioned 80% of product spend to the low-cost regions realizing multi-millions of cost down.
Implemented "Break the Glass" business continuity plans for products representing 80% of revenue.
Established a Supplier Engineering organization in Costa Rica to support and maintain component specifications and approved supplier list for the Teradyne enterprise.
Developed a responsiveness strategy focused on a customer-centric supply chain that enabled 100% ramp capability within one quarter.
Outsourced Memory and ETS products acquired through acquisition to SEA utilizing a new EMS provider.
Localized the material pipeline for Memory and ETS products in SEA.
Participated in due diligence for Universal Robots, Mobile Industrial Robots, and Auto Guide.
Worldwide Covid recovery – implemented a focused geographic tracking by the supplier to manage the safety of employees and capacity risk.
Semi Supply Chain Crisis – established custom component stocking levels mitigated revenue disruption through 2020 – 2021. Extension of lead times, forecasts and established a forward lean using our balance sheet to manage inventory. Utilizing our close executive relationships to manage the buy/sell unique dependency in the Semi ecosystem.
Enabled ramping IA businesses by ramping constrained suppliers by recommending and implementing alternative components. Leverage key test supplier relationships to mitigate component shortages.
Strategically shifting our Business Continuity strategy from "Break the Glass" to a dual source geographic strategy for products generating 90% of revenue.
Tell us something more about Teradyne, its mission and vision.
Our mission is to test the future of electronics and improve global manufacturing.
We aim to ensure the power of electronics can be confidently trusted to inform, enrich and protect our lives. We also aspire to improve global manufacturing through the application of advanced automation.
Enlighten us on how you have impacted the Industrial Automation niche through your expertise in the market. Scaled from a local Danish/European supply chain to a worldwide supply chain by leveraging our test supply chain knowledge and capability.
Developed a multi-source competitive supply chain in the highest risk areas relative to cost, quality, and deliver. Established an internal factory capacity/ investment and outsourcing model to enable scale and cost efficiencies. Developed a commodity-focused team to drive cost, quality, delivery, and risk protection.
Enabled the development and implementation of a qualityfocused organization to drive quality standards and component specifications in manufacturing and throughout the supply chain.
Integrated all IA products into the central component engineering system to enable engineering designs. Enabled "what if" simulation capability to enable business growth scenarios and gating part analysis to minimize delivery risk.
Develop an outsourcing business case for Auto Guide and MIR.
Established an electronic sourcing methodology by leveraging existing processes for PCBs, FPGAs, and complex electro-mechanical commodities.
Describe in detail the values and the work culture that drives your organization.
Fact based problem solving, transparency, knowledge power vs positional power, honesty and integrity, diversity, equity, and inclusion.
Relationship principles:
Invest early
Use the relationship map
Honest dialogue
Use the influence model
Have fun.
Leadership principles:
Make decisions before the path is clear
Articulate your strategy
Know your competition
Team development through returning authority to your team
You cannot ramp experience.
At Teradyne, we believe that fostering a diverse, equitable, and iclusive culture will build a stronger and more resilient company for our employees, customers, and communities.
We take pride in our work and expect employees to take personal ownership in upholding the company's reputation.
We are driven by creativity and diversity of thought. We foster an open environment where candid discussions are not only encouraged, they are expected.
We partner with our customers every step from idea to the final product, maintaining the highest standards to ensure satisfaction.
Undeniably, technology is playing a significant role in almost every sector. How are you leveraging
technological advancements to make your solutions resourceful?
Developed a digital transformation road map to support the growth of the test and Industrial automation business.
Developed critical decision support business processes and technology investments to enable scale through an outsourced supply chain.
Developing an automated decision support application to improve customer responsiveness, efficient use of inventory, and risk support for EOL material and product line architecture.
Where do you envision yourself to be in the long run and what are your future goals for Teradyne?
Break out of the test business 50/50 market share position with the most efficient testers and supporting supply chain to achieve a +60% share.
Enable the IA product lines to achieve $1B in sales in the mid-term by creating a Responsive, Reliable, Resilient supply chain with competitive cost and quality.
Ellen Voie, President and CEO
Most people don't picture a woman when they think of a truck driver. In fact, most women haven't thought about a career as a professional driver, as women are still a small minority of all professional drivers.
However, as more women explore opportunities in nontraditional areas, there are a few women who are leading the way. One such example of an exemplary woman with transformative leadership acumen is Ellen Voie , who built an entire organization dedicated to trucking but only for women.
Ellen is an internationally recognized speaker and authority on gender diversity and inclusion for women working in non-traditional careers in transportation. And she has a passion for creating a more gender-diverse culture in the transportation industry.
Ellen is the President and CEO of Women In Trucking Association . The association was formed to create a more gender-diverse industry by introducing women to roles in transportation careers.
We at Insights Success got a remarkable opportunity to interview Ellen, in which she shared with us the story of her journey and how she surmounted the obstacles in this field while being a CEO. Below are the excerpts from the same.
Briefly describe your professional journey up until now.
While my original career goals didn't include trucking, I have spent my professional life working in the transportation industry. I started in the traffic department of a steel fabricating plant just after high school. I completed a course in Traffic and
The Women In Trucking Association was formed to create a more gender-diverse industry by introducing women to roles in transportation careers.
Transportation Management and was promoted to Traffic Manager, responsible for all raw steel coming into the plant and the finished material handling equipment shipped out. From there, after starting a family, I used my training to be a consultant to carriers in central Wisconsin for eighteen years. After a six-year role leading a nonprofit organization, I was hired as Manager of Retention and Recruiting Programs at a large midwestern carrier. My job was to better understand how to attract and retain nontraditional groups, such as women. As I researched the reasons women enter or leave the trucking profession, I felt there was a need for an organization to support them, so I founded the Women In Trucking Association in 2007.
What challenges did you face along the way?
Starting a nonprofit organization is difficult, as you must first have a vision and then convince others to share that vision. Our mission has never changed, including encouraging women to consider careers in the trucking industry, addressing obstacles that might affect women, and celebrating the successes of our members. In our first year, we attracted 500 individual and corporate members and
have grown to include over 7,000 members in ten countries today
What significant impact have you brought to the transportation industry?
I believe that my vision to create a more gender-diverse trucking industry is being realized. We've seen a dramatic increase in the numbers of female commercial drivers as well as more women in the areas of safety, operations, maintenance, and at the senior and director levels as well. In the past, it was assumed the sons would take over the business from their dads, but that is no longer the case as more women are stepping into the top position when their fathers retire.
Tell us about Women in Trucking and its foundation pillar.
The Women In Trucking Association was formed to create a more gender-diverse industry by introducing women to roles in transportation careers. As a trade/professional organization, we are a resource for our members who are looking for best practices through networking and learning opportunities. We conduct a lot of research and provide data concerning ways to attract and retain more women. We also offer white papers to our corporate members in addition to our print and electronic publications. We hold an annual
conference that attracts over 1,000 attendees who are looking for ways to network and learn and have fun with our predominantly female participants.
How do Women in Trucking promote workforce flexibility, and what is your role in it?
More women are entering the trucking industry, but many of them have personal commitments that keep them from extensive travel schedules. For drivers, this means more opportunities for local or regional jobs, such as hauling waste and recycling, delivering intermodal containers, or working for a fuel or milk hauling company. Many jobs allow women a greater work-life balance within our industry, and the need for flexibility in work hours is crucial for women in leadership roles. At Women In Trucking, we highlight the companies and the jobs that make workforce flexibility a goal.
What is your take on technology's importance, and how are you leveraging it?
We embrace technology in the trucking industry for two reasons. First, the more we can rely on technology to reduce the physical aspect of the job (for commercial drivers), the more we can attract women and retain an aging male workforce. With technology, we can eliminate much of the
lifting of cargo, cranking of dollies, or opening of a truck's hood for a pre-trip inspection by using hydraulics to remove the physical component. The second reason is to create a safer environment using lane departure devices, anticollision and anti-rollover technology, and mirrorless trucks by using cameras, and other safety-related products that not only make the job safer but creates safer highways for all of us.
What will be the next significant change in the transportation industry, and how are you preparing for it?
In my opinion, the use of 3D printers will affect the supply chain, as many parts and products will be transmitted via electronic means to a printer that will create the item. The need to ship apart from one location to the next will disappear. The industry will adjust to this and will adapt and change as we have always done.
What are your goals in the upcoming future?
Professionally, I want to see the Women In Trucking Association's influence expand further by attracting more domestic and international members. We currently have members in ten countries, but we know our expertise is needed in other parts of the world, and we are looking at
ways to share our best practices in other areas. I plan to retire in the coming year, so our immediate goal is to find a CEO to replace me. This will be bittersweet, as I am the founder of the organization, but I am ready to hand over the responsibilities to the next leader.
What advice would you like to give the next generation of aspiring business leaders?
My advice, especially for women, is to take risks. You can't know what you can do without pushing yourself. It's okay to fail, as failure is just a learning experience. There are so many opportunities in the supply chain, and women will be a vital part of this industry in the coming years.
