DSC presents 2014 Thinkers & Movers Awards

DSC Logistics has announced the 2014 recipients of the Thinkers & Movers Award. They are Rick Sather, Vice President, Customer Supply Chain, North America Consumer Products, Kimberly-Clark Corporation, and The J.M. Smucker Supply Chain Team of Denny Armstrong, Senior Vice President Supply Chain Logistics & Operations Support; Rob Fox, Vice President, Customer Logistics & Trade Compliance; Jody Starcher, Director, Corporate Warehousing & Customer Initiatives; and, Phil Trendell, Manager, Warehouse Operations & Process. more

1. Going through a merger or an acquisition
2. Starting up a supply chain
3. Outsourcing for the first time
4. Entering a new market or new location
5. Meeting special customer demands
6. Keeping up with business growth
7. Needing faster, more or different information
8. Looking for a broader solution
9. Eliminating inefficiencies
10. Increasing flexibility
DSC Health Care team develops webinar for medical device executives responsible for Supply Chain

“Value Creation in the Medical Device Supply Chain” is the subject of a complimentary interactive webinar developed by DSC’s Health Care team in partnership with Xtalks. Scheduled for Wednesday, September 24, the webinar will review practical strategies, solutions and examples for keeping medical device supply chains responsive, aligned and optimized for the changing health care landscape. Through case studies, DSC Health Care team members will discuss best practice supply chain solutions that deliver sustainable value in achieving growth, cost reduction and service goals.  more

How DSC helped Kellogg manage the challenges of a major systems conversion
Teamwork and consistent communication make a difference for a longtime partner

When you make important changes on a tight timetable but don't get the results you expect right way, the transition period can be tough. A proactive logistics partner can help you manage the change and improve the situation...like DSC Logistics did for Kellogg.

When Kellogg completely replaced the legacy systems throughout their entire distribution network, the challenges of the systems changes were significant, requiring close attention to daily operating functions so that service levels remained seamless. When the improvement in productivity, service and communication that Kellogg expected didn't happen right away, they called in DSC.

DSC's solution was to form a cross-functional team called KIT (Kellogg's Improvement Team). The first step in establishing the KIT team was to create a common mission to serve the customer. The KIT team, made up of key Logistics Managers at the two Logistics Centers operated for Kellogg by DSC, met frequently, constructing an action register format to identify key improvement opportunities.

Kellogg considered DSC's KIT team efforts to be unique to the rest of the network.