An industry-leading executive offering consistent achievements in articulating, developing, and executing supply chain strategies to deliver the required results.
The Supply Chain Management and Logistics Review.pdf
1. www.insightssuccess.com
A Global Supply Chain Leader with Exemplary Vision
Bob Kenney
Vice President
Global Supply Chain and CPO
Teradyne
Management
Supply Chain
Supply Chain
Supply Chain
The
and
Logistics
Logistics
Logistics
Review
VOL-01
|
ISSUE-03
|
2022
5. hen selecting the best companies that contribute
Wto 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!
7. Ellen Voie
A Stalwart with Resolute
Leadership Acumen
Claire Bretzke
Delivering Results - Driven
Multitudes of Marketing
20 24
28 32
Irasema Calvo
Solving Your Supply Chain
Problems
Maayan Nissan
Fostering Business Growth by
Enhancing Supply Chain Networks
Driving Innovation and Advanced
Leadership
36 40
Mariam Saad
Maximizing Protablity in
Supply Chains
Nadia Malek
Bringing Value and Making
a Difference
9. Brief
Company Name
Apotex Inc. is a proudly Canadian, global pharmaceutical
company that produces high-quality, affordable medicines for
patients around the globe.
Featured Person
Apotex Inc.
apotex.com
Alma Arzate
Sr. Director, Global
Supply Chain Logistics
Teradyne companies deliver manufacturing automation across
industries, applications and the world.
Teradyne
teradyne.com
Bob Kenney
Vice President,
Global Supply
Chain and CPO
Ruby Has Fulfillment leads the third-party logistics industry
with cutting-edge technology, seamless integration, and an
uncompromised commitment to quality.
Ruby Has Fulfillment
rubyhas.com
Claire Bretzke
Vice President of Global
Marketing
Women In Trucking Association is a nonprofit that encourages
the employment of women in trucking, celebrates their success
and minimizes obstacles.
Women In Trucking
womenintrucking.org
Ellen Voie
CEO
Lucira Health provides PCR-quality COVID-19 tests for at-
home use and enterprise use.
Lucira Health
lucirahealth.com
Irasema Calvo
Sr. Supply Chain
Manager
Align Technology is a global medical device company that is
changing lives through better smiles.
Align Technology
aligntech.com
Maayan Nissan
Director Head of Global
Supply Chain
TELUS' purpose-driven team works together every day to
innovate and do good. From providing technology solutions
that make your lives safer.
TELUS
telus.com
Mariam Saad
Director of
Procurement
Desjardins provides financial services to people and businesses:
insurance, mortgage rate, loans and credit cards.
Desjardins
ovintiv.com
Nadia Malek
Vice President
Procurement
and Administrative
Services
Management
Supply Chain
The
and
Logistics
Review
10. C O V E R S T O R Y
A Global Supply Chain Leader with Exemplary Vision
Creating the next
generation of
technology through
advanced test solutions
and collaborative
robotics.
12. n today's world of electronics manufacturing, there is
Iever-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 forward-
thinking 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 high-
quality 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.
2000 – 2010
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
13. 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.
14. 2020 & Beyond
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 quality-
focused 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.
15. Teamwork
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.
Honesty and Integrity
We take pride in our work and expect employees to take
personal ownership in upholding the company's reputation.
A Company Without Doors
We are driven by creativity and diversity of thought. We
foster an open environment where candid discussions are
not only encouraged, they are expected.
Customers Count on Us
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.
27. A Stalwart with Resolute Leadership Acumen
Ellen Voie
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 non-
traditional 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
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
The Women In Trucking
Association was formed to
create a more gender-diverse
industry by introducing
women to roles in
transportation careers.
The 10 Most Influential CEOs Reforming Business
January 2022 | 25 | www.insightssuccess.com
28. 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
January 2022 | 26 | www.insightssuccess.com
29. 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, anti-
collision 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.
January 2022 | 27 | www.insightssuccess.com
