Supply Chain Update Spring 2014

SUPPLY CHAIN

UPDATE SPRING 2014

BEYOND BORDERS: BUILDING BUSINESS ACUMEN ABROAD page 4

INSIDE FEATURE STORIES 2 New Collaboration to Help

Advance Hybrid Vehicle Team 4 Beyond Borders: Building

Business Acumen Abroad

FEATURE STORIES

NEW COLLABORATION TO HELP ADVANCE HYBRID VEHICLE TEAM

by Haley Hensen

MBA NEWS 8 Making an Impact: The Wisconsin

MBA in Supply Chain Management 10 MBA Students Study Walmart's Fleet

Efficiency in Case Competition 11 MBA Students Visit Lands' End,

New Glarus Brewery 12 MBA Semester in Review BBA NEWS 14 BBA Students Visit

Wisconsin Brewing Company 15 Undergraduates Take Third in

National Case Competition 15 BBA in Focus: The Bee’s Knees 16 BBA Semester in Review 16 The Wisconsin Undergraduate

Specialization in

Supply Chain Management PLACEMENT REPORTS 17 BBA Placement Reports 19 MBA Placement Reports HONORS, AWARDS, & CELEBRATIONS 20 Grainger Center Accolades 21 A Little Pomp & Circumstance STUDENT & ALUMNI NEWS 22 Outside the Classroom 23 Where Are They Now? 23 Student & Alumni Updates EXECUTIVE ADVISORY BOARD 24 Executive Advisory Board

Welcomes Sather, Smith 25 Executive Advisory Board Members FACULTY & STAFF 26 Faculty 27 Staff

Like us on Facebook facebook.com/graingercenteralumni

Join us on LinkedIn Grainger Center Alumni Network

One of the Hybrid Vehicle Team's creations on display outside Grainger Hall during a kick-off event in May.

During the course of the 2013-2014 academic year, the Wisconsin School of Business and College of Engineering developed a relationship that has transformed into a successful crosscampus collaboration. The Grainger Center for Supply Chain Management and the Wisconsin Hybrid Vehicle Team have formally partnered to provide students with cross-college learning opportunities that will better prepare them for opportunities in industry.

The team is comprised of undergraduate and graduate engineering and business students who work together to manage the operations involved in developing and building innovative vehicles.

The Wisconsin Hybrid Vehicle Team came about through the outstanding tradition of automotive research at the University of Wisconsin-Madison.

Through two decades of Advanced Vehicle Technology competitions and three decades of Society of Automotive Engineering competitions, the University has supported hands-on engineering education for both undergraduate and graduate students through the College of Engineering’s vehicle teams.

Having developed their latest prototype vehicle and currently testing it at

automotive facilities across the country, the Wisconsin Hybrid Vehicle Team is excited to continue the legacy of Wisconsin’s automotive projects.

The partnership with the Wisconsin School of Business has put the team in a better position than ever to do so.

“The Hybrid Vehicle Team is an excellent application of the Center’s integrated approach to supply chain education.”

– Center Director Verda Blythe The Wisconsin Hybrid Vehicle Team was previously housed exclusively in the College of Engineering and consisted of undergraduate and graduate engineering students who worked together to build hybrid electric vehicles from the body up. With the increasing challenge of facilitating innovation in the automobile industry, both in vehicle design and the supply chain, the team recognized the need for a business team.

Rather than taking current members away from their normal responsibilities to fulfill business tasks, the team decided to look at the resources available within the Wisconsin School of Business.

“Our team’s skill set was predominantly engineering-focused,” said Jake Riederer, a mechanical engineering student on the team. “To realize our full potential, we needed to reach a broader group of students. By partnering with the Wisconsin School of Business, we gained expertise in the areas of supply chain management including inventory management, sourcing, marketing, finance, and supplier relationship management.”

“I’ve had the unique opportunity to work alongside a group of dedicated engineers on a number of supply chain, marketing, and finance-related projects.”

With the School of Business' emphasis on focused research excellence and delivering premier learning experiences, the Hybrid Vehicle Team partnership was a no-brainer. The collaboration has provided students and faculty with rich

opportunities to advance business and engineering strategies for the team.

“The Hybrid Vehicle Team is an excellent application of the Center’s integrated approach to supply chain education,” said Center Director Verda Blythe.

“We emphasize the importance of cross-functional collaboration between engineering, marketing, sourcing, operations, distribution, and other supply chain functions to achieve optimal business results. Business and engineering students working together on the development and commercialization of new hybrid vehicle technology is an incredible opportunity for our students.”

Students are both recognizing and taking full advantage of the opportunity.

“I’ve had the unique opportunity to work alongside a group of dedicated engineers on a number of supply chain, marketing, and finance-related projects,” said Haley Hensen, an undergraduate business student. “Beyond that, I’ve been able to work closely with some of the

team’s major industry partners, including Ford and Chrysler.”

The Wisconsin Hybrid Vehicle Team, in collaboration with the Grainger Center, will continue to combine engineering innovation with business expertise on an initiative that will impact a critical international industry, global energy issues, and the development of future engineering and business leaders.

The Wisconsin Hybrid Vehicle Team, including members from the School of Business and the College of Engineering.

SUPPLY CHAIN UPDATE | SPRING 2014

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FEATURE STORIES

BEYOND BORDERS: BUILDING BUSINESS ACUMEN ABROAD Given the global nature of supply chain management, providing students with opportunities to immerse themselves in another country and culture while building global competency is essential to the supply chain management program.

This year, the Grainger Center hosted two global trips to help students build business acumen abroad.

The second part of the day was spent at the expansion site on the Atlantic side. The group witnessed some of the new features being integrated into the canal as a result of the expansion efforts, including new water-saving basins and sliding lock doors.

Students and staff with Alfredo Moreno (MBA '02, third from left) and Paul Pigeau (far right) at Grainger Peru.

MBAS TRAVEL TO PANAMA, PERU

by Caroline Mwonga On January 7, 2014, Grainger Center staff and eight MBA students took off for a two-week applied learning excursion. The group, led by Senior Lecturer and Director of Applied Learning Pete Lukszys and Assistant Director Angie Bong, traveled to Panama and Peru to gain deeper insight into the natural resources supply chain. Through site visits to several organizations and cultural excursions, the group witnessed firsthand how historical, cultural, political, and economic factors shape the business environment in both countries.

diversifying its business. While the Panama Canal is Grainger Panama’s largest client, it is looking to expand to other industries like transportation and food and beverage.

Students and staff spent the first week in Panama City, Panama, visiting three organizations: Grainger Panama, the Panama Canal, and Proinvex. The group was greeted at the first stop, Grainger Panama, by hosts Fernando Yanez and Domingo Otero, who provided a tour of the distribution center and described how the company is

The second stop, the Panama Canal, was the main attraction of the trip.

The group spent the first half of the day at the Miraflores Visitors Center learning about the history of the canal from a Panama Canal Authority representative. Students even had the opportunity to witness several ships pass through the Miraflores Lock from the Pacific Ocean to Gatun Lake.

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“It was informative to learn about how Grainger is looking to gain a greater market share by offering their wide selection of products to other industries in Panama,” said Mayra Garcia Guzman (MBA ’14). “It will be interesting to see how much of the market they can capture in the next few years as they begin to launch their new strategy.”

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The group’s final day in Panama was spent visiting Proinvex, a public-private venture spearheaded by the country’s Department of Commerce. At Proinvex, project manager Jorge Cerrud explained how the organization is attempting to attract foreign investment.

Specifically, students learned that while the Panama Canal itself is a large selling feature (the canal boasts more than 144 routes/access points to other parts of the world), the legal establishment of zona francas (free trade zones) and a favorable pro-foreign business legal environment also make Panama an attractive location for foreign investors. As a result of Proinvex’s efforts, more than 107 foreign companies are currently operating multinational headquarters in Panama.

After five days in Panama, the group traveled to Lima, Peru, touring four organizations: Grainger Peru, Antamina, El Callao, and Yobel Supply Chain Management. At Grainger Peru, students visited with Alfredo Moreno, Center alumnus and head of Grainger Peru, to learn about the opportunities and challenges organizations face when starting a new business in a foreign country. Grainger Peru began its venture less than two years ago and is currently in the early stages of determining how to translate their expertise in manufacturing and MRO supplies to the mining industry in Peru.

Alfredo’s colleague from Acklands Grainger, Paul Pigeau, also shared his expertise about the mining industry

in Canada and his role in helping the Grainger Peru operation understand industry needs.

The next stop was the Antamina headquarters, operator of the largest open pit copper and zinc mine in Peru. Located in the district of San Marcos, Ancash region in the Peruvian Andes, the mine is a 12-hour drive from Lima. Students heard from Superintendent of Procurement and Contracts Michele Villegas Vassallo about the difficulty in transporting personnel and supplies to the mining site given its distance, underdeveloped infrastructure, and safety concerns.

“It was informative to learn about how Grainger is looking to gain a greater market share by offering their wide selection of products to other industries in Panama.”

– Mayra Garcia Guzman, MBA '14 Despite the challenges, the company manages an output of 150,000 tons of minerals per day, which are sent as a concentrate via a 300-kilometer pipeline to the Punta Lobitos Port, where minerals are filtered, dried into a powder, and stored in a warehouse until shipping. Michele also talked about strategic supplier initiatives, which included involving suppliers in Antamina’s strategic planning, recognition of top suppliers, and a cluster program that invites suppliers to pose solutions to challenges the company faces.

El Callao was the third stop in Peru.

Facilitated and led by one of Grainger Peru’s UPS contacts, the trip consisted of three visits: APM Terminals, DP World, and Talma. Students witnessed the logistics behind how air and ocean freight enters the country and learned how infrastructure changes and construction occurring at these three

sites was a direct result of the Panama Canal Expansion Project. Faced with the reality of increasing shipment volumes, these three organizations were currently in the process of expanding their operations to increase capacity.

Site visits in Lima concluded with a visit to Yobel Supply Chain Management, a company providing consulting, manufacturing, and logistics support for many companies, including large multinationals.

Julio Velayos, a corporate commercial manager, led the students on a tour to see storage warehouses, testing labs, personal care and jewelry manufacturing, and the pick-packand-ship operations. Surprisingly, operations were highly manual, but Julio explained that the lack of automation allowed the company greater flexibility in switching over to a new product or product line in less time.

After several busy days of site visits, the group rounded out the trip with a visit to the incredible Machu Picchu.

After a day and a half of adjusting to the altitude change in Cusco, Peru— located 11,000 feet above sea level— the group took three buses and one train ride before finally arriving at the 15th-century Incan ruins. The severalhour sightseeing tour was a perfect end to an enriching experience.

Showing off Wisconsin pride at the Panama Canal.

Students listening as Michele Villegas Vassallo (third from left) discusses Anatamina’s operations.

Grainger Panama host, Fernando Yanez (left), providing a tour of the facilities to students and staff.

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FEATURE STORIES

BBA STUDENTS GAIN KEY INDUSTRY INSIGHTS THROUGH TRAVEL TO NORWAY AND ENGLAND

by Jenna Mueller During spring break, nine undergraduate supply chain specialization students, along with Center Director Verda Blythe and Assistant Director Angie Bong, embarked on a hands-on journey through Stavanger, Norway, and London, England, to explore the oil and gas supply chain in just 10 days—a rather ambitious plan, but one that provided insight into both the upstream and downstream operations of some of the world’s largest players in the industry.

The global experience was intended to develop the students’ knowledge of global supply chain practices, enrich professional skills in a global environment, and acquire awareness for how historical, political, and cultural environments influence business practices in Norway and England, as well as the broader EU. Prior to the trip, the nine participating students enrolled in MKT 365: Contemporary Topics in Supply Chain Management. The course material consisted of student-led presentations in which students researched and taught one another about a particular topic each week.

Topics covered the historical, cultural, economic, and business situations that students would experience

while abroad, with a specific focus on the energy industry. Due to the complexities related to the energy supply chain, the groupled presentations enlightened the students and helped them generate thought-provoking questions to ask during site visits.

The home base for the global trip was the beautiful city of Stavanger, Norway. Weekend arrival allowed for a couple days of recreation before site visits began. On Saturday, the participants went on a breathtaking sightseeing cruise of Norway’s famous fjords. Following the cruise was a stop at the modern and engaging Norwegian Petroleum Museum, which featured many interactive exhibits. On Sunday, the students headed to the Sirdal region to ski with the University of Stavanger faculty and their families. Despite rainy weather, the group made the most of the day and enjoyed getting to know the Norwegian hosts.

Monday kicked off a busy week of site visits, beginning with the University of Stavanger (UiS). The students had the opportunity to listen to some insightful lectures from UiS faculty and students. In addition, Center students, including Jenna

BBA students stand in front of the life-size rig at the International Research Institute in Stavanger, Norway.

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SUPPLY CHAIN UPDATE | SPRING 2014

Mueller, Kevin Pickett, and Kevin Vollmer, presented on their summer internship experiences. Following lunch, the group visited with staff from the Petroleum Safety Authority, who discussed the regulation of the industry and a move toward less specificity in regulation, but higher corporate ownership to ensure safe practices are in place. One of the highlights of the day was the opportunity to visit the International Research Institute of Stavanger to view a full-sized practice rig and simulator, located right on the UiS campus. That evening, the participants had dinner with the local university students and faculty to discuss the day and socialize.

“The ability to interface with real companies, learn about a foreign culture, and network with wonderful people all made the trip an unforgettable experience.”

– Donny Lavernz, BBA senior On Tuesday, students visited SubSea 7 and Aker Solutions—oil services companies that provide oilfield products, systems, and services for the global oil and gas industry.

Although both companies have similar missions, the site visits revealed a stark contrast in style between the two companies. Subsea 7 was centrally focused on developing its people and specializing in subsea services, while Aker Solutions was more concentrated on developing competitive advantages through engineering, design, and technology for both subsea and surface. Students also had the opportunity to visit the second-largest operator, Norske Shell, in the afternoon. The students received an overview of the company as well as a case example involving an effort with other operators to upgrade components of the Draugen field to extend its life expectancy,

which revealed the importance of supply chain in large-scale, multi-company projects.

On Wednesday, the students departed for a site visit at Statoil, a Norwegian public-private multinational oil and gas company.

Statoil presented an overview of the company history as well as a presentation from a key member of the procurement team. Next, the students spent the afternoon at the BP Stavanger offices—the hub for BP’s upstream activities in Norway.

The visit was led by a group of three participants in the Procurement and Supply Chain Management Rotational Challenger program.

Students received a summary of BP’s methods for exploration and production of oil and gas and got a view of the control room and crisis center that are linked to an offshore rig.

The group outside BP Stavanger.

The second portion of the trip took place in London, England. The last day of site visits began at SCM World—an organization seeking to accelerate supply chain learning and best practice sharing across industry sectors. Students learned about the benefits of information sharing and collaboration in supply chain management while also being exposed to recent survey data from chief supply chain officers that was aggregated and segmented by the oil and gas industry responses. For the final stop on the trip, students visited the BP offices at Canary Wharf, where emphasis was placed on the integrated supply and trading (IST) function at BP. Students received an overview of IST and then had the opportunity to try out their trading skills via a trading simulation. By the end of the ten-day experience, it was clear students had participated in a truly special opportunity.

Skiing in Sirdal (from left to right): Verda Blythe, Sam Hoppen, Haley Hensen, Donny Lavrenz, Kevin Pickett, and Kevin Vollmer.

“The insights gained from visits to key players like BP and Statoil, combined with a once-in-a-lifetime global experience, made for an ideal capstone as I near graduation and enter the workforce full time,” said senior Kevin Vollmer.

Donny Lavrenz, a senior marketing and operations major, agreed.

“The ability to interface with real companies, learn about a foreign culture, and network with wonderful people all made the trip an unforgettable experience.”

The trip even sparked some interest in the industry for participant Krissy Sykes who, prior to taking the course and going on the trip, had little interest in the gas and oil industry.

However, her perspective on it "changed completely through this experience.”

SUPPLY CHAIN UPDATE | SPRING 2014

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MBA NEWS

MAKING AN IMPACT: THE WISCONSIN MBA IN SUPPLY CHAIN MANAGEMENT The Wisconsin MBA is designed to put professionals out in front in their chosen fields. It is composed of outstanding programs in highly focused career specializations in key areas such as supply chain management. The program is about knowledge creation and providing transformative educational experiences. It offers real focus and real success to students.

The Grainger Center offers a unique promise of career and leadership development for individuals who are:

The Grainger Center for Supply Chain Management at the Wisconsin School of Business is one of the few endowed, university-based centers specializing in supply chain management in the United States. In addition to its MBA program, the center also offers an undergraduate specialization and assists in the efforts of faculty research in the field.

The Center was established in August 1991, with a generous gift from The Grainger Foundation of Lake Forest, Ill. The gift was made to recognize the increasing importance of supply chain management and the industry’s growing need for leaders with advanced education in the area. The contribution

by The Grainger Foundation allows the Wisconsin School of Business to fulfill a significant need in graduate business education.

During the summer of 1992, the Grainger Center for Distribution Management became operational. The first class of students graduated from the program in the spring of 1994. In July 1999, it was renamed the Grainger Center for Supply Chain Management. Since its genesis, the Center has graduated over 190 students who have gone on to become business leaders across the industry, in firms both large and small.

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• Already working in supply chain management and want the best training and connections possible in order to lead • Aspiring to manage the whole business (not just one piece such as marketing or logistics) • Looking for a career path where they can leverage both their analytical capabilities and their interest in relationships and systems

Integrated Learning Environment

The curriculum is cross-functional, applied, and collaborative, allowing students to learn about supply chain management in an integrated business framework from renowned faculty with expertise in supply chain management and other crucial business disciplines.

Core supply chain courses include: • Logistics Management • Strategic Global Sourcing • Marketing Channels • Seminar in Supply Chain Management • Introduction to Quality and Productivity • Enterprise Systems and Supply Chain Management • Operations Research Electives may be chosen from multiple disciplines, including finance, marketing, management, operations, and engineering.

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The center also offers an extensive applied learning program.

SAP University Alliance: Students learn how technology can enable integrated business processes and strategic thinking.

Being a member of the SAP University Alliance gives students a tremendous advantage in the marketplace while enabling them to experience firsthand how companies operate and how enterprise resource planning (ERP) systems can help organizations become more efficient, productive, and profitable.

Several courses utilize ERP technology in which teams of students run a real SAP system.

Executive Speaker Series: Business leaders visit campus regularly to share their real-world experience and discuss leading-edge supply chain topics in their industries. Close, meaningful interaction with senior executives in an informal setting makes these events great learning and networking opportunities.

Global Experience: Students have opportunities to travel abroad to meet with companies and learn about their global operations, as well as a country’s business, political, and cultural environment. Recent trips have included Brazil, Ireland, China, South Africa, Turkey, and Argentina.

Case Competitions: Students have the chance to compete in team case competitions, including the Sam M. Walton College of Business International Graduate Logistics Case Competition and Michigan State University’s Graduate Supply Chain Challenge. These events give students the opportunities to analyze real-world cases and propose solutions to business leaders.

Hands-On Seminars: Students gain additional expertise in supply chain management through executive- and faculty-led seminars each semester.

Recent seminars have included demand planning, Six Sigma certification, and sales and operations planning.

Site visits: Students learn about supply chain practices firsthand by visiting various U.S. locations.

Recent trips have included tours of the Port of Milwaukee, Johnson Controls, Emerson Electric, and W.W. Grainger, Inc.

Industry Partnerships

The Center has deep ties to industry and supply chain leaders. Its extensive network of corporate partners provides real-world perspective that enhances the curriculum and applied learning program while offering invaluable career guidance to students.

Close Community

Students experience the best of two worlds: the resources of a large, world-class university and hands-on, personalized attention made possible by the in-depth resources offered by the Center. Each student receives personalized career and academic advising. Students are connected—directly and personally— with an extensive network of industry executives, alumni, corporate partners, and faculty, and receive personalized guidance from this network throughout their time in the Wisconsin MBA program.

With an entering class each year of between 10 and 20 students, supply chain management MBA students form close ties to each other and to the faculty and alumni dedicated to the supply chain management program. The Center offers generous financial aid packages to qualified students, including fellowships, assistantships, and scholarships.

Placement Success

Supply chain management talent is in high demand, as the Center’s remarkable placement record for summer internships and full-time employment reflects.

Our graduates achieve quickly and notably, and are recruited from companies like Amazon, Cisco Systems, Eaton Corporation, GE Healthcare, Johnson Controls, Raytheon, and Target, to name a few. Average starting salaries are consistently the highest among peer schools, ranging from $85,000 to $125,000.

Certificate programs in SUSTAINABILITY, ENTREPRENEURSHIP, AND STRATEGIC INNOVATION Wisconsin is committed to integrating cutting-edge and relevant concepts throughout the MBA curriculum. Available to students are a certificate in entrepreneurship and strategic innovation delivered via the top-ranked Weinert Center for Entrepreneurship, and a certificate in business, environment, and social responsibility offered in conjunction with UW-Madison’s Nelson Institute for Environmental Studies.

These certificates may be added to the supply chain management degree.

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MBA NEWS

MBA STUDENTS STUDY WALMART’S FLEET EFFICIENCY IN CASE COMPETITION

by Caroline Mwonga On March 12, 2014, six MBA students and one faculty member traveled to Bentonville, Ark., for the annual Sam M. Walton College of Business International Graduate Logistics Case Competition. The focus of this year’s competition was Walmart’s logistics operations. To prepare for the competition, the team spent the weeks prior laying out roles, ground rules, and expectations in addition to practicing using a live case.

Through the distribution center tour, students learned how Walmart integrates point of sale technology and its own private truck fleet to replenish stores on a daily basis.

The day after the team arrived in Bentonville, buses transported all participants to a Walmart distribution center for a site visit. The student teams had not received the case, so the site visit served as an opportunity for the students to learn more about Walmart and gather insights on what the case might entail. Through the distribution center tour, students learned how Walmart integrates point of sale technology and its own private truck fleet to replenish stores on a daily basis.

Once students had an understanding of how Walmart restocks its stores, students met with Elizabeth Fretheim, director of business strategy and sustainability for logistics.

Elizabeth introduced the students to how sustainability initiatives are integrated into Walmart’s truck fleet. Specifically, students were introduced to Walmart’s Advanced Vehicle Experience concept truck.

The prototype, developed with the assistance of Walmart’s vast vendor network, is the latest innovation in Walmart’s fleet efficiency program.

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Wisconsin team members at the International Graduate Logistics Case Competition (from left to right): Michael Mostek (MBA '14), Thushan Hemachandra (MBA '14), Doug Schaffer (MBA '14), Lisa Kirkwood (MBA '15), Caroline Mwonga (MBA '14), and advisor Pete Lukszys.

Although the truck is set to change the future of trucking, it will not be on the market for several years.

With that realization in mind, Elizabeth also introduced students to Walmart’s current fleet efficiency initiatives. Two initiatives that were discussed were the Thermo King TriPac auxiliary power unit (APU) and the Espar Airtronic bunk heating system. APU’s are small diesel units currently used in Walmart’s truck fleet to provide communication, lighting, and air conditioning. The Espar is also a small diesel engine used in Walmart’s truck fleet. Unlike the APU, however, the Espar is only used for heating trucks. Together, these units allow truck drivers to switch off their engines, but still run appliances that make the truck cabin more comfortable. Toward the end of the site visit, it quickly became apparent to the team that the case would most likely be focused on sustainability and Walmart’s private truck fleet.

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The next day at 7 a.m., the Wisconsin team received the actual case.

As predicted, the case was primarily focused on sustainability and Walmart’s private fleet. The main question posed focused on how Walmart could potentially improve miles per gallon for their private truck fleet by focusing on driver behavior, specifically as it relates to idling and/or fleet technology. The team spent the next 24 hours preparing their recommendations before delivering their presentation to a panel of Walmart employees and partners the next morning.

Although the team did not advance to the final round, team members learned a tremendous amount about how human behavior can impact the implementation of sustainability initiatives. First prize was ultimately captured by a team from Darmstadt, Germany.

MBA NEWS

MBA STUDENTS VISIT LANDS’ END, NEW GLARUS BREWERY

by Caroline Mwonga

Vishnu Tadepalli (MBA ’15), Alejandro Saucedo (MBA ’14), Tina Zhao (MBA ’15), and Prince Amoako (MBA ’14) enjoying the outdoor patio at New Glarus Brewery.

On April 26, MBA students and staff set out for a day-long applied learning event. The group spent the first half of the day touring Lands’ End, while the second part of the day was spent touring the New Glarus Brewery.

At the end of the trip, students and staff attended a social hour hosted at Pete Lukszys’ home to close out the final applied learning event of the year.

Upon arriving at Lands’ End, the group was greeted by Andrew Schumann (MBA ’12).

Andrew, along with Adrienne Bestul, senior manager for talent development, gave the group a presentation on the Lands’ End history, as well as its current mission and vision. Students were surprised to learn just how serious Lands’ End is about its Guaranteed. Period.® return policy. In 2005, the company’s commitment to this policy was tested when a customer wanted to return a $19,000 vintage car purchased from Lands’ End in 1984.

Thankfully for the customer, the company accepted the return, and Lands’ End maintained its reputation of upholding its 50-year promise to customers, no matter what.

Following the presentation, the group had the opportunity to tour the company’s distribution center. Students saw firsthand the company’s business-to-consumer and business-to-business operations, including monogramming, hemming, receiving, picking, packing, and shipping functions.

An interesting discovery during the tour was witnessing the trade-off Lands’ End makes when it comes to technology and manual labor.

While some of the operations were conducted using high-end technology and software systems, others were done manually.

Students were surprised to learn that the primary reason for including manual labor was actually due to concerns about lost efficiency with technology. For example, the company had considered using pick-to-light in their picking operations but realized that manual labor pickers could pick on average around 700 items per 55 minutes, while the pick-to-light technology could only guarantee 500 items per 55 minutes. Given this reality, the company chose to forgo implementing the technology.

After the distribution center tour, the group met with Director of Global Sourcing Sonya Wittmann and Senior Vice President of Distribution, Customer Services, and International Operations Harry Schutte. Lands’ End is currently striving to move from a $3 billion company to a $5 billion company.

In order to achieve this goal, the company needs to invest in an ERP system. The company has identified four tasks that must occur to successfully launch an implementation, namely making a business case, documenting how business operations will change as a result of the implementation, setting in motion change management projects, and selecting an ERP vendor/system. One interesting point that the senior staff noted was the fact that an ERP implementation will most likely cut into the company’s profits and, thus, its goal of reaching $5 billion. To offset the cost of implementation, however, Harry and Sonya shared the company’s plans to expand their accessories line and grow their business-to-business market abroad.

The remainder of the day was spent enjoying activities at the New Glarus Brewery and Pete Lukszys’ home.

At the New Glarus Brewery, the group took a tour and enjoyed a beer tasting. Following the brewery visit, students and staff joined Pete for some refreshments and an opportunity to reflect on the day's learnings.

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MBA NEWS

MBA SEMESTER IN REVIEW

by David Berrios & Angie Bong

Strengths Finder 2.0

First-year MBA students participated in a Strengths Finder 2.0 workshop with Blair Sanford, assistant dean of the Full-Time MBA program.

The goal of the workshop was to help students identify their natural talents and learn how to leverage them in a personal and professional context.

The first step was for each student to complete the online assessment tool that provides an individual’s top five strengths. Blair shared a matrix of all the strengths of all participants to facilitate a better understanding of one another’s contributions to the group.

Taking it a step further, students were placed in teams and provided with a simulated conflict to solve using their combined strengths. Each group was asked to perform a demonstration of their approach to these real-life scenarios. Student Lisa Kirkwood noted the usefulness of the workshop.

“Not only did you get to learn about your strengths, but you also got to learn about your fellow classmates’ strengths.”

Pricing Seminar

In February, Associate Professor Noah Lim facilitated an applied workshop to help students understand the methodologies used to price products and services. Noah introduced students to basic principles of pricing and then had them complete an exercise in value-based pricing for an at-home dry cleaning kit.

Students learned quickly just how challenging it can be to put a value on qualities like time, convenience, and trustworthiness of a product.

Following the exercise, students engaged in a bit of friendly competition against one another in a simulation that demonstrated how marketplace competitors can influence pricing strategy and decisions. Overall, the students found the workshop to be a valuable complement to their supply chain coursework and applied learning curriculum.

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Lunch and Learn Series: Amazon, Mayo Clinic, and Rexnord Industries Amazon

The biggest online retailer in the world visited the supply chain program in February. The visit was intended to connect Amazon employees with supply chain students and provide information about internship and fulltime opportunities with the company.

Darrick Collier, the operations manager for the Indianapolis fulfillment center, shared his experience working in the largest fulfillment center in the U.S. The Indianapolis fulfillment center is the size of 43 football fields and ships thousands of products every day. Darrick also shared the supply chain challenges that the holiday season and Cyber Monday pose for the giant retailer. In order to maintain operational competitiveness and efficiency, University Recruiter Bob Rathbun shared that it’s important for the company to attract and hire the best talent. Undergraduate supply chain students also joined this event.

Mayo Clinic

Two days after the Amazon visit, Mayo Clinic representatives visited with supply chain students. Tim Hicks, operations manager for procure to pay, and Ryan Tye, operations manager for logistics, talked about the largest integrated, not-for-profit medical organization in the world, including employment opportunities in the supply chain group.

Although supply chain management is typically thought about in more of a manufacturing context, effective operations in healthcare are

SUPPLY CHAIN UPDATE | SPRING 2014

increasingly critical. Resources—both human and otherwise—have to arrive at the perfect time and place, and in the right quantity, when patient lives are at stake. In order to achieve this level of efficiency, the company has worked to integrate supply chain management processes with other critical business and clinical functions within the hospital. Some of these practices include using electronic Kanban (a scheduling system for lean and just-in-time production) for medical products and collaboration with physicians to procure from high-service vendors in order to maintain competitiveness in their supply chain. Undergraduate supply chain students also joined this event.

Rexnord Industries

Rexnord, a Milwaukee-based company, is a global industrial manufacturer for process and motion controls and water management products. Students had the opportunity to listen to Jim Logan, vice president of supply chain for the power and transmission group, talk about the process of strategy deployment and how it is conducted in the company.

Strategy deployment is a business process to ensure that all activities performed in a company are aligned with the businesses financial and operational strategic goals.

Jim shared that the first step in this process is to determine the corporate strategy, which is then translated into functional activities. For each functional activity, there is a defined plan that includes measurable objectives, timelines, stakeholders, and activity status. The strategy deployment is presented in a one-page document that displays and prioritizes all the functional activities identified for the year.

The main benefit of this document is that it aligns all associates to the company’s priorities. “It empowers our employees to be able to choose which project to work on without contacting managers,” Jim said. It also provides managers with the ability to visit other departments and make a rapid assessment on their performance.

Reflecting on Jim’s presentation, first-year MBA student Eric Buechele said, “It was a great illustration of how a manufacturing company in the U.S. is taking strategic objectives and breaking down those objectives into business goals in order to drive profits and results.”

Skill for Success: An Executive Perspective

Executive Advisory Board Member Dennis Arnow visited campus in February to provide his perspective on what makes a successful supply chain professional. Dennis, vice president of supply chain at Atmel, shared his insights and experience as a long-time hiring manager, giving students tips for resultsoriented résumés, interviews, and career progression. He discussed the strategy and differences between hiring for potential versus hiring for skill, and even suggested some factors students might take into consideration when determining what types of roles to take and the types of companies for which they will work. Above all, Dennis encouraged students to be authentic and honest, two characteristics that are critical for success and finding the right fit.

Students Learn About Supply Chain Innovations at U.S. Cellular

Chris Smith (MBA ’05), Center alumnus and senior director of device supply chain at U.S. Cellular, spoke to first-year MBA students enrolled in Enterprise Systems in Supply Chain Management about how supply

chain is conducted in one of the largest wireless telecommunication companies in the U.S. Chris discussed new inventory policies implemented by U.S. Cellular to increase sales as a response to independent retailers exhibiting lower customer conversion rates as compared with owned stores.

The lower conversion rate at independent retailers was due to these stores holding the majority of their inventory in low-price mobile devices to hedge for obsolescence and financial risk. Customers searching for higher-end phones often found them to be out of stock. Identifying this issue, U.S. Cellular is implementing an inventory consignment policy in which U.S. Cellular will own the inventory at the independent store level.

By collaborating with independent stores on demand planning and providing a broader selection to these retailers, U.S. Cellular is aiming to increase their customer conversion rates.

In addition to this effort, U.S. Cellular is also expanding its retail presence with the introduction of 500 points of sale at Walmart and Sam’s Club stores. In order to assist with the added complexity found at independent retailers and bigbox stores, Smith facilitated the implementation of an advanced planning and optimizer module for SAP. With these implementations, U.S. Cellular is set up to achieve the next level of supply chain efficiency.

Project Management Workshop Prepares Students for Success

for supplier collaboration to the streamlining of marketing channels.

To prepare students for taking on such projects, the Center enlisted the services of the Center for Professional and Executive Development and Instructor Scott Converse to offer students a day-long course in project management.

The morning began with several hands-on group activities. A main deliverable for the enthusiastic participants was to use toy bricks to create a tower as high and as stable as possible. Not given further details, groups ought to have interrogated the instructor to discover that the tower was actually intended to be a water bottle. The activity illustrated how projects tend to fail due to undefined business requirements.

Since business requirements are critical to project success, students learned how to define and gather proper requirements and considerations when developing a project using the waterfall, agile, and Lean Six Sigma methodologies.

In the afternoon, students put newly learned concepts into practice through a case to develop a project for a local coffee shop. In this exercise, students utilized marketing research insights from customer surveys to effectively capture and categorize business requirements.

After establishing requirements, students discussed their affinity diagrams in groups.

Supply chain professionals are constantly managing projects in order to improve operational performance.

The breadth of these projects can span implementation of IT software

The workshop with Scott provided excellent insight about project management from a practical perspective. Successful deployment of projects in sourcing, manufacturing, and distribution can result in operational excellence for a company, making project management a valuable skill set for any future supply chain professional.

SUPPLY CHAIN UPDATE | SPRING 2014

13

BBA NEWS

BBA STUDENTS VISIT WISCONSIN BREWING COMPANY

by Angie Bong What better way to learn about supply chain management than through the lens of one of Wisconsin’s most famous products? On March 26, undergraduate specialization students traveled to neighboring Verona, Wis.— affectionately known as “Hometown USA”—to pay a visit to Wisconsin’s newest production craft brewery and brand marketing company, Wisconsin Brewing Company (WBC).

Co-Founder and Chief Financial Officer Mark Nolen and Events Coordinator Vanessa LeBert greeted the group upon arrival in WBC’s Tap Room. After those 21-and-older got settled in with a WBC brew, Mark and Vanessa led the group on a tour of the facility. As self-ascribed beer fanatics, Mark, his brother Carl, and Brewmaster Kirby Nelson envisioned the pristine, state-ofthe-art facility that seeks to honor the people, places, and heritage of Wisconsin—right down to the materials that were used to build it.

The Wisconsin Brewing Company name reflects the value WBC places on supporting the state and its people. Almost everything in the brewery was sourced from and built in Wisconsin, and many of the brew’s ingredients are grown and sourced from inside the state’s borders.

The commitment to buy local whenever possible is one WBC takes seriously, even if it costs a little more.

The emphasis on buying local gets at the heart of WBC’s belief that the brewery and its success are a collaborative effort, which was a theme throughout the discussion.

Given the already robust brewery scene in Wisconsin, when asked why they started WBC, Mark shared that there’s plenty of market left to capture. Although total beer consumption is decreasing overall, craft beer consumption continues

14

to rise. With more than 50 combined years of experience, the Nolan brothers and Kirby had plenty of expertise and were well positioned to start a new venture and capitalize on a growing market.

Mark emphasized that their purpose extends beyond just WBC’s success and that craft beer brewers in Wisconsin are a community of supportive friends all with an eye toward growing the industry.

Examples of the collaborative spirit were abundant: local brewers coming together to develop a special brew, Common Thread, for Madison’s Craft Beer Week in May; a partnership with Barriques, a local coffee shop, to source coffee for a new beer; and even a recent visit from friends at neighboring New Glarus Brewery to test out WBC’s new one-barrel brewing system, which allows for flavor and profile experimentation in a small batch—one barrel, to be precise.

While the one-barrel system might be the newest tool to help create future flavors, WBC has already found success in its four introductory brews, with the fifth and sixth—Big Sweet Life and Porter Joe—recently released. Mark shared that new beers are brewed and consumer tested in small-batch, limited releases at Great Dane Pub & Brewing Company and Vintage Brewing Company locations around the state before large volume production begins at WBC. While all WBC beers are brewed and kegged at the facility in Verona, beer earmarked for bottling and canning is sent to Stevens Point Brewery for packaging—at least for now.

The WBC facility—which currently has the capacity to brew up to 30,000 barrels per year—was built with expansion in mind that will eventually allow for production of up to 300,000 barrels annually. With the brewery’s

SUPPLY CHAIN UPDATE | SPRING 2014

early success, the addition of bottling and canning capabilities may not be too far off in the future.

The brewery is already distributing across Wisconsin, and also in the northern Illinois and Chicago markets.

The story of the small-town, rapidly growing startup was inspiring and exposed students to supply chain concepts at a local level. The focus on community and collaboration was a bit unexpected in what could be a cut-throat, every-brewery-for-itself mentality in the race to capture a greater share of the growing craft beer market.

After spending two hours with people passionate about making great beer for their fellow Wisconsinites and craft beer enthusiasts, it was not only clear that the sentiment was genuine, but that WBC intends to become Wisconsin’s iconic craft brewery when one thinks of Wisconsin-made beer.

And that leaves everyone thirsting for more!

Students listen in as WBC staff talk about the production process and equipment.

BBA NEWS

UNDERGRADUATES TAKE THIRD IN NATIONAL CASE COMPETITION Four undergraduate students enrolled in the supply chain management specialization placed third among 14 teams in the second annual National Undergraduate Supply Chain Case Competition hosted by the Carlson School of Management at the University of Minnesota in April. Team members included Saskia Burmeister (BBA ‘14), Justin Jaeger (BBA ‘15), Kevin Pickett (BBA ‘14), and Hannah Wikum (BBA ‘16).

The team analyzed a live case for 3M: “Supply Chain Solutions for a Growing Asia-Pacific Market in Reflective Materials.” The team created a comprehensive recommendation for how 3M should design and implement a supply chain network to serve this growing market which addressed multiple aspects of supply chain including sourcing, logistics, demand management, capacity, and customer service.

The team was awarded a cash prize of $1,000 and finished in third place behind teams from the Carlson School of Management (first place) and the Kelley School of Business at Indiana University (second place).

Center Director Verda Blythe (far left) with team members (from left to right): Kevin Pickett, Saskia Burmeister, Hannah Wikum, and Justin Jaeger.

BBA IN FOCUS: THE BEE’S KNEES Core to the mission of the Grainger Center is providing students with a solid understanding of supply chain management fundamentals so they may confidently approach real-world problems and help generate effective solutions. Sophomore Zach Munns is doing just that.

Using the knowledge and skills acquired through the specialization in supply chain management curriculum, Zach is working with his team at Connected Catalyst to help a number of Wisconsin- and Illinoisbased companies, including a recent project with Milwaukee-based startup, Beepods.com. By using the ancient top bar hive, Beepods is sustainably nurturing the dying bee population and revolutionizing the beekeeping industry.

Charlie Koenen, the founder of Beepods.com, LLC, enlisted the Connected Catalyst team to help grow the business from the ground up in exchange for equity in the company.

Enter Zach. He began his role within Beepods.com as the chief operating officer, managing all operations including inventory management, supply chain management, manufacturing outsourcing, financial forecasting, and production planning, in addition to implementing effective cost reduction strategies. Since beginning with the company, Zach has successfully compiled a financial package containing forecasts, budgets, narratives, executive summaries, and investor decks to pitch to private equity investors in order to obtain the funding needed to expand current operations. In addition to preparing the financial package, Zach has also assembled the framework of Beepods.com’s supply chain and the internal inventory management system.

In developing the value chain for Beepods.com, Zach reached out to a network of Wisconsin-based manufacturing firms specializing in unique wood products. He then conducted comparative analyses to evaluate quotes, contracts, capacities, and values of each potential supplier. Finally, Zach worked with each potential manufacturer to discuss and whiteboard sourcing strategies in order to most effectively reduce costs while still maintaining the sustainable and local supply of the materials used to fabricate the beepods.

Zach hopes to use his education and knowledge to provide Beepods.com with the opportunity to become sustainably successful through the implementation of an effective and efficient supply chain and inventory management system.

In the coming years, Zach and his team of inspired and motivated entrepreneurs are looking to help companies achieve lasting success through hard work and continuous improvement.

SUPPLY CHAIN UPDATE | SPRING 2014

15

BBA NEWS

BBA SEMESTER IN REVIEW

by Angie Bong Similar to the fall semester, spring was full of exciting events and opportunities for students to continue to build upon and hone their supply chain skills.

The semester kicked off with two Lunch and Learn events presented by Amazon and Mayo Clinic. The Lunch and Learn events provide an opportunity for corporate partners to talk with students about their company’s supply chain and about potential internships and full-time jobs.

The Lunch and Learn events were followed by the semester staple, From A to Z: Careers in Supply Chain Management program. This semester’s A to Z event featured representatives from Uline and Caterpillar, as well as alumni Kora Plucinski (BBA ’12) and Alex Sullivan (BBA ’13) from S.C. Johnson and KimberlyClark, respectively. In addition, the event marked the start of new collaboration between the Wisconsin School of Business and the School of Engineering in support of the Wisconsin Hybrid Vehicle Team (see page 2).

In April, Lisa Potts, director of patient logistics at University of Illinois Hospital & Health System, presented a talk about

how the Department of Patient Logistics is working to optimize hospital operations in order to increase throughout and ultimately improve margins.

Lisa discussed the challenges created by bottlenecks in the hospital and the need to “plan, prioritize, and predict” demand.

To do so, her team constantly reviews and analyzes data via a real-time throughput dashboard that helps to identify problems and establish accountability. Lisa also discussed the challenges associated with bridging the communication and cultural gaps around quality of care and operational efficiency. The presentation was particularly timely given the introduction of a new course option in the supply chain curriculum, Service Operations Management, taught by Associate Professor Bob Batt.

The applied learning events concluded with an MBA panel discussion in which Center MBA students Matt Bruemmer (MBA ’14), Thushan Hemachandra (MBA ’14), Lisa Kirkwood (MBA ’15), John McKenna (MBA ’15), and Caroline Mwonga (MBA ’14) shared advice about the how, when, and why of pursuing an MBA degree.

The Wisconsin Undergraduate Specialization in Supply Chain Management

A photo stop by the Capital after the global trip reunion dinner.

Other events throughout the semester included the BBA global trip (see page 6), a site visit to Wisconsin Brewing Company (see page 14), and participation in the National Undergraduate Supply Chain and Operations Case Competition (see page 15).

Students who participated in the global trip also had the opportunity to attend a reunion dinner in May while the faculty from the University of Stavanger were visiting Madison. The semester concluded, as always, with the BBA graduation reception, which was held at the Fluno Center this year.

Required Courses

In addition to the highly regarded MBA program in supply chain management, the Grainger Center offers a specialization in supply chain management to all undergraduate students enrolled in the Wisconsin School of Business.

Students willing to complete a series of seven courses can add the specialization to their current business major, which provides an attractive differentiator.

Specialization students consistently have access to excellent internship and full-time opportunities and earn some of the highest salaries at the Wisconsin School of Business.

• Fundamentals of Supply Chain Management

Students enrolled in the specialization have the opportunity to participate in several applied learning activities including guest lectures in courses, global trips, hands-on seminars, case competitions, and site visits—all within a supportive and fun community.

• Enterprise Systems and Supply Chain Management

• Procurement and Supply Management • Logistics Management • Marketing Channels • Production Planning and Control or Service Operations Management

Electives • Marketing Research

The specialization is supported by an Undergraduate Board of Directors who help provide guidance and support for the program. The Spring 2014 Board of Directors included Amanda Halvorson (BBA ’14), Amanda Maenner (BBA ’14), Jenna Mueller (BBA ’14), and Emily Potts (BBA ’14).

16

SUPPLY CHAIN UPDATE | SPRING 2014

• Retail Management • Operations Research I

PLACEMENT REPORTS

BBA 2014 PLACEMENT REPORT BBA Full-Time Employment

BOLD indicates accepted offers at time of publication

Average full-time base salary accepted: $52,988 Average signing bonus accepted: $3,639 Abbvie

North Chicago, IL

Operations Development Program

American Airlines

Forth Worth, TX

Commodity Manager

Ameriprise Financial (1 of 2 offers accepted)

Minneapolis, MN

Marketing Leadership Development Program

Aon Hewitt

Not Reported

Business Delivery Specialist

Best Buy

Richfield, MN

Demand Planning Analyst

BP America (2 of 2 offers accepted)

Chicago, IL

Fuels Value Chain Challenger Rotational Program

Cargill

Hopkins, MN

Supply Chain Analyst-Tartan

CUNA Mutual Group

Madison, WI

Sourcing and Vendor Management Analyst

Deloitte (1 of 2 offers accepted)

Chicago, IL

Marketing Specialist

Discover Financial Services

Riverwoods, IL

Marketing Leadership Program

Epic Systems Corporation

Verona, WI

Project Manager Implementation Consultant

Georgia-Pacific

Green Bay, WI

Logistics Specialist

Georgia-Pacific

Green Bay, WI

Transportation Planner

Hanke Trucking, Inc.

Slinger, WI

Operations Planner

IBM Global Business Services

Chicago, IL

Consulting by Degrees Consultant

JP Morgan Chase

Chicago, IL

Corporate Analyst Development Program

Kimberly-Clark (1 of 2 offers accepted)

Neenah, WI

Customer Supply Chain Solutions

Kimberly-Clark

Neenah, WI

Customer Inventory Analyst

Kohler

Kohler, WI

Global Supply Chain Rotational Program

Kohler

Kohler, WI

Consultant Rotational Program

Kohl's Department Stores

Menomonee Falls, WI

Marketing Coordinator

Kohl's Department Stores (2 of 2 offers accepted)

Menomonee Falls, WI

Merchandise Presentation Coordinator

Kohl's Department Stores

Menomonee Falls, WI

Direct Ship Coordinator

Kohl's Department Stores

Menomonee Falls, WI

Merchandise Analyst

Liberty Mutual

Seattle, WA

Marketing Analyst

Load Delivered

Chicago, IL

Operations Associate

Lockheed Martin

Fort Worth, TX

Operations Leadership Development Program

Macy's

New York, NY

Executive Development Program

Macy's

New York, NY

Planning MCOM

Macys.com

New York, NY

Merchant Executive Development Program

Meijer

Grand Rapids, MI

Logistics Analyst

Milwaukee Tool/Techtronic Industries

Chicago, IL

Field Sales Representative

Nestle Purina (1 of 2 offers accepted)

Solon, OH/Davenport, IA/St. Louis, MO

Supply Chain Rotational Trainee

Nestle USA

Cleveland, OH

Sourcing Specialist

NetSuite

New York, NY

Business Development Representative

Northrup Grumman

Rolling Meadows, IL

Professional Development Program, Business Management

Target Corporation

Minneapolis, MN

Analyst for Target.com

Target Corporation

Minneapolis, MN

Business Analyst

Target Corporation (3 of 3 offers accepted)

Minneapolis, MN

Merchandise Planning Business Analyst

The Industrial Controls Company

Sussex, WI

Project Manager

The Nielsen Company (0 of 2 offers accepted)

San Diego, CA

Segmentation Leadership Development Program

Uline

Pleasant Prairie, WI

Marketing Associate

Walgreen's Corporate

Deerfield, IL

Merchandising Analyst

SUPPLY CHAIN UPDATE | SPRING 2014

17

PLACEMENT REPORTS

BBA Summer Internships

BOLD indicates accepted offers at time of publication

Average monthly base salary accepted: $2,821 ALDI

Madison, WI

Amazon Fulfillment

Patterson, CA

District Manager Intern Operations Leadership Intern

Arthur J. Gallagher

Irvine, CA

Gallagher Summer Intern

BlueTree Network

Madison, WI

Intern

BP Americas

Chicago, IL

East of Rockies Fuels Value Chain Intern

Briggs & Stratton Corporation

Menomonee Falls, WI

Supply Chain Intern

C.H. Robinson

Madison, WI

Operations Representative

Cargill (4 of 4 offers accepted)

Hopkins, MN

Supply Chain Intern

Chrysler (2 of 2 offers accepted)

Auburn Hills, MI

Purchasing Intern

Cisco Systems

San Jose, CA

Intern, Global Planning and Fulfillment

Colony Brands

Monroe, WI

Business Analyst

Connected Catalyst, Inc.

Madison, WI

Chief Operating Officer

Coyote

Chicago, IL

Intern

CUNA Mutual

Madison, WI

Sourcing & Vendor Management Intern

Dayton Freight Lines

Milwaukee, WI

Management Internship Position

DuPont Chemicals

Wilmington, DE

Business Process Specialist

Edward Jones

Madison, WI

Financial Advisor Intern

Emblem Health

New York, NY

Summer Intern

Extreme Engineering Solutions

Middleton, WI

Business Development Intern

Ford Motor Company

Downers Grove, IL

Marketing, Sales, and Services Intern

GE Healthcare

Waukesha, WI

Supply Chain Intern

Georgia-Pacific

Atlanta, GA/Green Bay, WI

Supply Chain Co-Op

Georgia-Pacific (1 of 2 offers accepted)

Green Bay, WI

Transportation Intern

Googins and Anton, Inc.

Middleton, WI

Investment Intern

HUSCO International

Waukesha, WI

Strategic Sourcing Intern

IBM

Minneapolis, MN

Product Sales Specialist Intern

Istraturist

Uman, Croatia

Entertainment Director

Johnson Controls, Inc.

Milwaukee, WI

Global Supply Chain Intern

Kerry Ingredients

Beloit, WI

Supply Chain Management Intern

Kimberly-Clark

Neenah, WI

Customer Inventory Analyst Co-Op

Kimberly-Clark

Neenah, WI

Distribution Operations Analyst Co-Op

Kimberly-Clark

Neenah, WI

Distribution Intern

Kimberly-Clark

Neenah, WI

Supply Chain Intern

Kimberly-Clark

Neenah, WI

Supply Chain Co-Op

Kohler

Kohler, WI

Marketing Intern-Engine Dept.

Kohl's Department Stores

Menomonee Falls, WI

Transportation Logistics Intern

Kohl's Department Stores

Menomonee Falls, WI

Merchandising Analyst Intern

Kohl's Department Stores

Menomonee Falls, WI

E-Commerce Direct Ship Intern

Mayo Clinic (3 of 4 offers accepted)

Rochester, MN

Supply Chain Intern

Metrex Research LLC - Orascoptic

Middleton, WI

Materials Internship

Milwaukee Brewers Baseball Organization

Milwaukee, WI

Corporate Marketing Intern

Modelez International - Nabisco/Cadbury

Madison, WI

Sales Intern

National Guardian Life Insurance

Madison, WI

Marketing Services Intern

Nexamp

Boston, MA

Undergraduate Intern

Nike

Beaverton, OR

Value Chain Solution Team Intern

PepsiCo

Oshkosh, WI

Supply Chain Intern

Performance Gateway

Madison, WI

Marketing Intern

Primp Botique

Minneapolis, MN

Inventory Intern continued on page 19

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SUPPLY CHAIN UPDATE | SPRING 2014

PLACEMENT REPORTS

BBA Summer Internships (continued)

BOLD indicates accepted offers at time of publication

PwC

Stamford, CT

Audit Intern

Red Frog Events

Chicago, IL

Event Coordinator

RGL Logistics

Green Bay, WI

Marketing Intern

Ross

New York, NY

Assistant Buyer Intern

Run Away Shoes

Appleton/Oshkosh/Green Bay, WI

Intern/Assistant Marketing Director

Target Corporation (2 of 2 offers accepted)

Minneapolis, MN

Business Analyst Intern

Target Distribution Center

Oconomowoc, WI

Distribution Operations Intern

True Value Company

Chicago, IL

Global Sourcing Intern

Uline (2 of 3 offers accepted)

Pleasant Prairie, WI

Marketing Operations Intern

Universal Hospital Services, Inc.

Bloomington, MN

Supply Chain Intern

UW-Madison Division of Information Technology

Madison, WI

Marketing Intern

UW-Madison Division of Information Technology

Madison, WI

Help Desk Statistical Analysis Intern

Walgreen's Corporate

Deerfield, IL

Supply Chain & Data Flow Intern

Whirlpool

Lansing, MI

LDP - Consumer Track

Wisconsin PGA

West Allis, WI

Junior Foundation Intern

MBA 2014 PLACEMENT REPORT MBA Full-Time Employment

BOLD indicates accepted offers at time of publication

Average full-time base salary accepted: $102,444 Average signing bonus accepted: $11,778 Allstate Corporate

Chicago, IL

General Management Consultant

Bristol-Myers Squibb

New Brunswick, NJ

Global Manufacturing and Supply Associate

Centene Corporation

Clayton, MO

Corporate Operations Manager, Immersion Program

DISH Network

Englewood, CO

Assistant Brand Manager

Eaton Corporation

Midwest Region

MBA Supply Chain Analyst Program - Aerospace

Emerson

St. Louis, MO

Supply Chain Analyst

Illinois Tool Works

Glenview, IL

Senior Strategic Sourcing Analyst

Intel

Chandler, AZ

Global Sourcing and Procurement Supply Chain Analyst

JGL

Hagerstown, MD

Segment Commodity Manager

Raytheon

Tuscon, AZ

Supply Chain Leadership Development Program

Rexnord (2 of 2 offers accepted)

Milwaukee, WI

MBA Leadership Development Program

Starbucks

Seattle, WA

Commercialization Manager I OR Senior Engineer

MBA Summer Internships

BOLD indicates accepted offers at time of publication

Average monthly base salary accepted: $5,605 Bank of America

Charlotte, NC

Summer Intern, Global Supply Chain MBA Intern Program

Chrysler

Detroit, MI

MBA Intern

Cisco Systems (2 of 2 offers accepted)

San Jose, CA

Intern, MBA Cross Functional

John Deere

Moline, IL

Supply Management Intern

Kimberly-Clark

Neenah, WI

MBA Intern, Warehouse Management Team

Rockwell Automation

Milwaukee, WI

Intern, Import Compliance Data Analyst

Tesoro

San Antonio, TX

Intern, Supply Chain Management

Unilever

Trumbull, CT

Environmental Defense Fund Climate Corps Fellow

Vestas Nacelles America, Inc.

Brighton, CO

Intern

Walt Disney Company

Burbank, CA

Corporate Sourcing Intern

SUPPLY CHAIN UPDATE | SPRING 2014

19

HONORS, AWARDS, & CELEBRATIONS

GRAINGER CENTER ACCOLADES Blythe, Lukszys Standouts at Mu Kappa Tau Banquet Center staff stole the show at the Mu Kappa Tau (MKT) banquet on May 1.

MKT is a student organization dedicated to providing undergraduates with information and experiences that will prepare them for a successful career in marketing. Senior Lecturer Pete Lukszys was the invited to deliver the keynote address for the event and offered advice for professional success to a room full of MKT members, faculty, staff and corporate partners.

Pete’s lessons were derived from advice and guidance he had received from some of his own role models and mentors, as well as from his years of experience in industry and academia.

In addition, Verda Blythe, Center director and instructor for the Fundamentals of Supply Chain Management course, was awarded with the Mu Kappa Tau Marketing Faculty of the Year award. Faculty are both nominated and voted on by students in the MKT organization.

Verda Blythe with MKT president and supply chain student, Luke Wirsbinski (BBA '14).

Pete Lukszys delivering the keynote address at the spring 2014 MKT banquet.

O’Shea Participates in Hult Prize Competition

First-year MBA student Caitrin O’Shea and her four team members were selected as one of two teams from Wisconsin and 300 worldwide out of an applicant pool of 10,000 to compete for the prestigious $1 million Hult Prize.

Caitrin and her team worked on a project to improve chronic disease care in urban slums and then traveled to San Francisco in March to present their plan for a startup business. Though Caitrin’s team wasn’t selected to advance to the summer accelerator program after their pitch in San Francisco, the ability to participate in such a prestigious competition was nonetheless rewarding.

“It was a great opportunity to learn the nuances of the pharmaceutical supply chain, both here in the U.S. and in developing countries,” Caitrin said. “We had the whole strength of the University behind us, both at the Wisconsin School of Business and the Global Health Institute. I particularly appreciated the help of Executive Advisory Board Member Jim Schuman and his connections as my team worked to create greater security and transparency in the supply chain.”

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SUPPLY CHAIN UPDATE | SPRING 2014

HONORS, AWARDS, & CELEBRATIONS

A LITTLE POMP & CIRCUMSTANCE Congratulations May 2014 BBA Graduates!

Jordan Bade • Ali Bergmann • Emily Bourne • Amanda Busch • Erin Flynn • Amanda Halvorson • Rick Hanke • Nicole Hanson Haley Hensen • Alyssa Hinton • Elliot Kotecki • Donny Lavrenz • Thomas Madsen • Amanda Maenner • Jenna Mueller • Colin Nitschke Jordan O’Neill • Kevin Pickett • Emily Potts • Eric Puls • Eric Ransom • Veronica Rodriguez • Myla Rosenbloom • Farah Shirzadi Jordan Taylor • Kevin Vollmer • Dana Voss • Corey Wilhelm • Raelynn Wingert • Luke Wirsbinski • Tracy Young

BBA Class of 2014 graduates at the graduation reception in May at the Fluno Center.

Congratulations MBA Class of 2014!

Prince Amoako • David Berrios • Matthew Bruemmer • Mayra Garcia Guzman • Thushan Hemachandra • Rachel Li • Michael Mostek Caroline Mwonga • Alejandro Saucedo • Doug Schaffer

MBA Class of 2014 graduates at the graduation reception in May at Samba Brazilian Grill, Madison.

SUPPLY CHAIN UPDATE | SPRING 2014

21

STUDENT & ALUMNI NEWS

OUTSIDE THE CLASSROOM

aldez ) and Luis V ley Field g na (MBA '15 ri en W cK at M e hn am Jo h a Cubs g k. tc or ca w ) et '15 N A ting (MB duate Marke with the Gra

ta , and Assis ss of 2016 BAs la C A B M ng the M ply chain of the sup ose with Bucky duri Members p ril. g p n A o in B d ie n ng Director A n! New Admit Weeke nsi On, Wisco

BBA graduating seniors Ali Bergmann, Erin Flynn, Jenna Mueller, Eric Ransom, and Jordan Taylor show off their supply chain pride after pledging to the School’s commencement campaign.

(M Schaffer nd Doug na. a ) 3 ’1 A B rizo anecke (M ucson, A Therese J County Fair in T a im P at the

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SUPPLY CHAIN UPDATE | SPRING 2014

Tina Zhao (M BA ’15) presen ts at the Chin New Year Re ese ception spon sored by the International Graduate Business Ass ociation.

BA ’14)

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STUDENT & ALUMNI NEWS

WHERE ARE THEY NOW? Please give us an overview of CUNA Mutual, including your role and responsibility.

I am the senior manager for credit insurance product management for CUNA Mutual Group. I have 12 years of experience in product management, product development, market development, and strategic planning. CUNA Mutual Group is a leading provider of financial services and insurance products to credit unions, their members, and valued customers worldwide. With more than 75 years of market commitment, CUNA Mutual Group’s vision is unwavering: to be a trusted business partner who delivers service excellence and customerfocused, best-in-class products and market-driven innovation.

I joined CUNA Mutual Group in 2012 as a product manager in the Payment Protection product group and was named to my current role in 2013.

In my product management role, I am responsible for the overall business strategy, product management, execution, and financial results for the credit insurance product line.

I am accountable for delivering revenue

Suzy Pursell (MBA '09)

in excess of $500 million annually.

I also design and implement strategies to reduce costs, increase revenues, strengthen customer relationships, improve business processes, and drive profitability.

Why did you choose to pursue a degree at the University of WisconsinMadison through the Grainger Center?

I chose to pursue a degree at the University of Wisconsin-Madison due to the unique specialization model which offered the breadth of a general MBA curriculum along with the specialized supply chain focus of the Center.

My professional background in product management provided me insight into the end-to-end management of a product.

The Center further augmented that experience and provided me with a great way to build past experiences into new skill sets.

What particular professor, courses, or projects that you had in business school were extremely valuable to you?

The course that sticks out the most in my mind was an elective I took through the College of Engineering focused on new product development.

The course allowed me the opportunity to interact with and learn from masters students from different disciplines outside of the Wisconsin School of Business. Much like the real world,

those peers approached learning, problem solving, and product development from perspectives different than my own. Looking at the development process both through a supply chain lens as well as an engineering lens has helped me immensely. The course was also a great way to practice adjusting my communication style to work with a very diverse set of styles and achieve success.

Do you have any words of wisdom for current Center students?

Make the experience at the University of Wisconsin-Madison your own based on your goals and aspirations.

You have just two short years to soak in a lot of knowledge, experience new things, and create lasting friendships.

Those friendships will be an invaluable network to you long after you have left the campus. A Wisconsin MBA is more than just what you experience in the classroom. You need to be able to balance academic, social, and applied learning opportunities. Take advantage of unique internships, international trips, or student organizations since you may never have as unique a learning opportunity again. Step out of your comfort zone. You are at that point in which you may learn the most about yourself and the world around you. What you take away from the experience and your ultimate success is based on what YOU make of it.

STUDENT & ALUMNI UPDATES Tai Adkins (MBA ’12) has accepted a new role as NPD sourcing specialist at Eaton’s Cooper Lighting.

Tim Buhl (MBA ’03) accepted a new role as head of global operations for Lock ‘N’ Charge in Madison, Wis. Laura Hausfeld (MBA ’12) was promoted to project manager, idea-to-market management at E. & J. Gallo Winery.

Amber Sleichter (MBA ’10) was promoted to product manager at Intel Corporation.

Stuart Solomon (MBA ’12) accepted a new position as a financial advisor for Morgan Stanley.

Jonathan Ward (MBA ’97) accepted a new position as foreign commercial service officer for the U.S. Department of Commerce.

Thushan Hemachandra (MBA ’14) and wife Jill welcomed son Austin on May 12.

Lindsay Rollins (BBA ‘08) and husband Andy welcomed daughter Hannah Mae on April 26.

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EXECUTIVE ADVISORY BOARD

EXECUTIVE ADVISORY BOARD EXECUTIVE ADVISORY BOARD WELCOMES SATHER, SMITH The Center is pleased to announce two new additions to the Executive Advisory Board, beginning in the Fall 2014 semester.

Rick Sather is the vice president of customer supply chain for Kimberly-Clark North America. In this role, Rick is responsible for customer supply chain strategy, customer service, distribution operations, supply network design, and supply chain centers of excellence.

While leading the customer supply chain team, Rick has established a lean and continuous improvement culture, driving exceptional outcomes for team members, customers, and shareholders. Rick is based at Kimberly-Clark’s operations headquarters in Neenah, Wis. He is the executive advisor to the African American Employee Network and New Employee Opportunity Network at Kimberly-Clark. Rick joined Kimberly-Clark in 1985 and prior to his current role, held a variety of positions in distribution, planning, manufacturing, and supply chain leadership in both Neenah and in Fullerton, Calif.

Rick is originally from Wisconsin and received a Bachelor of Science degree in industrial technology from the University Wisconsin-Stout. Rick lives in Appleton with his wife, Kris, and they have two children.

Chris Smith has been in the supply chain management field for 17 years.

Chris is currently senior director of device supply chain at U.S. Cellular, where he is responsible for $1.2 billion in spending, focused on new and refurbished devices and accessories used by customers to access the U.S. Cellular mobile network. Chris’ team manages forward and reverse logistics operations at 3PL’s supporting the business, as well as planning and process improvement. The device supply chain team focuses on a great customer experience and maintaining 98 percent in-stock at the company owned retail locations, while minimizing days of inventory and obsolescence expenses.

Prior to joining U.S. Cellular, Chris held supply chain leadership positions with Shure, W.W. Grainger, i2 Technologies (now JDA), and Sony. Chris also served for six years in the U.S. Air Force, holding the rank of captain as an analyst in the Pentagon. Chris holds a Bachelor of Science degree in operations research from the U.S. Air Force Academy, a Master of Science degree in operations research from the Air Force Institute of Technology, and a Master of Business Administration in supply chain management from the University of Wisconsin-Madison.

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The Executive Advisory Board is comprised of senior executives at leading firms that are renowned for supply chain management excellence. Board members provide strategic and curricular guidance, participate in applied learning programs, and provide placement opportunities for students.

Dennis Arnow Vice President, Global Supply Chain Atmel

Karl Braitberg Vice President, Global Supplier Management & Supply Chain Transformation Cisco Systems, Inc.

John Kenny President FreeFlow Technology, Inc.

Claudia Knowlton-Chike Senior Vice President, Supply Chain Nexeo Solutions

Steve Loehr Vice President, GTS Strategic Outsourcing Delivery North America IBM Value Services

D.G. Macpherson Senior Vice President and Group President, Global Supply Chain and International W.W. Grainger, Inc

Home Services

Thomas F. Pyle, Jr. Chairman The Pyle Group

Kevin O’Marah Chief Content Officer SCM World Research Fellow Stanford University Global Supply Chain Management Forum

Stu Reed Senior Vice President and President, Home Services (Former) Sears Holdings Corporation

Rick Sather Vice President Customer Supply Chain Kimberly-Clark

Jim Shuman Vice President, Global Commercial Logistics Synageva BioPharma

Chris Smith Senior Director, Device Supply Chain US Cellular

Eric Smith Vice President, Demand Driven Supply Chain Emerson Electric, Commercial and Residential Solutions Group

Gray Williams President Productivity Specialists

Carolyn A. Woznicki Chief Procurement Officer Illinois Tool Works

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FACULTY & STAFF

FACULTY The following faculty members are affiliated with the Grainger Center for Supply Chain Management and support the Center by teaching courses in the supply chain management curriculum, serving on the academic advisory board, or directing applied learning activities.

Robert Batt Assistant Professor, Operations and Information Management

Verda Blythe Faculty Associate, Marketing

Steve Boeder Lecturer, Operations and Information Management

Gregory A. DeCroix Wisconsin Naming Partnership Professor of Operations

Mark Finster Associate Professor, Operations and Information Management

Jan B. Heide Professor and Irwin Maier Chair in Marketing

Noah Lim Associate Professor, Marketing

Peter B. Lukszys Senior Lecturer, Marketing

Paola Mallucci Assistant Professor, Marketing

Timothy McClurg Senior Lecturer, Operations and Information Management

John M. McKeller Senior Lecturer, Marketing and Procurement/ Supply Management

James G. Morris Dean’s Professor of Operations and Information Management

John R. Nevin Grainger Professor, Marketing

Jordan Tong Assistant Professor, Operations and Information Management

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FACULTY & STAFF

STAFF JOHN R. "JACK" NEVIN Jack Nevin is academic director of the Grainger Center. He recently assumed the same role for the Center for Brand and Product Management, one which he occupied from the center’s inception in 2003 through 2007. He previously chaired the Marketing Department from 1988 through 1992 and from 2008 to 2010, and he served as associate dean of masters programs from 1999 to 2002.

Jack earned a Ph.D. in marketing from the University of Illinois.

His research is primarily concentrated in three managerialoriented areas of marketing: marketing channels, supply chain management, and marketing strategy.

His research has appeared in the Journal of Marketing, Journal of Marketing Research, and Journal of the Academy of Marketing Science, among many others.

Jack’s teaching responsibilities include traditional full-time MBA classes on marketing channels and supply chain management. He also actively participates in executive development programs and has served as a research consultant or expert witness for a number of organizations.

He has been heavily involved with the American Marketing Association and the International Society of Franchising in a professional service capacity.

VERDA A. BLYTHE Verda Blythe is the director of the Grainger Center and a faculty associate in the Marketing Department at the University of Wisconsin-Madison, Wisconsin School of Business. She is responsible for promoting the discipline and Center to prospective students and employers, developing applied and academic programs, and providing academic and career guidance to undergraduate and MBA supply chain management students. Verda works closely with the Center’s faculty and Executive Advisory Board on program strategy and leads outreach activities with alumni, employers, and professional associations. She teaches three courses in the undergraduate curriculum: Fundamentals of Supply Chain Management, Global Experience in Supply Chain Management, and Business and Society.

Verda brings 13 years of supply chain industry experience to her position, having worked in various functions including sourcing, production, and logistics. After earning a Bachelor of Business Administration degree in logistics from Iowa State University, she worked for Ruan Transportation Management Systems in various roles including quality, planning, and customer development. In 2002, she graduated with a Master of Science degree in supply chain management from the University of Wisconsin-Madison and is a Grainger Center alumna. Her internship during graduate school was in logistics and materials management at Harley-Davidson Motor Company. Upon graduation, she joined IBM Corporation where she worked in integrated supply chain including the global procurement and the systems and software group, both domestically and abroad.

ANGELA L. BONG Angie Bong is the assistant director of the Grainger Center. Managing the daily operations of the Center, she works with current and prospective students, alumni, employers, faculty, the Center’s executive advisory board, and industry professionals.

Angie leads the marketing and communications activities and assists in the coordination of the applied learning curriculum. She also assists with admissions and recruiting, student services, and programming; oversees the BBA specialization program; coordinates alumni development activities; and supervises project assistants.

Angie began working at the Grainger Center in September 2011. She earned her Bachelor of Arts in journalism from Butler University in 2005 and her Master of Arts from the University of Iowa in student development in postsecondary education in 2007. Prior to joining the center staff, she served as the coordinator for student leadership and organizations at the University of Wisconsin-Eau Claire. Angie served on the board of the Wisconsin College Personnel Association for five years.

PETER B. LUKSZYS Pete Lukszys is director of applied learning in the Grainger Center, is an academic affiliate in the Kohl’s Center for Retailing Excellence, and is a senior lecturer.

Pete teaches courses in supply chain management in the undergraduate, MBA, and executive education programs.

He developed courses in Enterprise Resource Planning (ERP) and Logistics Management, which he teaches as part of the core supply chain management curriculum. Pete is the SAP University Alliance faculty liaison and led an initiative to implement SAP enterprise software at the school for educational use. His areas of expertise are supply chain management, business logistics, ERP system implementation, and inventory management.

Prior to his move to academia in 2004, Pete worked at Abbott Laboratories and EMD Chemicals. At EMD Chemicals, he held the positions of senior director supply chain management, director of global logistics, and SAP project leader. In his role as SAP project leader, he led a team of over 100 employees in a successful business transformation where 10 SAP modules were implemented at six U.S. sites. At Abbott Laboratories, he completed a two-year management development program and held positions in inventory planning, plant supervision, and financial analysis. He has consulted, advised, and served as an expert witness to companies in the automotive, life science, defense, and transportation industries.

Pete is APICS certified in production and inventory control.

He received an MBA in supply chain management and a Bachelor of Science in industrial engineering from the University of Wisconsin-Madison.

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975 University Avenue Madison, WI 53706 608-262-1941

Academic Director...........................John R. “Jack” Nevin Director.................................................Verda A. Blythe Assistant Director.............................Angie L. Bong Director, Applied Projects.............Peter B. Lukszys Contributors........................................David Berrios, Haley Hensen, Jenna Mueller, and Caroline Mwonga Supply Chain Update is produced with funds made available by the Grainger Center for Supply Chain Management Opportunity Fund.

LEARN MORE •• Profiles of our students and alumni •• Details about our unique curriculum •• Statistics on placement of our graduates •• Information on our corporate partners

bus.wisc.edu/centers/grainger-center-for-supply-chain-management