a supplier quality and development program. MWV’s roots reach back many years, and it inherited a traditional cul- ture from the pre-merger companies. “Introducing new and innovative ways to manage the supply chain is a chal- lenge,” Osen says. In particular, getting individual locations to cede control to a central supply organization has been difficult. But each time a successful initiative proves the value of an enter- prise-wide supply chain, more people sit up and listen. Case in point: In the past, different business units sourced and transported
products from Asia independently. Today, a third-party logistics provider in Asia consolidates some of those shipments, increasing transportation efficiency. “Without the visibility of a central orga- nization, we never would have seen that opportunity,” Osen says. The centralized approach also helped MWV last year, when a shortage of out- bound containers plagued the East Coast. Because of the volume that the corporation commands as a whole and the long-term relationships that MWV maintains with ocean carriers, the com- pany was able to get the containers it needed to satisfy customers.
Managing from the center is far from easy, given the diverse delivery demands that customers place on MWV, such as 15-minute delivery windows and 8,000- mile moves in one or two days. MWV seeks to combine shipments and processes, but only when that’s the best solution. “We commonize as much as we can,” Osen says. “We specialize where it’s needed.” Striking the balance between stan- dardized practices and unique services, the supply management group contin- ues to find ways to contribute to MWV’s success. “We’re all about bringing value to the company,” Osen says. ■
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