In This ISSUE:

Risk Management Elements Expanding Priorities Beyond Cost Reductions Walmart's New Mantra: Made in the USA Gartner predicts Internet of Things will spark supply chain reaction- Connected devices provide pportunities and challenges Managing Weather’s Impact on Transportation Capacity and Costs. A Lean Check List

And in every issue:

CHECK IT OUT! Something new – Did YOU Know? Save the Dates CHECK IT OUT! Something new – Around town Industry Events St. Louis in the News Welcome our New Members! VOLUNTEER – contact the STL Affiliate!

Save the Date! “CRITICAL CHAIN" AS STATE-OF-THE-

ART PROJECT MGMT

ISM ST. LOUIS APRIL MEETING - join us for lunch!

Tue, Apr 22, 2014 11:00 AM - 1:00 PM

PRESIDENT’S MESSAGE

Why go to an ISM Annual Conference? Here are a few good answers: Do you like to be involved? Need points toward your C.P.M.? Need a resume building accomplishment? Like sharing new ideas with your peers? To learn something new, meet new people, and

touch base with people I've met previously. Meet old friends, make new friends, be seen, learn

about the latest developments To learn, expand my horizon, see / hear about

technology 'at the edge' Networking To collaborate, start collaborations, and have a

good time with friends To hear other people opinions about the stuff I

think I'm good in. And then to rethink if I'm really good.

It's fun!

The conference on May 5-7, 2014 in Las Vegas promises to be educational, thought provoking and fun.

On another note here are the proposed nominee’s for the 2014-2015 ISM Saint Louis Board of Directors: 2014-2015 President , Melissa Orlando, CPSM, C.P.M. Vice Presiden, Patricia Greathouse 2014-2016 Director Finance, Clark Singleton Secretary, Helena Hartwein, CPSM

Thank you, and KEEP ON LEARNING!

Patrick C. Williamson C.P.M.

BUYLines, February, 2014

The Missing Future Risk Management Elements

By: SupplyChainBrain

Analyst Insight: Supply chain risk management is an evolution of business processes, techniques and focus over a multitude of elements. As supply chains have evolved to value chains, so too have the methods for supply chain risk management. Value chain risk management requires a broader integrated strategy, focused on reducing the risk at each point in the value chain, while balancing risk and resiliency. – Mickey North Rizza, BravoSolution If your supply chain is like the top 1 percent of companies, you can finally check the supply chain risk management box, because you have reduced your exposure to supply chain risk. You have a mechanism to look at tier-n supplier financials, inventory, logistics, natural catastrophic events, open orders, etc. You know that you are now prepared and ready for almost any event. Congratulations! Of course the true test will be the first disaster that pushes against the plan and processes. Remember supply chains evolve, ebbing and flowing based on the business needs and requirements. The same is true for supply chain risk management.

Evolution Supply chains are a complex machine woven of upstream and downstream businesses focused on transactions that fulfill plan, source, make and deliver. Somewhere in this mix supply chain risk management practices have evolved for each company within the supply chain. And, yes, a few companies work together managing their various suppliers in the network to improve their risk management processes. In a nutshell the supply chain is made up of companies each focused on its own supply chain risk management process, with some focus on a few supplier tier levels. The supply chain risk management processes encompass multiple sources of supply, inventory, finances, contracts, etc. Value chains are the new supply chain; smarter, more encompassing and focused on mutually beneficial outcomes. Applying the same supply chain risk management techniques will give you the same results and may not be mutually beneficial to reap full potential value. With the evolution from supply chain to value chain is a revolution filled with new risk management techniques. Valued Techniques When is the last time you compared your value chain supplier’s financial performance to all parties in the supply chain? A comparison across the value chain of each company’s operating margin, inventory turns, cash-to-cash cycle times and return on invested capital can be an eye opener. It can show you the dynamic business aspects of each of the partners’ business, provide you with a gauge of balance vs. resiliency and also uncover vulnerabilities that may need to be addressed. For instance, the value chain may need more inventory in one area, move to a substitute product or supplier, or select another SKU to minimize the value chain impact of the vulnerability. The point is, using the business financial ratios to compare and contrast overall performance can be a predictive indicator of vulnerabilities. But it requires stepping it up from a silo or one-off perspective to a value chain and network approach.

The Outlook With evolution comes revolution and that time is now to move from supply chain risk management to value chain risk management. If done right, this shift will result in greater resiliency for the entire value and supply chain. And individual business will learn how to quickly address the issues by focusing on the entire value chain success vs. only one aspect.

Procurement Expanding Priorities Beyond Cost Reductions to Focus on Influence & Innovation, Study Says

By: The Hackett Group

Procurement leaders are expanding their priorities for 2014, moving beyond a historic

emphasis on reducing purchase costs and adding focus on expanding and deepening the scope

of spend influence as well as supporting supplier-led product innovation, according to 2014

Procurement Key Issues research from The Hackett Group Inc. The Hackett Group's research reveals a major change in procurement's priorities from last year, when cost reduction/avoidance was their number one concern. For 2014, the highest-ranked issue is expanding the scope of procurement's spend influence. Over three quarters of the executives placed this first in their priority ranking. Tapping into supplier innovation is the second-highest priority and a focus for 69 percent of the companies in the study. Prioritization levels for both of these issues increased significantly from 2013. Despite its historic position as a top focus, only about half of the companies said they were focusing on cost reduction and avoidance in 2014 as a key procurement strategy, placing it fourth on their priority list. The Hackett Group's research also showed that procurement leaders are expecting to see small increases in budgets and staffing in 2014. Budgets are expected to increase by 0.7 percent and staffing by 0.9 percent. But the expected enterprise growth rate of 6.7 percent will far exceed both of these increases, resulting in a productivity and efficiency gaps of about 6 percent for 2014. "Overall, companies are turning to innovation to drive revenue growth and margin improvements in 2014," said Chris Sawchuk, The Hackett Group global managing director and procurement advisory practice leader. "Cost reduction is still a top priority. But we believe many procurement organizations have reached the upper limit of cost reductions possible in categories they are actively sourcing today. So they're looking for ways to reinvent their value proposition. A key part of this is expanding their influence, and taking a life-cycle approach to category management. This requires working more effectively with spend owners, executives, requisitioners, suppliers and other stakeholders. It also calls for skills that are outside procurement’s traditional areas of expertise." According to The Hackett Group's research, procurement should focus its transformation efforts in three areas to achieve the biggest enterprise impact in 2014: rebalancing supply risk; recalibrating procurement technology and tools; and reinventing procurement's value proposition.

Rebalancing Supply Risk Procurement organizations must recharge their risk management and mitigation efforts in 2014, The Hackett Group's research recommends. Even among top-performing procurement organizations, only slightly more than half conduct formal supply-base risk assessments, the research found. The main focus of procurement's risk mitigation efforts are on trying to identify signs of financial distress among suppliers, evaluating alternative sourcing arrangements, and running what-if scenarios to identify supply network risks and build resiliency. The research identified several emerging risk mitigation areas where procurement organizations are beginning to focus as part of their supply chain strategy. Supplier data security – ensuring that suppliers are able to keep sensitive data private – is one area that is being addressed by procurement organizations in several ways. Procurement organizations are considering the need to pre-qualify suppliers' ability to handle sensitive data. They are beginning to work with IT to understand data-security compliance issues. Finally, they are seeking to balance an expanded risk management role with

the need to foster supplier innovation, better understanding the tradeoffs between supplier risk and innovation potential.

Recalibrating Procurement Technology and Tools With only limited new procurement-related technology spending in 2014, procurement leaders are focusing on reconfiguring or extending existing applications to improve their value. Enhancing the quality of inputs is one way to do this, and as a result driving master data management is the principal technology priority for 2014, according to The Hackett Group's research. Another top technology focus for procurement in 2014 is implementing business intelligence and analytics applications, to facilitate automated spend analysis as well as other efforts to extract valuable insights from the massive amounts of data that are available, and gain strategic sourcing insights. New for 2014 is a higher level of attention to self-service and collaborative tools by procurement. Over half the companies in The Hackett Group's study said they intend to roll out Web-based and self-service tools for internal employees. In addition, the research found procurement leaders hoping to significantly expand their use of peer networks to share supplier risk and performance information, and also collaborate with suppliers on demand forecasts.

Reinventing Procurement's Value Proposition The Hackett Group's Key Issues Research also found that the importance of monitoring, measuring and reporting on procurement’s value contribution is on the rise for 2014, as companies seek to quantify and communicate the value procurement delivers. A total of 75 percent of all companies ranked value contribution visibility as a key procurement investment area for 2014, and another 69 percent ranked investments in measuring and monitoring their value contribution as a key objective. But increasing and measuring spend influence should only be the first step in quantifying value contribution. The research suggests that procurement leaders should consider what impact enterprise-level innovation-based strategies will have on procurement and how to measure their value against that goal. This could include improvements in requirements engineering, the number of truly new solution proposals that procurement brings to the table, or a consideration of whether the resulting products or services ever make it to the market. "To bring clarity to the discussion, procurement must know how to document its own innovation and the impact it has on enterprise growth and be able to convince the rest of the organization that procurement’s expanded value proposition is real," said Sawchuk. "Unquestionably, the process of broadening value objectives, scorecards and capabilities will be arduous. More than brute force, flexibility is of the essence to help the procurement organizations expand globally in step with the business."

Walmart's New Mantra: Made in the USA

By Steve Minter

Walmart says $250 billion spend on U.S.-made products will help re-establish U.S. manufacturing

Retailer establishes $10 million U.S. Manufacturing Innovation Fund Walmart will look for U.S. patio furniture suppliers

“Since last year I’ve been making the rounds talking to just about anyone who’ll listen about this opportunity to re-establish a manufacturing base in the U.S.” Not long ago, a statement like that from Walmart U.S. President and CEO Bill Simon would have been met with disbelief, if not outright derision. In a 2007 study for the Economic Policy Institute, Robert E. Scott looked at Walmart’s sourcing from China ($27 billion in 2006) and reported, “Walmart’s increased trade deficit with China eliminated 133,000 manufacturing jobs….” Scott’s analysis had followed Charles Fishman’s book, The Wal-Mart Effect, in which Fishman had praised the giant retailer for its business acumen but noted the destructive impact of its policies on U.S. manufacturing. “[T]hey are constantly dissatisfied with the cost that everything’s delivered at. Let’s make it a little less expensive. The result of that though is that eventually people have to move manufacturing offshore…” Fishman observed in a 2006 interview with NPR’s Robert Siegel, adding, “[I]t’s very clear that Walmart drives jobs overseas and ultimately undermines the quality of original products in order to deliver on this always low price promise.” But in January 2013, Walmart signaled the beginning of an effort to put more merchandise made in the U.S. in its stores. The company said it would buy an additional $50 billion worth of domestic products over the next 10 years. Walmart followed up with a manufacturing summit in Orlando last August which convened nearly 1,500 suppliers and government officials. At the summit, Walmart announced that a number of companies had promised to invest more than $70 million in U.S. production and create over 1,000 jobs. This week, Simon emphasized the importance of U.S. manufacturing at the company’s Year Beginning Meeting in Orlando. He reminded the audience that Walmart now has pledged to spend $250 billion on U.S. products over the next 10 years. The Boston Consulting Group estimates this commitment will create 1 million jobs. Simon cited some of the domestic manufacturers Walmart has signed up to make products for the retailer:

Element Electronics recently opened a factory in Winnsboro, S.C., to assemble and package flat-screen TVs and expects to employ 500 people eventually at the facility.

1888 Mills employs 200 workers in manufacturing in the U.S. Simon said sales of the towels 1888 Mills makes for Walmart increased 24% in the past year, and the firm is expanding with a 500,000 square foot facility in Griffin, Ga.

American Home Manufacturing is moving production of comforters to South Carolina, Simon announced, and will create 200 jobs at that facility.

At the meeting, Simon announced that Walmart will be putting its patio furniture out for bid and is looking for U.S. manufacturers. The reason: “There are long lead times and we have to make a commitment for the following year before any of the current year’s merchandise has sold,” he said. “Making the furniture closer to point of sale will be better for our planning and better for our customers.”

On a side note - Walmart Establishes Foundation to Support Manufacturing Innovation Walmart, along with the Walmart Foundation and the U.S. Conference of Mayors, also announced this week the launch of a $10 million Walmart U.S. Manufacturing Innovation Fund. The company said the fund will provide grants of $100,000 or more to non-profit organizations with innovative ideas for the production of textiles and “common manufacturing processes that apply to a broad range of consumer goods, including small motor manufacturing and tooling for injection molding.” Applications for the grants are due April 22, 2014. On July 8, Walmart will hold an open call with U.S. manufacturers to listen to pitches for new products. And Simon said Walmart will hold another manufacturing supplier summit in August in Denver.

Did you know?

97.2 Level of the US' total manufacturing output index in February, after a strong .8 rise for the

month, according the latest data from the Federal Reserve. That means US manufacturing output is still 2.8% below the peak and baseline year of 2007. That's the highest level seen since that year, tied with December of 2013, before a dip in January. Will 2014 finally be the year US manufacturers get past the 100 mark and move above 2007 levels some seven years later?

60 Number of suppliers that American Hotel Register, the leading distributor of non-food items to

the hotel industry, has on "auto release" repenishment orders. That according to Kyle Marx, Director of Supply Chain Analytics at the company, at the Logility software user conference in Atlanta this week. That means the software determines when new purchase orders are needed based on forecast demand, current inventory levels, mix/max logic, container/trailer optimization and more, and simply triggers a new PO. Marx says the company hopes to get to some 300 suppliers on the program in the end.

250 The number of key strategic suppliers that electronics giant Sony will focus on as partners

over the next few years, the company announced this week. Sony is choosing partners for key products, including smartphones and digital cameras, from about 1,000 current vendors. The strategic partners relationship status isn't permanent and is designed to make Sony's products more competitive and speed its time to market. The company recently forecast a loss of more than $1 billion for the year, as Sony missed the smart phone and tablet computer waves.

2.7 Billion Delta Air Lines' $2.7 billion profit for 2013 was the highest net profit in airline history.

The previous record was German carrier Lufthansa's 2007 profit of $2.6 billion.

Internet of Things will spark supply chain reaction - Connected devices provide opportunities and challenges

By Stu Robarts

The Internet of Things will drive changes in supply chains A huge increase in the number of devices making up the Internet of Things (IoT) will have a significant impact on how the supply chain will operate, according to a report by analyst firm Gartner. Factors such as access to information about the supply chain and exposure to cyber-risk will become increasingly pertinent. Gartner's report suggests that IoT connected devices will reach 26 billion by 2020, up from 0.9 billion in 2009.

Gartner has already warned of a number of subsequent challenges that will be faced by data centres as a result. Despite the huge rise in numbers of connected devices, Michael Burkett, Gartner's managing vice president, has argued that it's important to important to keep IoT maturity in perspective. "Some IoT devices are more mature, such as commercial telematics now used in trucking fleets to improve logistics efficiency," said Burkett. "Some, such as smart fabrics that use sensors within clothing and industrial fabrics to monitor human health or manufacturing processes, are just emerging."

Differentiated services Gartner predicts that the rise of the IoT will allow supply chains to provide, "more differentiated services to customers more efficiently." This will be made possible as a result of a highly interconnected network of devices communicating with each other. In particular, marketers and product designers are expected to see changes in their supply chain roles. Digital marketing will benefit from increased customer data and the ability to segment audiences to a greater extent. Designers, meanwhile, will be required to find ways to embed technology into products that will enable them to communicate with other devices.

A Lean Check List

When developing a future state vision for your Lean Supply Chain, it's important to incorporate all supply chain nodes to identify existing problems, areas for collaboration, and improvement opportunities, including:

Customer Collaboration Outbound Logistics Shipping, Receiving, and Trailer Yard Management Material Ordering Inbound Logistics Supplier Collaboration

Remember the Guiding Principles! The Lean Supply Chain is a system of interconnected and interdependent forces that operate in unison to accomplish overarching supply chain objectives. Objectives are accomplished in alignment with eight key principles:

1. Make customer consumption visible to all members of the supply chain. 2. Reduce lead time. 3. Create level flow. 4. Use pull systems. 5. Increase velocity and reduce variation. 6. Collaborate and use process discipline. 7. Make decisions based on Total Cost of Fulfillment.

Why? To eliminate all waste in the supply chain so that only value remains.

Managing Weather’s Impact on Transportation Capacity and Costs.

By Mark Derks

Empty shelves at the grocery store, higher priced retail items, just-in-time deliveries, and extra-long transit times are all becoming normal occurrences thanks to the inundation of recent winter storms. If your job involves transportation or the supply chain you’ve probably been impacted particularly hard—namely in the form of transportation delays and rising costs. These unexpected transportation changes this early in the year make satisfying customers and staying on budget particularly challenging. Weather is one very unpredictable factor that can quickly affect transportation and drive an imbalance of supply and demand throughout the marketplace. Trucks, trains, and airplanes can’t navigate the massive influx of winter weather fast enough to support demand. Snow and ice make it impossible for planes to safely take off and land; trucks are slowed by congested, unplowed highways; and railroads can’t clear the tracks fast enough to get through. Like a domino effect, these delays lead to other, often costly, problems for supply chains.

Capacity constraints. As all types of equipment are finding it difficult to reach their destinations on time—especially in certain parts of the country—shippers have a more difficult time finding the capacity to move even their normal volumes.

Tight lead times. As volumes start to stack up, available lead time starts to decrease. Even with the best possible planning, winter conditions make it difficult to predict when conditions are good enough for your providers to get through. Research suggests that the more lead time you give when procuring transportation, the lower the costs. As weather impedes the ability to provide better lead time, costs go up.

Routing Guide Depth. Higher demand for weather-constrained capacity pushes carriers to reject loads at rates formerly agreed to during procurement events. This leads to routing guide substitution as shippers go deeper into their routing guides and higher rates, which in turn raises overall transportation spend.

Accessorials. Truck orders not used, longer demurrage, deeper consumption of fuel, more pick-ups and stop-offs, etc. all increase during times of poor weather conditions. Higher accessorials means higher costs. Most budgets can handle these increases in a one-time weather event. However, ongoing weather events drive these costs deeper and deeper into the budget as time goes on and can have a real impact on total landed costs.

Inbound delays. These challenges also affect inbound transportation. Goods coming from areas affected by recent storms could be delayed due to facility shutdowns or power outages. And that’s on top of any transportation capacity constraints.

Quality Service and Competitive Advantage. Regardless of any weather conditions, customers thrive and grow by supplying products and increasing sales. They expect freight to be delivered with a high quality of service through thick and thin. Only those with a strategy and plan, who can deliver through inclement weather conditions, truly have a competitive advantage in the marketplace.

So, the real question is, “As a shipper with customer commitments, what can I do in an environment like this?” First off, understand service providers will likely only pick up extra volumes at higher rates. As demand skyrockets, it may be more important to choose providers that deliver the level of service you expect to ensure your products arrive as they should, giving your customers a competitive advantage despite higher costs. Timing is critical when it comes to looking at your strategy. Look to reorganize and reprioritize freight flows and customer requirements as needed to adapt quickly to the current market. Ask yourself these questions:

Do you have consolidation opportunities that weren’t previously there or you wouldn’t normally take advantage of?

What types of transportation providers are you using? Do they have the ability to move additional freight volumes? Do they have the size and scale to help you weather the storm? Can they help you storm after storm after storm?

Can you restructure your freight and service strategy to take advantage of multimodal offerings to secure more capacity?

Is there a link between your inbound and outbound transportation strategy that wasn’t there before? Can providers delivering inbound raw materials supplement outbound transport needs?

Do you have other suppliers you can rely on temporarily that weren’t affected by storms?

Does your budget account for the unexpected? The unexpected that lasts for an extended period? How can you plan for the future?

Are you getting creative? Have you engaged others in your organization to brainstorm supply chain solutions? Marketing, customer service, business analytics, sales, IT, finance, engineering, etc., are all groups you may not think can help your supply chain, but put together creatively could yield some innovation for serving customers.

Questions like these can help you get into the mindset of making the best out of a flawed, extended situation. Re-evaluating your provider and carrier base can help ensure you have capacity in place that you trust to help you manage the next irrepressible circumstance. The weather always plays a role in transportation. Sometimes it allows for smooth sailing from origin to destination. At other times, it has the power to stop everything in its tracks. Without taking a step back and revaluating your supply chain strategy now, you may end up being left out in the cold.

SAVE THE DATE!

“CRITICAL CHAIN" AS STATE-OF-THE-ART PROJECT MGMT

ISM ST. LOUIS APRIL MEETING Tue, Apr 22, 2014 11:00 AM - 1:00 PM

Registration and Lunch/Networking (buffet) begins at 11 Talk begins at 11:45 Program ends at 1pm

Prof. Sergio Chayet

Academic Director of the MS in Supply Chain Management Program Senior Lecturer of Operations and Manufacturing Management Director of the Operations and Supply Chain Management MBA Platform Olin Business School Washington University in St. Louis "Critical Chain" as State-of-the-Art Project Management Practice Despite the existence of traditional methods for minimizing project duration (e.g., CPM, PERT), numerous academic and trade surveys have shown a significant proportion of time-critical projects finishing late. In response, Eli Goldratt proposed the alternative Critical Chain Project Management (CCPM) methodology in 1997, which quickly found both devoted supporters and staunch critics in industry and academia alike. In this presentation we will explain the essence of CCPM, show real projects for which it has proven effective, and share what we have learned about its advantages and shortcomings in seventeen years of project management research and practice. Dougs Tour Prior to joining Olin, Professor Chayet served as an assistant professor at the University of Chicago Graduate School of Business. He was a teaching and research assistant while pursuing his doctoral studies at Northwestern University. Professor Chayet was also a developer in the QCOOM project jointly sponsored by Motorola and the National Science Foundation.

Dates for the CPSM, CPSM Bridge, and the CPSD classes have been set.

Pat Woods will be the instructor and classes held at Monsanto.

Thursday, May 29th - CPSM Module 3

Friday, May 30th – CPSM Bridge

SAVE the DATE! - Focus on YOU!

Join thousands of your peers for ISM2014 and focus on topics that impact you the most, from career management, talent management and business acumen, to supply chain growth, global economic indicators, big data analytics and logistics. Visit www.ism.ws for the top 10 reasons to attend and be the first to see the 2014 learning tracks – developed with you in mind.

It's no secret that without our members, ISM would not be the world-class organization it is.

We’re reaching out to ask for your help to us “REPRESENT” ISM-St. Louis by entering our affiliate code 550 when you register.

This year's Conference features T. Boone Pickens, Mark Zandi and the world famous Second City comedy troupe. CNBC calls Pickens the Oracle of Oil, because of his uncanny predictions about oil supply and cost. Tens of thousands of products in the supply chain are directly affected by oil supply and costs. That’s why you need to see T. Boone Pickens at ISM2014 – because It’s All About You!Second City, on the other hand, is putting together a special show dedicated to supply chain management - with humor at our expense!

Please help us with your efforts, this is an exciting opportunity to recognize our ISM-St. Louis MEMBERS LIKE YOU.

See you in VEGAS!

ISM 2014 May 5-7, 2014

Las Vegas, Nevada

Other happenings…

MoDOT Work Zone 5K: Saturday, April 12th. Come join MoDOT for a day of remembrance as they wrap up Work Zone Awareness Week. Bring your entire family. Event will include a 5K walk/run and a 1-mile Family Fun Run. All race participants will get the medal and the t-shirt (dri-fit shirt). The run/walk is only $15 for adults and $10 for kids. And volunteering is Free! You can chose either the 5K or the 1 Mile. Prizes will be awarded. While you are at the race site, meet Barrel Bob, climb on the big MoDOT trucks and tour MoDOT's Traffic Management 1center. For additional details and to registers go to: http://www.fleetfeetstlouis.com/racing/highlighted-races/modot-work-zone-5k.

APICs & ASQ Joint April Event: Tuesday, April 15. Dave & Buster's 13857 Riverport Drive Maryland Heights, MO 63043. 5:30 to 8:30 pm. "Lean Leadership" by Robert Martichenko - LeanCor Supply Chain Group. Register at www.apics-stlouis.com.

THE INLAND MARINE EXPO: APRIL 29 - MAY 1, 2014 ST. LOUIS, MISSOURI In 2014, The Waterways Journal is introducing a first-of-its-kind event; a trade show for the exclusive benefit of the inland marine transportation industry. With more than 4,000 boats, 25,000 barges and thousands of docks on 12,000+ miles of waterways, the inland marine transportation industry is BIG. It's about time it had its own show. Mark your calendar now for More information will follow, or visit www.inlandmarineexpo.com. Inland Rivers, Ports & Terminals (IRPT) is a trade association for the nation’s inland waterway, port, and terminal professionals. Our mission is to provide a platform for professionals of these industries to improve their businesses and inform policy makers on the needs and economic impacts of our industry. IRPT is proud to announce that our 2014 Annual Conference will be held in St. Louis beginning Tuesday, April 29thlasting through Thursday, May 1st at the Historic Union Station Hotel. We are offering over 8 hours of conference content (our best line-up yet) with nationwide industry leaders and experts sharing thoughts and ideas for growth and development in multiple setting opportunities. IRPT is proud to carry on our tradition of kicking off the Annual Conference with the golf tournament on Monday, April 28th. This exciting day will begin at noon at the Gateway National Golf Links. This beautiful 18-hole course is located just 10 minutes from downtown St. Louis and offers a great view of the St. Louis Arch. Players will be served a box lunch, drink tickets, as well as appetizers during the awards ceremony. More information including conference agenda, special events, sponsorships and registration can be found on our website at www.irpt.net.

BCTIM/OEA Presents the 2014 Winter Seminar Series with Dan Key: Thursday, May 1st. The Boeing Center for Technology, Information & Manufacturing Presents, the 2014 Operational Excellence Speaker Series May 1, 2014, 4:30 – 6:30 pm: Dan Key, VP & Chief Supply Chain Officer, Sigma-Aldrich. This free event will take place at Washington University’s Knight Center facilities, with refreshments, hors d’oeuvres, and cocktails provided. Event abstracts & speaker bio to follow. For questions or for an early rsvp, please contact Cindy Minor: cminor@wustl.edu or 314-935-5577.

State of Illinois Trade Mission to Europe's Largest Material Handling and Logistics Trade fair, May 2014: You can join the Illinois Office of Trade on a trade mission to CeMAT 2014 Trade Fair. This is Europe's largest trade event for material handling and logistics. The industries and sectors represented at this fair includes packaging and order-picking systems and equipment, industrial moving and lifting equipment, warehousing systems and services, IT systems, software and management services.

St. Louis International Trade Night: Wednesday, May 7th. Speaker details to be announced soon. Sponsored by the St. Louis International Partnership. Mark your calendar!

St. Louis in the News

The Fudgery, Jamba Juice, sports apparel store coming to Ballpark Village By Samantha Liss Add Jamba Juice, The Fudgery and sports apparel shop Majestic Athletic to the list of new tenants coming to Ballpark Village this summer. These three tenants will occupy the first floor of Ballpark Village, according to Ron Watermon. There’s still space left in the $100 million, 100,000-square-foot development for a future tenant, Watermon said. “We’re hoping a St. Louis based business will take that last spot,” he said. Ballpark Village opens Thursday but these latest tenants won’t open their doors until summer. The Fudgery, which has had a location in St. Louis’ Union Station since 1985, will occupy 1,500 square feet; Jamba Juice will occupy a 1,000-square-foot space; and Majestic will occupy 750 square feet. The Fudgery has more than 25 locations nationwide with $14 million of revenue in 2013 and this is its second location inside a Cordish Co. development. In 2012, Ace Marshall, part owner of the Fudgery, said his business opened a location in Cordish Co.’s Louisville development, Fourth Street Live! So far that location has been very successful, he said. Baltimore-based Cordish Co. partnered with the St. Louis Cardinals to develop Ballpark Village and operates several other similar entertainment districts. Jamba Juice has more than 770 locations nationwide with reported revenue of $228.8 million in 2013, according to the company’s website. A local investor group including former Anheuser-Busch President David Peacock and broadcaster Joe Buck signed an exclusive franchise development agreement to develop 15 Jamba Juice stores in Missouri and Kansas over the next nine years.

Following global growth push, Rawlings expands to cricket market

By Kelly Moffitt

Rawlings will debut its first cricket fielder's glove this year and has struck an endorsement deal with Cricket Australia's captain, Michael Clarke. The equipment may be extremely similar, but Town and Country-based Rawlings Sporting Goods Co. is entering a whole new ball game with its growth into the cricket market. The traditional baseball brand will be debuting its first cricket fielder's glove this year, representing a further push into the global market after the announcement of sponsorship deals with Chinese and Australian baseball leagues, the St. Louis Post-Dispatch reports. Cricket players across the globe — from India, to South Africa, to Australia — already use Rawlings' baseball fielder's gloves, the newspaper reports. Rawlings' senior director of brand marketing, Kurt Hunzeker, told the Post-Dispatch that fielder's glove sales have risen significantly the past three years.

Though the gloves are identical to baseball fielder's gloves, they will feature news color combinations supporting different cricket teams. The glove is signed by famous Australian cricketer Michael Clarke, helping develop the new product line. Terms of his endorsement deal were not disclosed.

Welcome our New Members

Matthew A Theissen

Dawn R Lippert, Division Materials Manager Parker Hannifin Corporation

Mylia Goodwin, Procurement Analyst Husch Blackwell LLP

Nicole Scognamiglio, Buyer/Planner Ther-Rx Corporation

Tao Zhang, C.P.M., Dir China Sourcing Hubbell Inc

Kelley W Dennis, C.P.M., Sr. Sourcing Manager Thomson Reuters US Inc

Steve Trenz, Purchasing Agent

Keith G LaLonde, Director Purchasing Cambridge Engineering Inc

Get involved! For Volunteer Opportunities Contact our BOARD!

In many survey's the membership have spoken of how much they like more pre-dinner sessions.

Volunteering to teach a session helps to accomplish this. When you volunteer your time to teach a

class or facilitate a workshop, you get a chance to polish your public speaking skills, and you get

a nice credit to add to your résumé. Volunteering allows you to meet people who have similar

interests. You may make new friends of the same professional background or a different one

altogether. Or you may make contacts that become important in the future. There are a variety of

opportunities to get involved in our affiliate. Sharing your knowledge of purchasing or logistics

topics is of vital importance to grow others in our field and the professional and personal rewards

are abundant. If you have a passion for any aspect of purchasing please consider sharing that

passion with the other members of your profession.

AND, as always, as an industry resource for network events, free webinars, and other networking opportunities visit our

website! www.ismstlouis.org

BOARD OF DIRECTORS

Patrick Williamson C.P.M. President Term: 2013-14 president@ismstlouis.org Melissa L. Orlando, CPSM, C.P.M. President Elect Term: 2013-14 presidentelect@ismstlouis.org Dawn Fadler, CPSM Vice President Term: 2013-14 vicepresident@ismstlouis.org Max Merz, CPSM, C.P.M. Director of Finance Term: 2012 -14 finance@ismstlouis.org

AFFILIATE DIRECTORS AND ADVISORS

Emily Green Director of Education Term 2013 – 2014 education@ismstlouis.org

Christine Wojak Director of Marketing Term: 2012 -14 marketing@ismstlouis.org Patricia Greathouse Director of Membership Term: 2012 -14 members@ismstlouis.org Paula J. Matousek Director of Professional Development Term: 2011 - 14 pro-d@ismstlouis.org Kimberly R. Butts, CPSM, C.P.M. Affiliate Advisor advisor2@ismstlouis.org Larry Jackson, CPSM, C.P.M. Immediate Past President pastpresident@ismstlouis.org