The inaugural ISM R. Gene Richter Awards for Leadership and Innovation in Supply Management were announced at the ISM 91st Annual International Supply Management Conference, May 8, 2006. You can read articles about each of the 2006 winners from the June 2006 issue of Inside Supply Management®, as well as view their submissions by clicking on the links below.
Johnson & Johnson
The submission document for this award has been removed at the request of Johnson & Johnson.
Johnson & Johnson's Richter Award-winning submission detailed the successful collaboration between its law department and its World Headquarters Procurement Department. After working together for more than a year, the two groups developed and implemented a legal sourcing initiative that translated into companywide savings and customer satisfaction.
KLA-Tencor was recognized for innovations developed by its supply chain organization to establish more strategic and cross functional processes. The company's supply chain department led sourcing strategy and decision processes that, over the past four years, have resulted in product cost reductions of five to 10 times of what was achieved in the past, a 10-point improvement in supplier performance and a two-thirds reduction in the supply base.
Fluor Hanford's supply organization was recognized for its success at developing a Web-based search application that gives end users a simple, quick, efficient tool for obtaining materials quickly and cost-effectively. The Material Sourcing Wizard search application makes the job of workers in the field easier and frees up supply chain operations staff for more strategic functions.
Rockwell Collins' supply organization was recognized for a 2005 addition to its online strategy, the release of Electronic Request for Quote and Automated Purchase Orders (eRFQ/APO).
Before the new application was launched, the RFQ process could take up to a week and involve many employees on both Rockwell Collins' and the supplier's side. Now RFQs can be processed and awarded in about one day. All procurement groups across the company participated in the development process, along with the IT department.
Energy company BP p.l.c.'s Richter Award-winning submission detailed its investment in developing the skill sets of key members of the procurement community through expert on-the-job coaching, tailored learning plans and peer learning groups. What would normally be three years of personal development for the program's participants is compressed into a rigorous six-month period. The program was rolled out in three waves beginning in July 2004 and concluding in September 2005.
DaimlerChrysler's Richter Award-winning submission detailed the consolidation of its global non-production material (NPM) procurement responsibility from 1999-2005. The initiative had impressive results including the implementation of innovative procurement tools and increased collaboration between plants and headquarters.