Procurement Takes Lead

in Managing
Supply Chain Risk
Procurement Takes Lead in Managing Supply Chain Risk
Survival Conundrum: Understanding Inherent Risk in the Changing
Environment of Supplier Engagement
Risk Management: A Comprehensive View for Purchasing
A Risk Management Scorecard
Five Ways to Evaluate a Supplier
OfficeMax Workplace Eases Procurement Risk Concerns

Sponsored By
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Procurement Takes Lead in Managing Supply Chain Risk

Procurement Takes
Lead in Managing F ew topics today generate more interest or are more impor-
tant to procurement teams than supply chain risk. Supply
chains are increasingly more global and unforeseen events
Supply Chain Risk
that disrupt delivery and affect the bottom line can tax even
Survival Conundrum: the best prepared procurement teams.
Understanding Inherent
To ensure that your supply chain can meet the rigorous
Risk in the Changing demands of your organization, OfficeMax Workplace and My
Environment of Supplier Purchasing Center have partnered to bring you the latest
Engagement information on managing supply chain risk. Together, we have
compiled some of the best articles on the topic at MyPur-
Risk Management: A chasingCenter.com in a new guide.
Comprehensive View
for Purchasing With the guide, Procurement Takes Lead in Managing Sup-
ply Chain Risk, procurement teams will better understand
A Risk Management inherent risk in relationships with suppliers and learn how
Scorecard to measure and track risk. There’s a scorecard that will help
procurement teams figure out if the activities they have in
place to manage risk are world-class or behind the class and
Five Ways to Evaluate
a list of tips to evaluate a supplier’s financial risk. Finally, My
a Supplier Purchasing Center sits down with Larry Hartley, Senior Vice
President, Supply Chain, at OfficeMax Workplace, to discuss
OfficeMax Workplace how the supplier assures its products and services and helps
Eases Procurement customers manage their risk.
Risk Concerns

Survival Conundrum: Understanding Inherent Risk in the Changing
Environment of Supplier Engagement
Procurement Takes By John Campi
Lead in Managing
Supply Chain Risk
T oday, we find ourselves with an interesting conundrum; in
this time of uncertainty with potential tax changes and fur-
ther developing regulatory activity, corporations are hoarding
Survival Conundrum:
cash and are reluctant to invest. Moreover, there is a continu-
Understanding Inherent
ing need to improve processes and strengthen our supply
Risk in the Changing networks in order to become more profitable. Concurrently,
Environment of Supplier risk within the supply network is arguably at an all-time high
Engagement and appears to be increasing every year. So how do we pro-
ceed in these times of high risk and uncertainty? The answer
Risk Management: A lies within the fundamentals of business conduct.
Comprehensive View
for Purchasing To improve certainty of supply and drive improved margins,
corporations today need to reduce the inherent risk within
A Risk Management the supply network and improve operational performance. In
Scorecard order to achieve these improvements, it is imperative that the
fundamentals of supplier engagement be reviewed and modi-
fied to reflect a new reality.   gies in order to better understand the risks that are inherent
Five Ways to Evaluate
a Supplier For the past few decades, global sourcing activity has been
a primary driver by which many companies have sought to
OfficeMax Workplace lower their competitive cost structure. The capability of under-
Eases Procurement standing the supply network has become increasingly com-
Risk Concerns plex with this global expansion of the supply base. While com-
panies once knew their suppliers on a reasonably intimate
basis, today’s supply networks have become layers of supply
that challenge even the most stringent effort to understand
and view all elements in the network. This loss of visibility has
created a higher risk environment and jeopardizes continuity
of supply for any business.   Our research has found that: There are illusions as to the
3
In order to survive and thrive in this complex environment,
companies need to rethink their supply engagement prac-
tices. It is no longer acceptable to think that a financial review
of a ‘tier-one’ supplier is sufficient protection against poten-
tial supply interruption. Today’s expanding supplier network
requires a significant change in approach to identify the risk,
tools and metrics needed to monitor, measure and assess
the supply base.  
Companies need to have an exceptionally well-defined cat-
egory strategy that understands the value/risk proposition
that exists within each group of suppliers. The greater the
value/risk equation the greater the need for a collaborative
approach within the supply chain. The classic approach of
confrontation practiced by many procurement organizations is
no longer viable. Supply networks must be engaged as a col-
laboration of partners with common understanding of strate-
in the supplier’s supply chain. This requires, not only a new
strategy for engagement, but quite possibly new skill sets for
the procurement organization.
 
Genesis has recently conducted a survey which has proven
the need for these changes and we have initiated research
to better understand the new reality of procurement in our
global economy. Well over half of all business disruptions
emanate from the supply chain, yet companies have failed to
adequately address this issue in a systemic way.
 
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risks which companies monitor and those which ultimately

affect the supply chain. Planning tools do not support the risk
profiles inherent in the supply chain, and few companies have
adequate auditable metrics. 

Procurement Takes There is a lack of visibility into the ever expanding supply
Lead in Managing chain and the risks associated with the supply network. Man-
Supply Chain Risk agement does not understand - nor do the suppliers under-
stand - the risk inherent in their supply chain. 
Survival Conundrum:
There is confusion in that management views the supply
Understanding Inherent
chain as strategic; companies use internal metrics to meas-
Risk in the Changing ure risk and do not have a good benchmark to evaluate the
Environment of Supplier risk in their supply chain. 
Engagement
Identifying the risks, tools and metrics is the goal of the Ex-
Risk Management: A ecutive Supply Network Risk Forum and we would encourage
Comprehensive View your thoughts and input as we develop these plans.
for Purchasing

A Risk Management John P. Campi is the founder and Managing Partner of Gen-
Scorecard esis Management LLC, an organization specializing in supply
chain and cost management initiatives. Previously, he served
as Executive Vice President and Chief Procurement Officer of
Five Ways to Evaluate
Global Sourcing for Chrysler, LLC, where he was responsible
a Supplier for all worldwide purchasing and supplier quality activities.
OfficeMax Workplace Campi has extensive experience in the field of cost manage-
Eases Procurement ment and is recognized as a founder of the strategic cost-
Risk Concerns management discipline known as Activity-Based Cost Man-
agement.
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Risk Management: A Comprehensive View for Purchasing

Procurement Takes By Paulo Moretti

Lead in Managing
Supply Chain Risk
A ccording to Warren Buffet: “Risk comes from not knowing
what you are doing”. 
Survival Conundrum:
A good example of knowing what they are doing comes from
Understanding Inherent
the Insurance industry. They measure and track all kinds of
Risk in the Changing risks they may have before defining a premium for an insur-
Environment of Supplier ance policy.
Engagement
We have good references from American National Standard
Risk Management: A for Security (ASIS SPC.1 2009) in how a company may be
Comprehensive View prepared for organization resilience for security, prepared-
for Purchasing ness, and continuity management. This helps companies
to define the overall framework for ERM – Enterprise Risk
A Risk Management Management.
Scorecard
Just as a reference, several consultant companies have
reported the same issue regarding risk management in pur-
Five Ways to Evaluate
chasing:  • Kairos Commodities and Valcon and 12 Purchasing insti-
a Supplier tutes in Europe reported; “45% of companies have no
• AT Kearney 2011 report Procurement Leaders list “Man- commodity risk strategy in purchasing on how to address
OfficeMax Workplace age Risk Systematically” as one of top priorities.  their total spend.”
Eases Procurement The Hackett Group also reported in The CPO Agenda
Risk Concerns 2012 as top priority “Reduce Supply Risk”. Purchasing as part of any enterprise should define their
framework, as part of ERM, in terms of types of risk they
• KPMG reported The Power of Procurement 2012 – “Pri- face, risk appetite (risk level), tools to measure the risk and
oritizing supply chain risk: Given the events of the past five calculate the impact in the company and governance to make
years – financial crisis, natural disasters and massive sup- sure the processes are followed, the risks are tracked and
plier failures, to name just a few – the research demonstrates mitigation plans are in place and implemented.
a worrying lack of leadership in the area of supplier risk.”
 6

We can list at least four risk types: Supplier Risk, Product /

Service Risk, Business Risk, Commodity Risk, and in each
one you will have different risk drivers.

Supplier Risk related to financial stress, geographic location,

Procurement Takes code of conduct, border crossing, trade compliance, product
Lead in Managing stewardship, quality and delivery.
Supply Chain Risk
Product Risk related to supply / demand, number of qualified
Survival Conundrum: suppliers, specification, volume under contract, technical op-
tions, lead time and supplier back integration.
Understanding Inherent
Risk in the Changing Business Risk related to number of approved suppliers (sole
Environment of Supplier sourced), number of plants and their location, and impact on
Engagement revenue in case of disruption.

Risk Management: A Commodity Risk related to supply / demand balance, sup-

Comprehensive View pliers, market forces, cost drivers, resource planning and
for Purchasing sourcing strategy.

A Risk Management The key question from Warren Buffet: Do you know what are
Scorecard you doing?

The key question for purchasing professionals: Do you meas-

Five Ways to Evaluate
ure and track your risks?
a Supplier

OfficeMax Workplace Paulo Moretti is Principal with PM2 Purchasing Management

Eases Procurement Consulting, a boutique consulting company focused on excel-
Risk Concerns lence in the purchasing function for manufacturing indus-
tries. He has more than 12 years of international purchasing
experience with a Fortune 50 company. There, he was able to
transform a global purchasing function from tactical to stra-
tegic, moving savings to higher levels than reported by first
quartile purchasing organizations.
 7

A Risk Management Scorecard

Procurement Takes Contributed by ADR North America 1- Strongly Disagree 2- Disagree 3-Sometimes 4-Agree
Lead in Managing 5-Strongly Agree
Supply Chain Risk
A ll supply management decisions involve risk. Although risk
cannot be eliminated, it can be managed. Questions

Survival Conundrum:
Unless otherwise specified, answer the questions on a scale 1. We have assigned risk factors and created mitigation plans
Understanding Inherent
of 1-5: appropriate to the risk of supply disruptions for each of our
Risk in the Changing priority raw materials and components.
Environment of Supplier
Engagement 2. We understand the cost basis of the components and
materials we are purchasing and have planned to prevent or
Risk Management: A mitigate wild swings in prices.
Comprehensive View
for Purchasing 3. We know the financial stability of our suppliers, monitor
their business activities, and have prepared for disruptions
A Risk Management caused by business or financial issues.
Scorecard
4. We know our strategic suppliers’ physical facilities and
production capabilities and have response plans in the event
Five Ways to Evaluate
of breakdowns.
a Supplier
5. We know the shipping modes, routes and schedules for
OfficeMax Workplace delivery of materials and components in our supply chain and
Eases Procurement have strategies for delays caused by business issues, weath-
Risk Concerns er, construction, terrorism or other problems.

6. We have prepared for cost or safety issues if the design of

a strategic component is flawed. We have fail-safes built into
our design, for instance.

7. We are monitoring regulations that affect our industry and
 8

our supply chain and are prepared in advance for changes.

8. Our supply management data and communications with

suppliers are well secured against hackers, spies and viruses
as well as software corruption or hardware failures.
Procurement Takes
Lead in Managing 9. We have calculated the revenue losses caused by any dis-
Supply Chain Risk ruption in supplies – throughout our supply chain.

Survival Conundrum: 10. We can demonstrate in financial terms the present value
of avoiding a risk in the future.
Understanding Inherent

Risk in the Changing 11. We have calculated the mitigation strategies in terms of
Environment of Supplier net present value and have built a financial business plan for
Engagement our risk management.

Risk Management: A 12. Our contingency plans are optimized over the lifecycle of
Comprehensive View the product. That is – they are based on calculations of the
for Purchasing possible costs of disruptions (including lost revenue), the cost
of responding, and using a probability factor to gauge if the
A Risk Management plans are appropriate.
Scorecard
Total score

Five Ways to Evaluate
Scoring ranges
a Supplier
12-24 Time to get started
OfficeMax Workplace
Eases Procurement 25-36 Making progress
Risk Concerns
37-48 Impacts should be measureable and may be a value to
your customers as well

49-60 World-class example of risk management

 9

Five Ways to Evaluate a Supplier

Procurement Takes By Libby Bierman metrics, respectively, illustrate how the evaluated supplier
Lead in Managing is using assets to generate profit, the rate of return on in-
Supply Chain Risk
Y our company’s supply chain directly impacts your ability to
function as a service or goods provider and earn profits. If
you are waiting on supplies or constantly searching for a new
vestments in the business, the cushion they have to cover
overhead, and earnings for that company—a key predictor of
sustainability.
Survival Conundrum:
supplier, you lose valuable time and focus when it comes to
Understanding Inherent
running your company. And, if that supplier provides some- Calculate the Supplier’s Liquidity Ratios: Liquidity ratios
Risk in the Changing thing that is critical to your operations then it is vital that you provide a measure of the supplier’s ability to meet short-term
Environment of Supplier can guarantee uninterrupted service.  obligations and therefore the supplier’s sustainability. Ratios
Engagement that should be used when evaluating a supplier are Cur-
To assess the risk associated with that supplier, you should rent Ratio (Current Assets / Current Liabilities), Quick Ratio
Risk Management: A evaluate the supplier’s financial health. There are several ([Current Assets – Inventory] / Current Liabilities), and Net
Comprehensive View ways you can go about surveying the supplier’s long-term via- Working Capital Ratio ([Total Current Assets – Total Current
for Purchasing bility and creditworthiness  including a business credit report, Liabilities] / Total Assets). These three ratios will also give you
references from other clients, or a full financial analysis. If you
A Risk Management have access to the supplier’s financial records, a financially
Scorecard driven credit report might provide insight into their financial
health, or you can a simplified analysis in house. 
Five Ways to Evaluate
Here are a few recommended steps that look at the supplier’s
a Supplier financial ratios and give them some context.
OfficeMax Workplace Calculate the Supplier’s Profitability Ratios: If a company
Eases Procurement is not profitable, it likely will not stay in business for long. This
Risk Concerns becomes your problem when you suddenly have to find a
new supplier with similar quality goods and immediate ca-
pacity. You can assess a supplier’s profitability and margins
by focusing on a few ratios: Return on Assets (calculated as
Net Income / Total Assets), Return on Equity (Net Income /
Stockholders’ Equity), Gross Profit Margin ([Sales – COGS]
/ Sales), and Net Profit Margin (Net Income / Sales). These
 10

insight into the supplier’s ability to expand through sufficient plier going out of business can also affect your cash needs.
working capital. “They may be offering you trade credit and therefore you
could be losing one of your sources of financing,” he says.
Calculate the Supplier’s Activity Ratios: Activity ratios look Engaging a new supplier is no small decision, especially if
at a supplier’s ability to convert balance sheet accounts into that supplier will deliver goods or services that are vital to
Procurement Takes cash or revenue. Ratios that should be used when evaluat- your company’s operations. Finacial due diligence, as abbre-
Lead in Managing ing a supplier are Accounts Receivable Turnover (Sales / viated in the previous five steps, is one way to begin assess-
Supply Chain Risk Average Accounts Receivable), Accounts Payable Turnover ing the supplier’s sustainability as a business partner.
(COGS / Average Account Payables), and Inventory Turnover
Survival Conundrum: (COGS / Average Inventory). These ratios illustrate how well
the potential supplier manages its collections from and pay- Libby Bierman is an analyst at Sageworks, a financial infor-
Understanding Inherent
ments to other partners and how well the potential supplier mation company and provider of the company’s Business
Risk in the Changing manages its inventory. Credit Report. 
Environment of Supplier
Engagement Compare the Supplier to Averages for that Industry: If
you are able to collect the financial ratios outlined above, the
Risk Management: A most effective way to use them is to compare or benchmark
Comprehensive View those ratios to averages from the supplier’s industry. This will
for Purchasing give you some context as to whether the supplier is out- or
underperforming compared to its peers. 
A Risk Management
Scorecard This comparison can be difficult if the supplier is a private
company. Getting the supplier’s financial information might
be a challenge in and of itself, but then finding information for
Five Ways to Evaluate
other private companies in that industry could be problematic.
a Supplier If you can’t find decent industry data for private companies,
use public company data from the supplier’s industry as a
OfficeMax Workplace rough guide.
Eases Procurement
Risk Concerns Evaluate the creditworthiness of the supplier: If your sup-
plier is not creditworthy, it will affect your ability to generate
revenue. It is critical to perform a credit check on your on your
supplier before signing a contract. 

DePaul University Professor of Finance Rebel Cole adds that

in addition to affecting your ability to generate revenue, a sup-
 11

OfficeMax Workplace Eases Procurement Risk Concerns

Procurement Takes By Susan Avery My Purchasing Center readers look to OfficeMax Workplace
Lead in Managing as a valued partner. What risks has OfficeMax Workplace
Supply Chain Risk
W orld-class companies
look to their sourcing
teams to manage cost and
identified along its supply chain that could affect cus-
tomers? Do the risks differ among the suppliers of goods
and services in each of the categories (office supplies,
Survival Conundrum:
add value to their organiza- interiors & furniture, print & documents, facility resourc-
Understanding Inherent
tions in all spend categories, es, technology) OfficeMax Workplace provides its cus-
Risk in the Changing and probably more so today tomers?
Environment of Supplier in indirect categories such
Engagement as those provided by Of- From an import perspective, OfficeMax Workplace identifies
ficeMax WorkplaceSM –office raw material supply, political unrest and environmental issues
Risk Management: A products, interiors & furniture, that may impact our supply chain. The risks vary by category
Comprehensive View print & documents, facility based on raw material, however at a macro level they are
for Purchasing resources and technology. At very consistent. If risks are identified, we have solid contin-
the same time, due to unfore- gency plans in place to minimize these risks. We also coor-
A Risk Management seen events in the past couple Larry Hartley, Senior Vice President, Supply
Chain, at OfficeMax Workplace
dinate communications to our customers about any impacts
Scorecard of years, sourcing teams at and the actions we are taking.
world-class companies have supply chain disruption and risk
mitigation on their radar. A recent study by the consulting firm What steps is OfficeMax Workplace taking to help miti-
Five Ways to Evaluate
Accenture finds sourcing teams at world-class companies gate these risks? What tools does OfficeMax Workplace
a Supplier have built comprehensive risk management programs to map use to monitor risk of the suppliers with whom the com-
risks end-to-end, focusing on anticipating, monitoring and pany does business?
OfficeMax Workplace mitigating risk, and they’re using tools, services and risk-
Eases Procurement sharing clauses to mitigate supply risk. OfficeMax Workplace performs detailed due diligence on our
Risk Concerns suppliers. This includes social accountability audits, factory
Taking it one step further along the chain, My Purchasing quality inspections, security audits and inspections and back-
Center recently discussed the topic of supply risk manage- ground checks by credible third parties.
ment with Larry Hartley, Senior Vice President, Supply Chain,
at OfficeMax Workplace. Daily monitoring of commodities, rates, labor actions and port
actions allow us to predict and manage the import supply chain
and respond accordingly to help minimize risk for our customers.
 12

What tools does OfficeMax Workplace use to alert its

customers of unforeseen events along its supply chain
that might disrupt delivery of products and services?
In the event of a disruption, what steps does OfficeMax
Workplace take to ensure its ability to meet its commit-
Procurement Takes ments to its customers?
Lead in Managing
Supply Chain Risk Our customers fall into two categories, customers who walk
into a store and organizations that want products and ser-
Survival Conundrum: vices delivered to them. Providing visibility to order status
is vital to our success. As we move toward a more omni-
Understanding Inherent
channel world, this visibility becomes increasingly important
Risk in the Changing for OfficeMax Workplace to deliver as we help our customers
Environment of Supplier manage and control their procurement processes.
Engagement
OfficeMax Workplace is currently upgrading its systems
Risk Management: A to provide our customers with dashboard visibility to their
Comprehensive View purchases. From order capture to order delivery, our focus is
for Purchasing on providing accurate, real-time procurement updates for our Ongoing monitoring of customer feedback and product return
customers. rates, combined with ongoing evaluation of factory perfor-
A Risk Management mance allows us to manage quality control. Our product
Scorecard My Purchasing Center routinely surveys its readers. A quality testing program further allows OfficeMax Workplace to
recent readership survey shows that quality is an im- ensure product performance remains steady throughout the
portant criteria that procurement uses to select suppli- product lifecycle.
Five Ways to Evaluate
ers and manage supplier performance. What steps does
a Supplier OfficeMax Workplace take to ensure products it sells to We also vet indirect suppliers for quality, first by assessing
customers meet their quality expectations? their financial viability. This is important since companies that
OfficeMax Workplace are not on a good financial footing are more likely to create
Eases Procurement OfficeMax Workplace strives to exceed our customers’ ex- short cuts that affect the quality of material and services.
Risk Concerns pectations on product performance throughout the product
lifecycle. For new product introductions, our sourcing and We also inquire to prospective suppliers’ current customers
quality teams partner with category and brand management to ensure that they are servicing them properly. We then work
to identify critical quality characteristics that are important to with internal customers to formulate Key Performance Indica-
our customers, then translate these characteristics into prod- tors that are reviewed periodically to ensure that our suppliers
uct specifications for direct suppliers. are providing the products/services that they have agreed to.
Lean process and Six Sigma processes generally ensure that

a company will provide the quality products and services that
we require to run our business.
Supplier reliability and price volatility are two risk areas
that particularly concern procurement professionals.
Procurement Takes Let’s take one at a time. You’re responsible for warehous-
Lead in Managing ing, delivery, inventory management and replenishment.
Supply Chain Risk Procurement looks to OfficeMax Workplace to help with
inventory management and offer quick delivery. Can you
Survival Conundrum: share with My Purchasing Center readers some of the
latest developments in these areas (warehousing, inven-
Understanding Inherent
tory management) that help to ensure that OfficeMax
Risk in the Changing Workplace meets commitments to customers?
Environment of Supplier
Engagement To manage price volatility, we utilize a variety of websites and
subscriptions to monitor commodity prices. This intelligence is
Risk Management: A then used to negotiate costs to help ensure we are providing
Comprehensive View our customers with the best value.
for Purchasing
The latest thinking in inventory and warehousing is how
A Risk Management omni-channel companies such as OfficeMax Workplace can
Scorecard utilize all of our assets (stores, warehouse, delivery vehicles,
websites) to allow our customers to make purchases when
they want, and how they want. The deployment of inventory
Five Ways to Evaluate
and the utilization of warehouse space is being combined
a Supplier to provide customers with a broader array of products while
managing costs to keep pricing competitive.
OfficeMax Workplace
Eases Procurement What tools does OfficeMax Workplace use to help fore-
Risk Concerns cast commodity prices and how do you communicate
changes to customers that helps them plan for price
volatility?
We use several tools to ensure that we are on top of com-
modity prices in the market place, including:
13
• The Chicago Board of Trade to watch energy pricing;
• The CPI and PPI are reviewed on an ongoing basis at
the commodity level along with other levels such as fin-
ished products; and
• Private publications such as RISI and the Yellow Sheet
are used to follow paper and paper products along with
printing.
Strategic Sourcing also provides a representative to each
department that shares changes in commodity pricing to the
impacted departments as those changes occur
My Purchasing Center readers want their supplier part-
ners to approach them with innovative ideas to help
reduce costs and add value to their organizations. Pro-
curement teams look to OfficeMax Workplace to leverage
relationships with its suppliers to introduce new prod-
ucts and services and even business processes. Can you
address? What steps does OfficeMax Workplace take in
managing relationships with its suppliers to help deliver
innovation solutions to customers? How does OfficeMax
Workplace in partnership with its suppliers bring innova-
tion to customers?
OfficeMax Workplace has a goal with suppliers, and that
is to be their best customer. We challenge and reward our
vendors for showing innovation and utilize our “be your best
customer” model to jump to the front on the line when these
innovations occur. It takes great collaboration efforts to make
this happen, and our customers benefit through innovative
new products, solutions and services that help streamline
their workplace with greater efficiency, cost savings and con-
trol in the procurement process.
 14

Larry Hartley
Senior Vice President, Supply Chain

Larry Hartley began his OfficeMax career in 1998 as an op-

erations manager in New Jersey. Since that time, he has held
Procurement Takes various leadership positions in the supply chain organization
Lead in Managing and currently holds the position of senior vice president of
Supply Chain Risk supply chain. In this role, Larry is responsible for all aspects
of the North American supply chain organization including
Survival Conundrum: warehousing and delivery, inventory management and replen-
ishment, import operations and strategic sourcing.
Understanding Inherent
Risk in the Changing During his time at OfficeMax Mr. Hartley successfully in-
Environment of Supplier troduced and implemented the LEAN philosophy into the
Engagement company’s supply chain operating culture. He also led the
integration of OfficeMax’s Canadian operations into a North
Risk Management: A American supply chain organization. As part of OfficeMax’s
Comprehensive View commitment to diversity and inclusion, he also leads the sup-
for Purchasing ply chain initiative to hire, train, and retain adults with devel-
opmental disabilities.
A Risk Management
Scorecard Prior to joining OfficeMax, Mr. Hartley held several supply
chain positions at McMaster-Carr Supply Co. He is a board
member of the Quad County Urban League and Aspire, an
Five Ways to Evaluate
organization committed to opening new horizons for people
a Supplier with disabilities. He is also on Werner’s customer advisory
council and on the advisory board for the University of Ten-
OfficeMax Workplace nessee’s Global Supply Chain Institute.
Eases Procurement
Risk Concerns Mr. Hartley holds a bachelor’s of science degree in mechani-
cal engineering from Cornell University and an MBA from the
Johnson School at Cornell University.