DSC Senior VP serves on Transportation Summit panel

Ken Heller, Senior Vice President, Supply Chain Excellence, participated as a panelist during the 60th Anniversary Transportation Summit at Northwestern University Transportation Center (NUTC) November 14. more

1. Going through a merger or an acquisition
2. Starting up a supply chain
3. Outsourcing for the first time
4. Entering a new market or new location
5. Meeting special customer demands
6. Keeping up with business growth
7. Needing faster, more or different information
8. Looking for a broader solution
9. Eliminating inefficiencies
10. Increasing flexibility
DSC Health Care team develops webinar for medical device executives responsible for Supply Chain

“Value Creation in the Medical Device Supply Chain” is the subject of a complimentary interactive webinar developed by DSC’s Health Care team in partnership with Xtalks. The webinar will review practical strategies, solutions and examples for keeping medical device supply chains responsive, aligned and optimized for the changing health care landscape. Through case studies, DSC Health Care team members will discuss best practice supply chain solutions that deliver sustainable value in achieving growth, cost reduction and service goals.  more

HOW DSC helped Kimberly-Clark master a fast-moving merger situation
A nimble distribution solution limbers up an initially stiff joint venture

Six weeks.

That's how long DSC Logistics took to solve the logistics challenge that Kimberly-Clark brought to us when they acquired a new division as part of growing their healthcare business.

The division, Tecnol, had an Orthopedics group that sold supplies like knee braces and wrist splints to doctors' offices nationwide. Distribution had been handled internally in a highly manual environment. But Kimberly-Clark wanted a more cost-efficient, automated operation.

We found a space for this new operation, which required picking an average 100 orders per day, each unique. Then we set up "each pick" lines to expedite the process. We revamped our Warehouse Management System (WMS) to track inventory perfectly on a per-unit basis. Finally, we devised a labeling system that noted box contents on the outside, so that clinics didn't have to open every box to verify shipments.

Best of all, we kept finding process improvements that permitted us to drive down Kimberly-Clark's overhead by 45 percent in total costs over three years.