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DSC awards 2016 Michael A. Weinstock DSC Operations Scholarship

Alec Angel, son of Javier Angel, LMI, VAS Manager, Toledo, has been named the recipient of the Michael A. Weinstock DSC Operations Scholarship for the 2016-2017 school year. Alec is a student at the University of Cincinnati, majoring in Mechanical Engineering Technology. He plans to work in the supply chain field after graduation in 2019. 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 Logistics marks 25 years in health care supply chain management, announces VAWD accreditations

DSC Logistics is proud to share information about the company‚Äôs 25th year in managing health care distribution networks for medical device, pharmaceutical, specialty pharma and consumer care companies. A key part of our success is based on our vigilance in monitoring and managing state and federal licensing and regulatory requirements.  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.