AS EXECUTIVE VICE PRESIDENT AND
CIO of Ozburn-Hessey Logistics (OHL),
Catherine Cooper is responsible for envisioning and developing solutions that help
OHL’s clients meet their goals. Cooper is a
proven leader and entrepreneur. In addition
to founding her own company, World
Connections, she has served as president of
two logistics consulting firms: the Atlanta-based Progress Group and Q4 Logistics in
Los Angeles.
Cooper, who holds a Bachelor of Science degree in industrial and systems engineering from the Georgia Institute of
Technology, is also an industry leader, serving as president
of the Warehousing Education and Research Council’s
(WERC) board of directors. In 2008, she was chair of
WERC’s annual conference.
Catherine Cooper
QWhat do you consider to be the greatest obstacles to supply chain
optimization?
A One of the great challenges facing our industry is managing a supply chain
with the new credit market constraints. With
a restriction on working capital, we are seeing lower inventory levels than ever before,
resulting in reduced supply chain cycle times
and the need for networkwide item visibility. OHL’s customers are making radical
changes in SKU [stock-keeping unit] assortments and
sourcing methods. The old model of abundance has been
replaced with one of scarcity, impacting every part of our
industry.
QWhat do you consider to be your greatest accom- plishment to date in the logistics field?
A Helping logistics teams embrace the concept that [information] systems are only tools—what matters
are the people and processes supporting those tools. Supply
chains are a complex web of people, processes, systems,
time, and money, and knowing how they all integrate into a
business solution is critical. With my operations background, I can bridge IT and business goals—ultimately
positioning IT into a strategic weapon for OHL’s customers
in a cost-efficient manner.
QWhat have you gained from your involvement with industry organizations like WERC?
A At OHL, the diversity of solutions we need to provide is vast. WERC helps me stay ahead of trends, technology, and best practices. The interaction with other companies allows me to challenge my own methods and approach,
ultimately improving my operations. In addition, serving as
the president of WERC provides invaluable experience,
since motivating a team of volunteers with demanding day
jobs draws on a unique set of management skills. I will leave
this position better prepared to effectively lead my team
through the rapidly changing technical, business, and economic environment.
Mike Duffy
TO MIKE DUFFY, LEADERSHIP IS THE
most important attribute for supply chain
professionals. He has carried that belief
across his career in consulting, consumer
goods, and now, health care. Duffy is executive vice president of global manufacturing
and supply chain for the Medical Segment of
Cardinal Health, a role he assumed in
December 2008. In this position, he has
responsibility for Cardinal Health’s entire
medical supply chain, including global manufacturing, sourcing, inventory management, warehousing,
and transportation. The Medical Segment, which has operations in nine countries and more than $8 billion in annual revenue, provides medical, surgical, and laboratory products to hospitals, diagnostic labs, physicians’ offices, and
other sites.
Before joining Cardinal Health, Duffy served as vice pres-
ident, global value chain for Gillette and as a principal at
New York Consulting Partners. He earned both a Bachelor
of Science degree in operations research and
a Master of Science degree in transportation
from the Massachusetts Institute of
Technology (MIT). Duffy is currently presi-
dent of the University of Michigan’s Ross
School of Business Corporate Advisory
Council.
QYou’ve mentioned the importance of leadership skills for supply chain professionals. What does it take to be a good
business leader?
A I believe a good leader combines strategic leadership and the ability to execute with great people management skills. While I was at Gillette, the CEO taught me that
good leaders are never satisfied with the status quo, that
they lead with vision, connect the organization to the external world, and make bold moves. With regard to execution,
great leaders remove barriers and eliminate uncertainty.
And from a people perspective, it’s about gaining the trust
