Supply Chain World - Fall 2017 - 151

valuepoint solutions solutions

getting pulled away by the core
needs that our customers have
in a manufacturing environment
when indirect material simply is
not what they need to be focused
on," Webb adds. "In addition, as
an independent service provider,
ValuePoint is not distracted by the
desire to sell more products, increase rebates or improve margins.
With a fixed-fee pricing structure,
our total focus is on the services
provided. So our success is measured only by the performance
metrics that surround inventory,
delivery and cost savings."
ValuePoint achieves success in
these areas by being very process
and procedure oriented, Webb
notes. "From there, you have to
combine that focus with outstanding customer service," he says.
"Our associates have no sales goals
and, as a result, their success is
also measured by the realities of
our customer-focused key performance indicators."

Working Together
ValuePoint has more than 7,000
active distributor and manufacturer relationships in every indirect
material category.
"The vast majority of our suppliers have been a part of ValuePoint's clients' support base since
the launch of our first program in
1998," Webb says. "We understand
the importance of working with
a strong group of manufacturers
and distributors dedicated to
their commodities and personnel.
Additionally, we are always looking
for new partner opportunities and
regularly add new distributors
based on price opportunities or
service improvements."

"Our success is measured
first in our people,
followed by how we
support them and the
supply base we use."
_________
Webb says ValuePoint offers its
supply base an opportunity to
grow their businesses. "With
the exception of the national or
international distribution firms,
many vendors are smaller regional
providers that began organically
providing service to a local manufacturing plant, as an example,"
he says. "As a result, a relationship
with ValuePoint can take them into
geographic regions or customer
types they have never serviced and
do not have the resources or reach
to get to on their own."
In addition, ValuePoint's
executive team has well over 120
years of combined experience in
the materials solutions industry. "Our biggest investment is
always in our people," Webb says.
"Our success is measured first in
our people followed by how we
support them and the supply base
we use. The last few years have
seen significant investment in our
internal approach to our associates. We have improved human
resource systems, benefit options
and while it's always a work in
progress, our turnover is low
and positive feedback from our
customers on our staff members is
at an all-time high." He adds that
the company also has invested in
"new software, vending solutions
and a number of other areas either
to improve or increase our ser-

vices offerings, thereby reducing
the cost of our programs."

Reacting To Needs
ValuePoint understands its clients
and potential new customers are
focused on reducing costs and
waste in their organizations. "Unlike many of our competitors, we
are not out to force the use of our
software to manage clients' indirect material if they have what they
feel to be a capable ERP system of
their own that we can expand the
use and application of," Webb says.
"On the flip side, if a client sees
their ERP system as a roadblock
to proper management of their
indirect expense, we can and will
provide a cost-effective solution to
fit their needs and desires."
Each program is always tailored
to a customer's needs, environment
and culture. "We are not in the
business of pushing our approach
on our customers," Webb explains,
"but rather in adapting what we do
best to meet their needs and expectations. With indirect material
there is no cookie-cutter approach
that works for everyone."
Webb says ValuePoint's plan for
growth "is simply to continue to
provide the best possible service
and support for our clients, and
continue to reach out to expand
our client base, tell our story and
provide factual documentation
for discussion on how we could
best help them save profit dollars.
Beyond that customer focus, we
are deeply involved in finding
efficiencies within our own organization so that we can pass those
improvements on to new clients
by making our services even more
financially advantageous."
FALL 2017 Supply Chain World

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Table of Contents for the Digital Edition of Supply Chain World - Fall 2017

Contents
Supply Chain World - Fall 2017 - Cover1
Supply Chain World - Fall 2017 - Cover2
Supply Chain World - Fall 2017 - 1
Supply Chain World - Fall 2017 - Contents
Supply Chain World - Fall 2017 - 3
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Supply Chain World - Fall 2017 - Cover3
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