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Best- in-

Class

MBN USA is pleased to recognize its 2016 Best-in-Class honorees for their unwavering commitment to minority business development and inclusion. These CEOs, chief purchasing officers, supplier diversity professionals and executive champions have proved to be leaders in consistently driving minority business enterprise; their quest for excellence in growing supply chain diversity is incomparable. MBN USA salutes its distinguished 2016 Best-in-Class leaders.

BIC

www.mbnusa.biz56 MBN USA Vol. 4, 2016

Best in Class — CEOsBIC

Capital One Richard D. FairbankFounder, Chairman, CEO

*Bank of America Corp.Brian MoynihanChairman and CEO

*BP America Inc.Bob Dudley

Group Chief Executive

*Comcast Corp.Brian RobertsChairman and CEO

Avis Budget Group Inc.Larry D. De Shon

CEO and Chief Operating Officer

*The Coca-Cola Co.Muhtar Kent

Chairman and CEO

*Boeing Co.Dennis Muilenburg

Chairman, President and CEO

*Information from company’s website

For supplier diversity and inclusion to reach its optimal success, there must be top-down commitment that assures individuals in the trenches have the necessary support to truly make a difference. MBN USA salutes the 2016 Best-in Class CEOs for their dedication and support of the cause.



*Dell Inc.Michael S. Dell

Founder, Chairman and CEO

IBM Corp.Ginni Rometty


*Fiat Chrysler Automobiles LLCSergio Marchionne

CEO

*Dallas/Fort Worth International Airport

Sean DonohueCEO

Ford Motor Co.Mark Fields

President and CEO

*Exxon Mobil Corp.Rex Tillerson

Chairman and CEO

Johnson & JohnsonAlex Gorsky

Chairman and CEO

General Motors Co.Mary Barra

Chairman and CEO




*Johnson Controls Inc.Alex MolinaroliChairman and CEO

*Microsoft Corp.Satya Nadella

CEO

Kroger Co.Rodney McMullen

Chairman and CEO

JPMorgan Chase & Co.James Dimon

Chairman and CEO

Lockheed Martin Corp.Marillyn Hewson


Kaiser Foundation Hospitals & Health Plan Inc. Bernard J. Tyson

Chairman and CEO

OncorBob Shapard

CEO

Macy’s Inc.Terry LundgrenChairman and CEO




Pacific Gas and Electric Corp. Anthony Earley


Verizon Lowell McAdamChairman and CEO

Texas Instruments Inc. Rich Templeton


*PepsiCo Inc.Indra Nooyi

Chairman and CEO

Toyota Motor North America Inc.James Lentz

CEO

* The Procter & Gamble Co.David S. Taylor


Wal-Mart Stores Inc. Doug McMillonPresident and CEO

United Airlines Inc.Oscar Munoz

CEO



Best in Class — Supplier Diversity ProfessionalsBIC

What key piece of advice do you have for minority business enterprises aspiring to do business with your organization?Q:

American Airlines Inc.

Robin PulfordSupplier Diversity Manager

Knowing what American is looking for in a supplier’s capa-bility and understanding the organizational structure will help you navigate the company and prepare for a bid opportunity. Your company’s communication needs to deliver a succinct message about your company value to fulfill American’s needs.

Apple Inc.

Scott A. VowelsManager, Supplier Diversity

Alex AlvarezGlobal Supply Manager, Supplier Diversity

Avis Budget Group Inc.

Lynn A. Boccio, Esq.Vice President, Strategic Business and Diversity Relations

(Avis Budget Group Inc. continued)We encourage MBEs [minority business enterprises] as-

piring to work with us to research our business and truly understand how or why their product or service is an inte-gral part of it [our business.] They should also be compet-itively priced, and they must deliver as promised.

*Bank of America Corp.

Jaymie MitchellSenior Vice President, Supplier Diversity and Development Director

BNSF Railway Co.

Leigh Ann Vernon Director, Strategic Sourcing and Supply

Lynn BakerManager, Supplier Diversity

Strive to understand the needs of the railroad industry and how your company’s capabilities can help BNSF Rail-way achieve its goal to acquire quality goods and services at the lowest total cost of ownership by working resource-fully, efficiently, effectively and ethically with both current and prospective suppliers.

*Information from company’s website (continued on page 66)




*Boeing Co.

Janice GreenEconomic Development, Supplier Diversity

and Business Intelligence Leader

*BP America Inc.

Debra Jennings-JohnsonSenior Director, Supplier Diversity

C.H. Robinson

Jon SegalManager, Supplier Diversity

C.H. Robinson has success cultivating and enhancing rela-tionships with existing customers and truckload carriers, and has built new relationships through supporting the supplier diversity initiatives of our customers. Some shippers specif-ically request contract carriers who have been certified as a diverse, minority-owned, veteran-owned or small business carrier. If you identify your business in one (or more) diversi-ty categories or are certified as a Diverse Business Enterprise, our program may offer special freight opportunities for you.

Capital One Financial Corp.

Alicia ThompsonManager, Supplier Diversity

I would offer the same advice to any supplier trying to se-cure a new contract. Do your homework. Know the compa-ny, its competitors and the direction the industry is heading. Then, present your capabilities in a way that shows the value you can add and what differentiates you from the crowd.

CenterPoint Energy

Jewel SmithManager, Supplier Diversity

CenterPoint Energy seeks suppliers that can add value and help to transform the industry with innovation and safe, competitive offerings. My advice to minority business enterprises aspiring to do business in our industry is to make sure you know and understand the challenges we are facing and expect to face in the future and bring solutions.

Cintas Corp.

Pamela BrailsfordSenior Director, Supplier Diversity and Sustainability

First, identify the differentiators of your business, and commu-nicate these during the bidding process. Register for workshops from corporations with best-in-class supplier diversity programs.


(continued from page 64)


Best in Class — Supplier Diversity ProfessionalsBICWhat key piece of advice do you have for minority business enterprises aspiring to do business with your organization?Q:

Attend industry trade shows and local business events to network with sourcing and diversity leaders and meet potential mentors. Work on winning business, regardless of size, so that you can highlight your experience to larger corporations. And lastly, don’t be discouraged if you don’t secure business on the first attempt.

*The Coca-Cola Co.

Terrez ThompsonVice President, Supplier Diversity

*Comcast Corp.

Ajamu JohnsonExecutive Director, Supplier Diversity and Strategic Procurement

CVS Health

Monette KnapikDirector, Strategic Procurement

Raul Suarez-RodriguezSupplier Diversity Manager

In order to improve minority business enterprises’ proba-

bilities to do business and to develop long-term relationships with CVS Health, it is important they recognize that we are a pharmacy-innovation company. We encourage diverse busi-nesses to be able to anticipate change in this fast-growing busi-ness environment, challenge the status quo to drive compe-tition, and innovate, align and learn our culture and values.

*Dell Inc.

Darlene OwensProgram Manager, Global Supplier Diversity

Denny’s Inc.

Michelle HuntDirector, Supplier Diversity

Strive for relational rather than transactional wins, which are usu-ally not sustainable nor a good strategy for long-term customer re-tention and business success. Minority businesses should strive to nurture business deals that feel transactional into stepping stones toward a relationship because this is where true partnerships are born! Know the difference between a transaction and a relation-ship, and start the process of cultivating those relationships.


Suzanne Cruz-SewellAssistant Vice President, Business Diversity and Development Department







Tamela LeeVice President

Business Diversity and Development

*Entergy

Rivers FrederickManager, Supplier Diversity

EY

Theresa HarrisonGlobal Diversity and Inclusiveness Leader

EY is actively looking for suppliers who can create a dis-tinctive experience by teaming together to develop innova-tive solutions and strategies, and accelerating possibilities as we respond with a diverse mindset to our customers, clients and communities around us. If you are a minority business aspiring to do business with EY, please visit www.ey.com/supplierdiversity and www.ey.com/procurement to learn about the possibilities.

*Exxon Mobil Corp.

Nancy SwartoutGlobal Sustainable Procurement Manager

*Fiat Chrysler Automobiles

Kevin BellSenior Manager, Head of Diversity Supplier

Development and Training

Ford Motor Co.

Stephanie WilliamsManager, Supplier Diversity Development

Ford Motor Co. continually strives to produce the highest quality and most innovative products. We cannot achieve this level of success without the best suppliers — suppliers that bring new ideas and solutions. MBEs aspiring to do business with Ford should be prepared to clearly and succinctly com-municate their company’s unique value proposition and how they can help Ford achieve its goals. Once given an opportuni-ty, be competitive and be ready to perform.






General Motors Co.

Pollyette LenearProgram Manager, Supplier Diversity

Familiarize yourself with our organization before you approach us. When you are familiar with our business, then you can better articulate your value proposition and how you fit into General Motors’ supply chain, either as a Tier I, II or III, etc.

Reginald E. HumphreySenior Manager, Supplier Diversity

A key piece of advice for any MBE that aspires to do busi-ness with a major corporation is to ensure that your capa-bility statement and sales pitch are concise, customized and reflects your industry knowledge of the supply chain. This one-page document should read as a corporate resume with quantifiable facts regarding your current customer base, product/service range and industry portfolio — all of which allow procurement professionals to quickly understand your industry credibility, capability and marketplace fit.

Grady Health System

Todd A. Gray, MBADirector, Supplier Diversity

We are currently in the age of innovation and upheaval. Technology has a greater impact on business and our per-sonal lives. And new products, services and ways they’re de-

livered are changing the game. For diverse suppliers, I see this as an opportunity to lead the charge. Capacity, quality products and services will remain key factors in business continuity. But innovation can be an ace card for diverse suppliers looking to grow their business in health care.

Harley-Davidson Motor Co.

Timothy WrightManager, Supplier Diversity

Harley-Davidson has been around for more than 100 years because, in addition to building great motorcycles, we build strong relationships. Please take the time to get to know our team and our organization. The relationships you build today could result in future opportunities.

Hilton Worldwide

Fred LonaSenior Director, Supplier Diversity

First and foremost, suppliers that are looking to partner with Hilton need to be problem solvers. It’s important that they develop and provide solutions that enable Hilton to ex-ceed our customers’ expectations. Potential suppliers must be prepared and ready to demonstrate their solutions and core competencies. Knowledge of Hilton’s supply chain re-quirements, along with patience and understanding of our existing contractual obligations and priorities, will be es-sential to becoming an approved partner.

(continued on page 74)





IBM Corp.

Michael K. RobinsonProgram Director, Global Supplier Diversity

Ingersoll Rand PLC

Jackie LaJoieSupplier Diversity Manager

Suppliers should take the time to review our corporate website (at www.ingersollrand.com) and familiarize them-selves with the variety of products we manufacture. I would also strongly encourage suppliers to visit the Doing Busi-ness With Us – For Suppliers page on our corporate website to learn about our company’s terms and conditions, quality requirements, Preferred Supplier Program, Supplier Diver-sity Program and more. Also, when corresponding with us, share your company’s professional, brief capabilities docu-ment and website; these are great resources to the supplier diversity team to help them connect the minority supplier with the appropriate commodity teams.

Johnson & Johnson

Beverly Jennings Head, Global Supplier Diversity and Inclusion

Johnson & Johnson

Veronica Manuel-GilbertDirector, Enterprise Supplier Diversity

They should first assess if their business is a strategic fit for a global, health care and consumer product manufacturer like Johnson & Johnson. Start initial conversations focusing on un-derstanding our current supply chain strategies, and if they may provide an unfilled need or, if not, ask for recommendations on how they can be part of the supply chain in Tier II or Tier III positions. Also consider opportunities to partner with existing suppliers to fill in niches or gaps in the current offerings.

Kaiser Foundation Hospitals & Health Plan Inc.

Beverly Norman-Cooper Executive Director, National Supplier Diversity

You are not selling us surgical gloves or IT servers! You are selling us a solution to a problem — and it may be a problem we don’t even know we have! Get to know us! Be bold! Be innovative! Be specific about how you will be better than anyone else in helping us continue to be a leader in providing high quality, affordable health care to our patients, members and the communities we serve.






The Kroger Co.

Denise ThomasDirector, Corporate Supplier Diversity

Do Your Research: Corporate websites and annual re-ports provide a wealth of information about a company’s revenue, geographical reach, business strategy and mis-sion. Potential suppliers should fully research the corpo-rations they are interested in doing business with so that they can better determine if a potential business opportu-nity exists.

Respect the Process: Potential suppliers should remem-ber that procurement processes vary from corporation to corporation. Respecting those processes and providing all required documentation requested is crucial.

Lockheed Martin Corp.

Susannah RahebCorporate Supplier Diversity Leader

Lockheed Martin is strongly committed to working with small and diverse companies. Our advice for working with us is to first do your homework and make sure your firm is a good match. We have four different business areas with different procurement needs. It is important to identify the appropriate business area to target. A good resource to find what we buy as well as educational resources is the Lockheed Martin Supplier Wire webpage at http://www.lockheedmartin.com/us/suppliers.html.

Manpower Group

Shaleta DunnDirector, Diverse Talent and Supplier Programs

Manpowergroup is a world leader in innovative workforce solutions. Every day, we connect more than 600,000 people to meaningful work across a wide range of skills and industries helping to power the success of clients around the world. Our minority business enterprises play an important role as part-ners to help us fulfill clients’ needs. Minority business partners who would like to work with us must be very aware of and understand our organization. Our comprehensive family of brands address the complex workforce challenges organiza-tions face today, from contingent and permanent staffing to talent management, outsourcing and talent development. We deliver the solutions that drive our clients’ business forward.

When a minority business partner approaches the organi-zation we want them to be fully equipped with the knowl-edge and understanding of how they can work with us. This is why we provide thought leadership, industry white pa-pers, webinars, host our Annual ManpowerGroup Supplier Diversity Roundtable, and strategically participate in several national and regional events annually to assist our minority businesses in becoming supplier partners.

Merck & Co.

Tara SpannDirector, Global Supplier Diversity

For minority-owned business enterprises aspiring to do business with Merck, the mutual benefit is maximized when the supplier understands our mission, vision, busi-ness challenges and the overall industry market before en-gagement. Preparation and a more focused approach to business development offers the supplier a greater advan-tage to moving forward in the business process.




MetLife Inc.

Pauline GebonDirector, Global Head of Supplier Diversity

At MetLife, our supplier diversity program is all about impact. Don’t just show us your goods and services … tell us what innovations you have in development, and let us know what areas of education you need to evolve. And if you offer more than what we think we need or can show us more efficient options or processes, everyone wins! Mutually beneficial partnerships that create continuous procurement opportunities is the way we do business.

*Microsoft Corp.

Fernando HernandezDirector, Supplier Diversity and Sustainability

New York Life Insurance Co.

Joy Wong Corporate Vice President

My advice to a supplier aspiring to do business with any organization is to conduct adequate research about the pro-spective company before seeking procurement opportuni-ties. They should have an idea of the goods and services that the company procures, as well as understand its industry. Finally, the provider should be able to articulate their value proposition and what differentiates them from competitors.

Nielsen

Shirelle Magee Supplier Diversity Manager

Be clear. Be relevant. Be honest. Matchmaking-session time is limited, so be clear about what the buyer wants to know or is looking for. If you provide multiple services, discuss the one most relevant to buyer and/or your core service. If you’re not the expert of details, it is OK. Offer to connect buyer to the person who is. It’s best to be upfront about the range of your capabilities. Not doing so, will be discovered and can impact the integrity of us all.

Nissan North America Inc.

Jeffrey T. WebsterDirector, Diversity and Inclusion

N. Marcella McCulloughSenior Manager, Supplier Diversity and Purchasing Strategy

I would recommend that suppliers aspiring to do business with Nissan research our company and understand the com-modities we purchase. The question every supplier should ask is what can you bring to the company that will demonstrate val-ue and make a difference in our vehicles or services? It is very intriguing to have a company contact me and say, I have a prod-uct that Nissan should be interested in because it is innovative, creative, low cost, quality-driven, and would be great in your next generation of vehicles. A comment like that means I could engage the different stakeholders for an all-inclusive review.








Nokia

Mark ArtiguesDirector, Supplier Diversity

It is important for MBEs to lead discussions with their experience and quality of service.

Office Depot Inc.

Carmen DealeProgram Manager, Diversity Tier II Merchandising

I encourage suppliers to research their customers and know what certifications they require, the products and services they can offer, what sets them apart from their competitor(s), and how to offer a solution to a customer’s problem. Networking is also a great opportunity for new business possibilities.

Oncor

Grace HastingsSupplier Diversity Manager

Suppliers interested in doing business with Oncor must do their research in order to be knowledgeable about the company and our culture. They must also understand our strong commitment to provide safe and reliable ser-vice. New and changing technologies in the electric utility industry require suppliers to be innovative, flexible and high-performing. Suppliers that come to the table with ex-perience and the ability to provide services and solutions

that are on the leading edge of these technologies will be ready to compete for the business and help make Oncor a stronger company.

Pacific Gas and Electric Co.

Joan KerrDirector, Supply Chain Responsibility

My key advice for MBEs is to make sure you have a carefully articulated and persuasive value proposition targeted specif-ically to PG&E. What makes your company more compelling than the incumbent suppliers we are working with? How can your company help PG&E do a better job of lowering costs, increasing safety and quality, improving operations, strength-ening environmental sustainability, delighting our custom-ers? How will you help us expand our supplier diversity ini-tiative by including diverse subcontractors?

*PepsiCo Inc.

Ricardo BarrientosSupplier Diversity Director

*The Procter & Gamble Co.

Andrew ButlerAssociate Director, Supplier Diversity, Sustainability and Innovation






Prudential Financial Inc.

Beth CanningSupplier Diversity Manager

Like all large financial institutions, Prudential operates in a landscape of increased regulation. We seek vendor partners with demonstrated value, solutions that mitigate our risk, and a commitment to profitable and sustainable growth. Vendors should take the time to get to know and understand our needs, and then strategically pursue op-portunities that leverage the vendor’s strengths and differ-entiate them from their competition.

*Pfizer Inc.

Ellen JamesonDirector, Supplier Diversity

Shell

Debra Clark StewartDirector, Supplier Diversity and Diversity Outreach

We have invested extensively in information and re-sources accessible through our website, http://Shell.US/GetConnected, to help suppliers “Find Your Fit” in the energy supply chain. Leverage these resources, as well as your own networks, energy industry associations, and even social media networks such as LinkedIn, to

learn as much as you can about our company, and craft a targeted value proposition for our business. Then, work your MBE certification to the full by engaging with us in person at the many supplier diversity events we attend annually.

Texas Instruments Inc.

Ritu VaidyaDirector, Supply Chain Responsibility

Minority business enterprises that can differentiate themselves from their competition are the ones that win business at TI. We look for suppliers who under-stand our culture, products and challenges and offer innovative, sustainable and cost-effective solutions to meet our needs. MBEs should clearly demonstrate how their company’s strengths can help TI. Patience and persistence are key for finding the right opportunity at the right time.

Toyota Motor North America Inc.

Chuck HendrixSenior Manager, Purchasing, Supplier Diversity

Whether directly as a Tier I supplier or indirectly as a Tier II, there are several ways to develop partnerships. As you seek to work with different companies, consider what factors and qualities set you apart from your competitors. Ability to make timely decisions? A distinctive point of view or level of expertise? By understanding your strengths, you’ll have a better idea on how forming mutually benefi-cial relationships can help meet business needs.







Stephanie BurtonManager, Purchasing, Supplier Diversity

Two words describe our perspective for building business relationships — patience and perseverance. Sometimes it can be three, five or even 10 years between the first hand-shake and a signed contract. Other times, a supplier part-nership may not develop formally, but we can help a di-verse company make strategic connections. Our advice to prospective suppliers is not to become discouraged if the process takes a while or evolves differently than expected.

Monetta StephensManager, Purchasing, Supplier Diversity

Be prepared! You never know when an opportunity to help with a pressing need or to do business may arise. To know exactly what will support company growth, be sure to understand your strengths, capacity and capi-tal needs. Then, as you work on business development, continue to refine your processes, capabilities and over-all strategy to be in a position to meet various requests and challenges.

Ellis SavageManager, Supplier Diversity, Toyota Financial Services

When building any partnership, equally important to providing a great service or product is having strong in-

terpersonal or soft skills. By appealing to the social and individual interests of prospective partners, like Toyota, you put yourself in a much stronger position to estab-lish a good rapport and also build upon that connection to enhance future communication and collaboration.

United Airlines Inc.

Ruby McClearyDirector, Supplier Diversity

My key piece of advice to minority business enterprises aspiring to do business with United is to do your home-work on the airline industry and, then, specifically, United. Keep evolving your business to stay competitive and bring value to your customers. We welcome diverse supplier perspectives that help us deliver a great, on-time, safe and customer-friendly experience.

UPS Inc.

Estrella Cramer Supplier Diversity Director

In order to do business with UPS and work toward hav-ing a strategic relationship, MBEs must know how to sell their company by pitching what you can bring to the ta-ble; be able to answer the question: “If I buy your prod-uct or service, how will it help my company gain a com-petitive advantage,” seek mentor relationships to bolster your weak areas; and practice the three P’s: Patience, Per-sistence and Perseverance.




Verizon

Sandra NielsenSenior Manager, Supplier Diversity

To create great customer experiences, it is important to stay relevant. Tap into your diverse assets to unlock your full potential, focus on your core competencies, have a solid business plan to weather changes, be ready, be pa-tient, and prepared to do business with Verizon.

Wal-Mart Stores Inc.

Michael ByronSenior Director, Supplier Diversity

It’s imperative that potential suppliers understand our culture and the philosophy of our business practices. Walk our stores and study the category in which you aspire to sell. If you’re a service supplier, do your research and make sure you’re presenting a solution.

Wells Fargo & Co.

Jarrod SheetsSupplier Diversity Business Initiatives Consultant

Wells Fargo is committed to creating a robust supplier diversity program. Supplier diversity is integrated into our strategic sourcing and procurement processes to generate efficiency, innovation and increased opportunities for first- and second-tier diverse suppliers. To register, first deter-mine if your company provides products or services that Wells Fargo needs, and ensure that your company is cer-tified as a diverse business. You can then create a supplier profile on the Wells Fargo Supplier Diversity webpage.




MBN USA online is your trusted source for a digital perspective on:• Supplier Diversity News

• Corporate Support of Diverse Enterprises

• Advocacy Champions

• MBE Exclusives

• User-Generated Content

And so much more!

www.mbnusa.biz … “We Tell Your Story”

Conve

nie

nt

Connected Continuous


Best in Class — Chief Procurement OfficersBIC

Abbott LaboratoriesRic Schneider

Chief Procurement Officer, Global Procurement

Delphi AutomotiveSidney Johnson

Senior Vice President, Supply Chain Management

DuPont Co.Shelley Stewart Jr.

Vice President, Sourcing and Logistics and Chief Procurement Officer

Ford Motor Co.Hau Thai-Tang

Group Vice President, Global Purchasing

Cintas Corp.Dave Wheeler

Senior Vice President, Global Supply Chain & Fleet Management

*EntergyRob Lidster

Vice President, Chief Supply Officer *Information from company’s website

Chief procurement officers play an important role in en-suring diversity and inclusion throughout the supply chain. MBN USA recognizes the 2016 Best-in-Class CPOs for their relentless efforts to build a supplier base that reflects the changing demographics of their customer base and employee mix.



IBM Corp.Dan Carrell

Vice President, Global Procurement

*Merck & Co. Inc.Quentin Roach

Chief Procurement Officer and Senior Vice President, Global

Supply Management

Ingersoll Rand PLCJohn Evans

Vice President, Global Procurement Supply Chain

OncorJames Mining

Senior Director, Supply Chain

JPMorgan Chase & Co.Kenneth D. Litton

Managing Director Chief Procurement Officer

IBM Corp.Bob Murphy

Vice President, Supply Chain and Chief Procurement Officer

MetLife Inc.Arnold Sowa

Senior Vice President, Chief Procurement Officer *Information from company’s website



*PepsiCo Inc.Grace Puma

Senior Vice President, Chief Procurement Officer

Texas Instruments Inc. Rob Simpson

Vice President, Worldwide Procurement and Logistics


Robert YoungGroup Vice President, Purchasing,

Supplier Engineering Development and Cost Planning

UPS Inc. Gary Kallenbach

Chief Procurement Officer

*Pfizer Inc.Mike Hoffman

Vice President, Global Procurement

United Airlines Inc.Ted Davidson

Vice President, Procurement



Best in Class — Executive ChampionsBIC

*Bank of America Corp.Tiffany Eubanks-SaundersGlobal Support Services Executive

*Dell Inc.Guy Schweppe

Vice President, Enterprise Mobility and Software Procurement

*Citigroup Inc.Javette Hines

Senior Vice President/Manager, Citi Supply Chain Development, Inclusion

and Sustainability

Delta Air Lines Inc. Bob Currey

Managing Director Fuel and Operations

*BP America Inc.Ray Dempsey

Vice President, Head of External Affairs

*Exelon Corp.Bridget Reidy

Executive Vice President Corporate Operations


As our global economy be-comes more complex and diverse, building a strong, inclusive supply chain is a social and economic imper-ative. MBN USA salutes the 2016 Best-in-Class Executive Champions for continuously advocating for the expansion of minority enterprise develop-ment and impacting the way global business is conducted.



EYSteve Howe

Americas Managing Partner

Hilton WorldwideBill Kornegay

Senior Vice President Supply Management

*Johnson Controls Inc.Reginald Layton

Diversity Business Development Director

Macy’s Inc.John Munson Jr.

Vice President, Supplier Diversity - Purchasing

Ford Motor Co.Renee Jones

Director, Supplier Diversity Development and Supply

Chain Sustainability

JPMorgan Chase & Co.William R. Kapfer

Executive Director, Global Head of Supplier Diversity




Manpower GroupJamiel Saliba

Vice President/General Manager

Time Warner Inc. Clint W. Grimes

Executive Director, Global Sourcing and Supplier Diversity

OncorJim Greer

Senior Vice President Chief Operating Officer

Wells Fargo & Co. Regina O. Heyward

Senior Vice President Head of Supplier Diversity

ShellFred F. Whipple

Vice President, Diversity, Community and Workforce Development


Jim HollowayGeneral Manager, Purchasing

Supplier Relations

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