Walt Disney World - Cast Member - 3030 Maingate Lane - Trading Team Pin

Description

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Description: It is though this is a pin that was given to the members the Pin Trading Team during the year 2001. It is a dangle pin and the only cloisonne on the pin is black. The rest of the pin is finished in gold. The top portion has Goofy, Donald Duck, Mickey Mouse, and Pluto, and says "3030 Maingate Lane," and the dangle below says "Trading Team" with "Little pieces of Art" below it.
There is little information available about this pin. It is identical in form to one that may have been given out to the Disney California Adventure Opening Team (which is why I say the production year of the pin is 2001). That pin has a dangle which reads "DCA Opening Team". There is also another identical pin that has a dangle which reads "Training Team".
Here is where it gets interesting. 3030 Maingate Lane is NOT the address of Disney's California Adventure, that being 1313 Disneyland Drive, but is is the address of the Walt Disney Parks Supply Chain Management at 3030 Maingate Lane in Kissimmee, Florida. So, it's apparent these 3 pins were likely initiated within that complex. IF there were others, how many were made, how they were distributed, is unknown. Perhaps they went to individuals within Disney's Supply Chain department that worked specifically with the departments the 3 pins were produced for? Or, possibly they just made them there and shipped them out to certain individuals at the parks who worked directly with Supply Chain Management?
Here's a little background I found on that department from a published interview with Dr. John Lund, who headed that department back around 2010.
How would you define supply chain at Disney?
We define supply chains as "the flow of material, information, and currency between our suppliers and our guests." Within Disney Parks and Resorts, we have multiple supply chains supporting different elements of our business, from fireworks for our nighttime spectaculars, to costumes for our cast members. However our largest and most complex supply chains, and where I devote most of my energy, are the retail and the food and beverage businesses.
How important is supply chain management to Disney Parks and Resorts' overall business strategy?
When Walt Disney created Disneyland, his vision was to offer a place families could experience and enjoy together, immersed in an atmosphere rich in detail and storytelling, the place "Where Dreams Come True." Everything that we do must contribute to that vision, in a way that is transparent to the guest. For our guests, the supply chain should be invisible, almost magical. When our parks open each morning, everything that you would need or want will already be there. The attractions are ready to welcome the guests, the shelves in the shops are full of attractive products, and the restaurants are ready to serve great meals.
What primary areas of focus is Disney Parks and Resorts looking at for Supply Chain Management?
We differ in critical ways from a traditional retail or a restaurant chain that manages hundreds or even thousands of stores or restaurants scattered around their markets, each store very similar to the next. We have a concentration of hundreds of shops and restaurants operating in very close proximity at just a handful of large resorts, in Orlando, Anaheim, Tokyo, Paris and Hong Kong. Whereas other companies achieve much of their efficiencies through the standardization of assortments and of the store or restaurant layouts, we need to differentiate our shops and restaurants to fit with the theme of the environment where they are located. A shop located on Main Street should have a look and feel that is very different from one in Frontierland, and the assortment needs to fit the theme of each location. A similar challenge faces our restaurants which must stay true to the theme of their location.
Therefore, our primary focus is to balance the need for a rich diversity of offering, so critical to that uniquely Disney experience, with the need to operate as efficiently as possible. Specific initiatives include:
Optimal item assortments
Optimal sourcing
Optimal product flow
Optimal packaging
Improved risk assessment tools
We have a very talented group of specialists who have developed specific decision-making models and tools to assist our teams in making the best choices in each of these areas.
We need to achieve these high levels of performance while fully respecting Disney's commitment to having a socially responsible supply chain. It no longer suffices to have "the right product, at the right place, at the right time, at the right price, and in the right condition". We must ensure that we do all that in "the right way."
How does Disney address the issue of proper working conditions in factories?
Our goal is to have a supply chain that mirrors Disney's own desire to operate as a responsible business. Disney launched its International Labor Standards program in 1996. Disney is committed to the promotion and maintenance of responsible international labor practices in its licensing and direct sourcing operations throughout the world. Toward this end, we have implemented a wide-ranging International Labor Standards (ILS) program that includes policies, practices and protocols designed to support common, safe and fair labor standards for workers engaged in the manufacture of merchandise bearing the Disney name and characters.
How is Disney addressing the market's increasing focus on safe products and testing products at the manufacturing site?
The safety of products bearing Disney characters and other intellectual property is of crucial concern to us. Contractually, Disney requires that licensees and manufactures comply with all applicable legal and regulatory safety requirements and that they have procedures in place to verify such compliance. Our Product Integrity professionals monitor and confirm that manufacturers and licensees are conducting safety tests by independent, certified third-party testing laboratories or equivalent procedures. They also seek to verify that product manufacturers are complying with, and keep abreast of current and changing product safety standards.
How is Disney addressing the market's increasing focus on 'green' supply chains and reducing a company's carbon footprint?
At Disney, we seek to establish and sustain a positive environmental legacy for Disney and for future generations. The company is committed to minimizing its overall impact on the environment while encouraging and activating environmentally responsible behavior on the part of cast members and employees, guests and business associates throughout the world. Specifically, Disney aims to conserve water, energy and ecosystems; to reduce greenhouse gas emissions; to minimize waste; and to inspire public consciousness in support of environmental sustainability. The company seeks to identify, measure and understand the direct and indirect impact of its operations and develop innovative and realistic solutions for mitigating those impacts. It also complies with, and in some cases exceeds, environmental laws and regulations. Finally, the company is committed to communicating regularly its progress in implementing the policies and achieving the targets that it has established.
What do you think is the key Supply Chain Management priority for the coming 2-3 years is for Disney Parks and Resorts?
The key areas of focus are:
Implementing process and tools to achieve optimal total delivered costs
Attracting and retaining top talent throughout the supply chain organization
Ensuring that we operate compliant, socially responsible supply chains
What do you think is the key Supply Chain Management priority for the coming 5-10 years?
The key priority for the future is the same as it is today: creating truly global, seamless, socially responsible supply chains that actively drive the growth of the company. As companies grow and push into new markets, supply chain professionals offer a special and often unique perspective. Our teams see the new trends in manufacturing and in consumer tastes. We can often see changing consumer behaviors as they begin to affect the supply chain. The challenge for us will be to leverage that knowledge and understanding to help shape corporate strategy and growth.
A key means of driving growth will be for supply chains to enable new customer experiences and services. Today's consumers expect increasing levels of immersive, personal, customized and interactive experiences in every facet of their lives, including their entertainment choices. For Disney, the quickening pace of daily living, advances in personal technology and the rapidly changing media landscape are combining to reshape our guests' expectations of a Disney experience. Supply chain management will need to play an active role in meeting guest expectations in this arena.
What are the biggest INTERNAL challenges to achieve supply chain excellence?
The single biggest challenge I see is effective communication. A world-class supply chain operation requires a high degree of collaboration between many different functions and organizations. We are fortunate in that we have smart, strongly motivated, and hard working teams, people who are eager to do the right thing.
What are the biggest EXTERNAL challenges in achieving supply chain excellence?
Just as effective communication is a significant challenge internally, timely and accurate information should be a priority externally as well. As supply chains become ever more extended, actionable information is critical to effectively managing costs and risks.
A closely related challenge is the lack of common standards and metrics. I think we are all interested in benchmarking with each other, but we are frequently hampered by significant differences in definitions and processes despite years of efforts by various organizations. Although common standards and metrics may exist within certain industries or parts of the supply chain, I have found it very difficult to uncover such commonality across the variety of supply chains that we operate.
Finally, the supply chain profession needs a pipeline of strong leaders with skills to succeed in today's business environment. Technical expertise is not enough. We need leaders with a global mindset and global experience, leaders that excel at cross functional relationships, and leaders that know how to make change happen in an organization.
Year of Release: 2001
Where Released: Walt Disney World's Maingate Offices
Pinpics # Not on PinPics
Traders Having This Pin: -
Traders Wanting This Pin: -
Backer Card: Never Came On A Card
How Acquired: Purchase
Edition Type/Size: Unknown Edition Size
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