Joe Hendrix CSCP, PMP, CSSBB

Current

Lean Six Sigma Black Belt at Analytical Services, Inc.

Past

Associate Project Manager at Celerant Consulting
Specialist Master at Deloitte Consulting LLP
Senior Associate at Censeo Consulting Group

Principal Logistics Analyst at AT&T Government Solutions
Senior Consultant at BearingPoint, Inc.
Senior Consultant & Project Manager at Computer Associates International
Logistician at Instrumentation Laboratory
Logistics Planner / Manager / Director at US Army

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5 more...

Education

American Graduate University
American Graduate University
Central Michigan University

Troy University

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1 more...

Connections

22 connections

Industry

Logistics and Supply Chain

Joe Hendrix CSCP, PMP, CSSBB’s Summary

Supply Chain Management Professional bringing 15+ years line, staff, project management and consulting experience and skills in supply chain management, program integration, analysis, strategy, demand planning, sourcing, purchasing / procurement, production, inventory management, maintenance management, warehousing and distribution, service, supply chain collaboration, and implementation of Warehouse Management Systems (WMS) / supply chain applications / ERP systems.

Experience in multiple industries including food and consumer products, retailing and distribution, manufacturing, public utilities, telecommunications, healthcare / pharma, public sector, and government agencies.

Expertise to consult and teach supply chain management, warehousing & distribution, purchasing, sourcing and supplier certification, demand planning & forecasting, Lean, Six Sigma, TOC, Sales & Operations Planning, planning & scheduling, Balanced Scorecard, project management, business analysis methodology & tools, and inventory management.

Experienced in Federal proposal preparation using the Shipley Associates methodology.

Joe Hendrix CSCP, PMP, CSSBB’s Specialties:

APICS Certified Supply Chain Professional (CSCP)
PMI Certified Project Management Professional (PMP)
ASQ Certified Six Sigma Black Belt (CSSBB)
Lean Six Sigma Black Belt
Certified in Supply Chain Strategy (Deloitte)
SECRET Clearance

Business analysis, supply chain strategy, demand planning, Collaborative Planning, Forecasting and Replenishment (CPFR), warehousing and distribution, systems implementation, inventory management, purchasing, production, and supply chain assessment.

Joe Hendrix CSCP, PMP, CSSBB’s Experience

Lean Six Sigma Black Belt

Analytical Services, Inc.

(Privately Held; Information Technology and Services industry)

2009 — Present (1 year )

• Continuous Improvement and Supply Chain guru specializing in the use of Lean Six Sigma (LSS), Program Management and Supply Chain Best Practices in a contract position with the US Army's Apache Attack Helicopter Program Management Office. Subject Matter Expert and principal staff advisor to the Program Manager.

• Leader, coach, mentor, advisor and trainer to more than 300 employees. Project Owner or Mentor for multiple Green and Black Belt projects, Rapid Improvement Events (RIE), and "Just-Do-Its" focusing on improvements to the program management, procurement and supply chain processes.

• Identified critical customer requirements, mapped the businesses key functional and service processes, and identified key performance gaps to be closed through business process improvement efforts.

• Identified and documented best practices for technical evaluations of contractor proposals, including detailed process maps, critical-to-quality requirements, deliverables, key performance indicators, and management controls.

• Revamped and revitalized the Program's LSS Yellow Belt training program, producing more graduates in the first 6 weeks than in the previous 12 months combined.
Associate Project Manager

Celerant Consulting

(Privately Held; Management Consulting industry)

2008 — 2009 (1 year )

• Led the manufacturing work stream at a major chemical manufacturer, optimizing production processes, improving OEE and increasing capacity by 2.54 KT annually. Reduced average gross batch time for the Top 10 products by 10.5%.

• Supply Chain Subject Matter Expert and leader in an analysis for one of the world's leading producers of cereal and convenience foods. Led a detailed assessment of current state processes, performed gap analysis, and quantified opportunities to improve operational performance with a 20% reduction in Non-Value-Added activity and over $3M in total savings.
Specialist Master

Deloitte Consulting LLP

(Partnership; Management Consulting industry)

2007 — 2008 (1 year )

Supply Chain Management expert specializing in the integration of Lean Six Sigma (LSS) and Theory Of Constraints (TOC) into multiple business process improvement projects in a variety of industries. Trainer, coach, mentor and advisor. Developed and instructed Yellow Belt and Green Belt LSS courses, including workshops for key tools and concepts.

• Led a business development improvement project that virtually eliminated lost sales opportunities by improving proposal life cycle activities, including opportunity identification and screening, RFP change management, and post-pursuit internal coordination.

• Developed and implemented the integration of Lean Six Sigma (LSS) into Business Process Improvement (BPI) work streams for the United States Postal Service (USPS) and the Defense Security Service (DSS). Served as a deep subject matter advisor, trainer, mentor and coach to 10+ BPI teams, providing LSS knowledge, training, implementation methodologies, LSS approach development, tools and advice for each work stream.

• Mentor, advisor, trainer and coach for more than 75 team members in Deloitte’s Greater DC Area Lean Six Sigma community. Guided the LSS Yellow and Green Belt certification activities for team members.

• Created an exportable LSS Green Belt training curriculum for ongoing and future engagements that met all LSS training requirements and included a variety of workshops that could be tailored to specific project and team requirements.
Senior Associate

Censeo Consulting Group

(Privately Held; Management Consulting industry)

2006 — 2007 (1 year )

• Led a logistics and supply chain analysis for the U.S. Marine Corps, using a qualitative and quantitative approach and supply chain and inventory segmentation. Prepared a business case with recommendations for appropriate inventory management strategies for over 1,800 diverse items. Identified $32 million in savings through redistribution of excess inventory and cancellation of open, unneeded requisitions. Identified potential savings in excess of $100 million annually by shifting inventory management responsibilities for specific item categories to a 3PL contractor. Validated $160 million in savings by the USMC realized by contracting warehouse and maintenance operations to a 3PL.

• Provided an analysis approach and mentored the project team in performing a detailed analysis of six different management models for self-service supply stores that resulted in recommendations that met the needs of the U.S. Marine Corps.

• Developed a supply chain strategy model based on a client’s strategic objectives, supply chain processes, supplier/customer relationships, supply chain and inventory segmentation, technology, risk, and product characteristics that was used to assist clients in selecting appropriate supply chain and sourcing strategies.
Principal Logistics Analyst

AT&T Government Solutions

(Public Company; T; Telecommunications industry)

2003 — 2006 (3 years )

• Led a 30-member team in planning and implementing best practice supply chain collaboration using Collaborative Planning, Forecasting, and Replenishment (CPFR) in the Department of Defense, a project that involved the Army Materiel Command (AMC), the Defense Logistics Agency (DLA), the Transportation Command (TRANSCOM) key suppliers, and strategic transportation providers. Within the first 6 months, reduced inventory by $5.7 million, improved on-time deliveries and in-transit visibility by 500%, cut procurement lead time by 66%, and reduced stock-outs by 50%.

• Led the analysis effort to identify supply chain collaboration capabilities in legacy and emerging SAP-based Army logistics systems that could be exploited to improve customer service while simultaneously reducing overall supply chain costs. Identified potential savings from inventory reduction in excess of $100 million over a 2-year period, and led to the awarding of a five year contract with the Army Materiel Command to continue supply chain improvement efforts.

• Developed and published a detailed project methodology that was used successfully to implement supply chain business process improvements and supplier collaboration in the Department of Defense (DOD).

• Keynote speaker on Collaborative Planning, Forecasting and Replenishment (CPFR) in the Department of Defense environment at the Voluntary Interindustry Commerce Standards (VICS) meeting in Orlando, FL, and at Penn State University’s Smeal College of Business Logistics Executive Development Program.
Senior Consultant

BearingPoint, Inc.

(Partnership; Management Consulting industry)

2002 — 2003 (1 year )

• As the Supply Chain Subject Matter Expert (SME), led business case analyses, identified requirements and supply chain optimization opportunities, and recommended appropriate products, processes and technology for the U.S. Army’s Logistics Modernization Program (LMP), a SAP-based Enterprise solution, that resulted in the elimination of more than 60 legacy systems and extended SAP functionality to Base Operations and Logistics.

• Led the business case analysis and developed recommendations that were adopted to implement an order and supply chain system for Lockheed-Martin’s C-5 Reliability Enhancement and Reengining Program (RERP).
Senior Consultant & Project Manager

Computer Associates International

(Public Company; CA; Information Technology and Services industry)

June 1997 — October 2001 (4 years 5 months)

• Reduced pipeline inventory by more than 30%, improved forecast accuracy by 50%, and transformed a major paper and pulp manufacturer from a “push” to a “pull” supply chain strategy while leading the implementation of a Manugistics demand forecast planning system.

• Led the implementation of ERP and WMS systems at a major distributor of medical supplies and made changes to warehouse layout, equipment, organization and operational procedures that resulted in a 30% increase in order throughput with no increase in personnel.
Logistician

Instrumentation Laboratory

(Privately Held; Medical Devices industry)

July 1995 — January 1997 (1 year 7 months)

• Logistics manager for the flagship product line at a world leader in the manufacture of medical devices. Responsible for demand planning and forecasting, purchasing, inventory, supplier relationship management (SRM) and supplier certification. Within 5 months, exceeded annual goals, and reduced inventory by $800,000 while increasing production by 200% . Reduced the supplier base by 40%, and cut order lead times by 20% while achieving an average +5% purchase price variance.

• Leader on the ISO 9001 implementation team. Developed, documented and implemented all logistics-related procedures that resulted in ISO 9001 Certification.
Logistics Planner / Manager / Director

US Army

(Government Agency; Military industry)

October 1983 — July 1995 (11 years 10 months)

• Extensive experience in planning, developing, synchronizing, integrating, and directing supply and services, transportation, maintenance, aviation logistics, and medical service as a logistics officer at MACOM staff, Division, Group, Bri¬gade, and Battalion.

• Spearheaded a SKU rationalization initiative that produced savings of $7 million by elimination of 30% of stocked item lines and the sale or redistribution of obsolete and excess items.

• Planned, modeled, established and directed supply chains and logistics and distribution networks in 10 countries in Western Europe, Scandinavia, North Africa, and the Middle East, utilizing road, rail, air and sea modes of transportation, that got the right items to the right place at the right time.

• Planned and directed the activities of up to 5 distribution centers, 5 maintenance and remanufacturing facilities, with 2000 employees with $1 billion in annual sales. Results: 30% fewer backorders, a reduction in total order time by more than 50%, elimination of duplicate orders, significantly improved customer service, and performance metrics rated “Best in Class” within the first year.

• Planned, developed and directed logistics operations for the 23,000 person 1st Armored Division in Operation Desert Storm, and synchronized replenishment activities of the entire extended supply chain, from foxhole to supplier, that were rated “best model” for logistics support by the Army Deputy Chief of Staff for Logistics.

• Led the implementation of an integrated logistics management information system for a 12,000-person organization that reduced the number of reports by 70% and reduced the time needed for information collection and decision-making by 50%.

• Authored and published a 400+ page manual on integrated supply chain and multi-functional logistics operations that was adopted for use by the Army Logistics Management College in its logistics management training and certification program.

Joe Hendrix CSCP, PMP, CSSBB’s Education

American Graduate University

Project Management 2010 (expected)

Completed 33 of 36 semester hours for Masters in Program Management (MPM) with 4.0 GPA. Degree to be awarded upon completion of one additional course and a final exam.
American Graduate University

Masters , Acquisition Management , 2007

Masters in Acquisition Management (MAM) with 4.0 GPA.
Central Michigan University

MS , Administration

3.67 GPA. Master's Thesis on management controls and information sharing for integrated logistics / supply chain operations.
Troy University

BS , Social Science

Graduated Summa Cum Laude.

Additional Information

Joe Hendrix CSCP, PMP, CSSBB’s Interests:

All things supply chain, lean thinking, biking, running, climbing Mt. Monadnock, NH, orienteering, animal rescue

Joe Hendrix CSCP, PMP, CSSBB’s Groups:

APICS, PMI, ASQ, CSCMP, MENSA

Triangle Networking Group
American Mensa
BearingPoint Alumni Group
Project Management Link - www.pmlink.org
Project Manager Networking Group
Lean Six Sigma
APICS The Association for Operations Management
Supply Chain Management Practitioners & Experts
Supply Chain Management Group
APICS CSCP
Supply Chain Optimization
Linking Raleigh, NC
Procurement and Supply Chain Leaders
Hope Community Church & HJS
Supply Chain Today: Latest News & Trends, Delete Spam, Technology Innovation, Search Executive Jobs
ASQ Raleigh
CJS Networking Group
ASQ Lean Enterprise Division
RTPconnected
Global Jobs Network
Linked Local in Cary, NC