Mr Hendricks is a Certified Learning Provider (CLP) at Appleton Greene and he has experience in production, management and globalization. He has achieved a Masters of Business Administration, a Bachelor of Business Administration and is Certified in Production and Inventory Management. He has industry experience within the following sectors: Aviation; Aerospace; Automotive; Transport and Logistics. He has had commercial experience within the following countries: United States of America, or more specifically within the following cities: Ann Arbor MI; Detroit MI; Toledo OH; Cleveland OH and Cincinnati OH. His personal achievements include: developed strategy trained associates SAP; facilitated improvement scrap rate; implemented lean manufacturing processes; improved cycle count accuracy and JIT sequencing supplier. His service skills incorporate: SAP implementation; master scheduling; inventory management; work management and performance optimization.
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Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Supply Chain – History
Over the last 100 plus years of the history of supply chain management has evolved from an initial focus on improving relatively simple, but very labor-intensive processes to the present day engineering and managing of extraordinarily complex global networks. Both industrial engineering and operations research have their roots in logistics. Fredrick Taylor, who wrote The Principles of Scientific Management in 1911 and is considered the father of industrial engineering, focused his early research on how to improve manual loading processes. Operations Research began when scientists demonstrated the value of analytics in the study of military logistics problems in the 1940s as a result of the complex requirements of World War II. While Industrial Engineering and Operations Research have each tried to maintain separate identities, many of their biggest successes have occurred when used in an integrated framework to address supply chain and logistics issues. Increasingly this is referred to by industry as “Supply Chain Engineering.” In the 1940s and 1950s, the focus of logistics research was on how to use mechanization (e.g., pallets and pallet lifts) to improve the very labor intensive processes of material handling and how to take better advantage of space using racking and better warehouse design and layout. The “unit load” concept gained popularity and the use of pallets became widespread. In the mid-1950s, this concept was extended to transportation management with the development of intermodal containers together with ships, trains, and trucks to handle these containers. This was a prerequisite for the supply chain globalization that was to come much later. Although the terms “warehousing” and “materials handling” were used to describe many of these efforts, this work could be viewed as fundamental applications of industrial engineering rather than as a discipline of its own.
In 1957, 20 production control managers met on Thursdays and had pizza to discuss Production and Inventory Control. After a few months they formed the American Production and Inventory Control Society. The organization, which later became known as APICS, has since grown to more than 45,000 members and is now a global entity with nearly 300 channel partners that connect with members in over 100 countries. APICS has evolved into a strategic partner to global corporations and individuals at all career levels. APICS education programs ensure employees can be successful even when managing the largest and most complex supply chains.
By the 1960s, a clear trend had developed in shifting more time-dependent freight transportation to truck rather than rail. This led to the need for joint consideration of warehousing, material handling, and freight transportation, which emerged under the label of “Physical Distribution.” The National Council of Physical Distribution Management was formed in 1963 to focus industry attention on this area and quickly became the predominant organization in the field. Academic research and education followed this trend to satisfy the growing industry recognition of the needs in this area. This area gained much wider recognition in both industry and academia due in large part to the fundamental paradigm change that occurred during the 1960s and 1970s with regard to computers. Prior to the 1960s, virtually all transactions and record keeping were done manually. The computerization of this data opened the door to a huge opportunity for innovations in logistics planning, from randomized storage in warehouses to optimization of inventory and truck routing. The technologies, particularly those from Operations Research, that researchers had to this point only been able to examine in theoretical models had now become much closer to reality. However, there were still many difficult research issues to resolve in the transition from theory to practice. In the late 1970s and early 1980s, this led to the creation at Georgia Tech of the Production and Distribution Research Center, the Material Handling Research Center, and the Computational Optimization Center. Each of these centers was focused on a different aspect of what this new computer technology made possible.
The 1980s marked the beginning of a sea-change in logistics in the history of supply chain management. The emergence of personal computers in the early 1980s provided tremendously better computer access to planners and a new graphical environment for planning. This spawned a flood of new technology including flexible spreadsheets and map-based interfaces which enabled huge improvements in logistics planning and execution technology. The Production and Distribution Research Center was the early innovation leader in combining map interfaces with optimization models for supply chain design and distribution planning. The Material Handling Research Center provided leadership in developing new control technology for material handling automation. The Computational Optimization Center developed new large scale optimization algorithms that enabled solution of previously intractable airline scheduling problems. Much of the methodology developed in these centers rapidly began to find its way into commercial technology. Perhaps the most important trend for logistics in the 1980s was that it had begun to get tremendous recognition in industry as being very expensive, very important, and very complex. Company executives became aware of logistics as an area where they had the opportunity to significantly improve the bottom line if they were willing to invest in trained professionals and new technology. In 1985, the National Council of Physical Distribution Management changed its name to the Council of Logistics Management (CLM). The reason given for the name change by the new CLM was “to reflect the evolving discipline that included the integration of inbound, outbound and reverse flows of products, services, and related information.” Prior to this, logistics was a term that had been used almost exclusively to describe the support of military movements.
The logistics boom was fuelled further in the 1990s by the emergence of Enterprise Resource Planning (ERP) systems. These systems were motivated in part by the successes achieved by Material Requirements Planning systems developed in the 1970s and 1980s, in part by the desire to integrate the multiple databases that existed in almost all companies and seldom talked to each other, and in part by concerns that existing systems might have catastrophic failures as a result of not being able to handle the year 2000 date. In spite of some significant problems in getting the ERP systems installed and working, by 2000 most large companies had installed ERP systems. The result of this change to ERP systems was a tremendous improvement in data availability and accuracy. The new ERP software also dramatically increased recognition of the need for better planning and integration among logistics components. The result was a new generation of “Advanced Planning and Scheduling (APS)” software.
In early 2019, the Association for Supply Chain Management (ASCM) Learning & Development was launched. ASCM aims to provide the industry-leading APICS certifications. They are also expanding to deliver end-to-end professional development and education offerings through their global network of thought leadership partnerships and alliances. Their newly created Supply Chain Learning Center will offer online and on-demand learning opportunities for members and customers. Fostering the advancement of end-to-end supply chain management through a body of knowledge, innovative research, systems, and methods to create value for customers, members and organizations. Fast Facts: 45,000 professional members in 100 countries; 190 APICS chapters in North America; 100 international channel partners in 46 countries; 125,000 certified professionals.
Supply Chain – Current Position
The widespread recognition of the term “supply chain” has come primarily as a result of the globalization of manufacturing since the mid-1990s, particularly the growth of manufacturing in China. U.S. imports from China grew from about $45 billion per year in 1995 to more than $280 billion per year in 2006. The focus on globalization accented the need for logistics strategies to deal with complex networks including multiple entities spanning multiple countries with diverse