1. JOJO SCHNECKENAICHNER
5303 S. Mason Rd #1414 Katy, TX 777450 ♦ 903-276-7572 ♦ JoJoSchneck@gmail.com
HEALTHCARE OPERATIONS & SUPPLY CHAIN PROFESSIONAL
Global Strategic Sourcing / Cost Containment / IT / Process Improvement / Change Leadership
Healthcare / Lean / VRM / Negotiations / Value Stream Mapping / Procurement / Team Building
Developed strategies and led implementation of high-impact change initiatives to improve performance, build new
capabilities and reduce costs for $7.1B FMC Technologies, $17B BAE Systems and International Paper, among
others. Sparked innovation in global supply chain management, operations and procurement in diverse
manufacturing industries, generating improved margins, higher productivity & increased profits. Can contribute by:
 Leveraging innovation to improve productivity and reduce costs
 Planning and leading rapid transformations and optimizations
 Rationalizing supply chains to reduce risk and improve performance
 Recruiting & training top-performing operations and procurement teams
Hardworking with proven leadership abilities and broad-based problem-solving skills. Energize teams with realistic
goals and rewards for achievement. Education includes a Doctor of Business Administration (expected Dec.
2016) with dissertation, Reducing Costs in a Healthcare Supply Chain. MBA from Walden University along with a
BBA degree in Information & Operations Management from Texas A&M University. US Air Force veteran.
CAREER HISTORY & ACCOMPLISHMENTS
Global Delivery Manager–Operations & Supply Chain, FMC Technologies, 2012-2016. A manufacturer of high
pressure pumps and fluid control equipment for the oil & gas industry. Managed a global team of buyers, planners,
inventory and project management staff. Contributions to cost reduction, efficiency and margin improvement.
New Sales & Operations Planning process reclaims $100M in lost revenue. Sales and
operations planning (S&OP) at FMC was inadequate.. Collaborated with sales, engineering,
procurement and logistics to develop new processes. New forecasts & backlog reporting produced
savings of $1M+ per project and increased margins 15%.
Improved utilization of ERP increases margins 8.5%. FMC vendors and customers were
struggling with its ERP systems, increasing costs by as much as $10M per project. Facilitated
regular meetings with internal IT, customers and vendors to improve processes and
communications. Saved $800K in time/resources and improved margins
Implemented Lean concepts to improve procurement efficiency. FMC lacked adequate
processes and controls over POs from management-to-delivery. Implemented Lean concepts
internally and with suppliers to improve project margins 20%. Improvements to PO process
permitted earlier recognition of revenues each quarter.
Cut late deliveries to improve margins on outsourced product line. Cost of late deliveries on
FMC product line were averaging nearly 20%. Developed and negotiated stocking program with
large Italian manufacturer including carrying costs, lead times and standardization of material.
Product line improved 10% and late delivery penalties were virtually eliminated.
Supply Chain Manager, Gardner Denver Water Jetting, 2012. A manufacturer of water jetting equipment for
industrial applications. Reported to Director of Operations and was responsible for overall strategic and tactical
supply chain management. Improved lead times and by enhancing WMS, VMI and SRM modules.
Accomplishments:
Reduced engineering costs on high volume part 50%. Gardner Denver had 600 part numbers
for one part and associated engineering fees increased product cost nearly 15%. Developed a new
standard 4-part number to reduce engineering burden by almost 50%. Improved the cost for overall
part standard to over 70%.
Reduced liquidated damages from 3PL providers 20%. Division was experiencing lost revenue
due to late deliveries by 3PL vendors. Developed series of new programs plus contractually
increased fiduciary accountability for 3PL firms. Late deliveries fell by 20% in the next six months.
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2. JOJO SCHNECKENAICHNER … PAGE 2
CAREER HISTORY & ACCOMPLISHMENTS (CONT’D)
Supply Chain Manager, BAE Systems, 2011-2012. Defense, security and aerospace firm. Managed projects for
3PL supporting 14 defense programs valued at $200M+. Coordinated ERP upgrade to streamline procurement,
inventory and logistical support among other cost saving and productivity contributions including:
Sold-off $20M in excess inventory at 30% margin. Company had pre-purchased $20M in
material prior to FedGov contract award but failed to win bid. Inherited problem and found solution
by working with competitor that had actually won contract. Negotiated sale of excess inventory at
nearly 30% margin, higher than margin on original contract bid.
Improved turnaround time for RFPs and RFQs captures $25M. Manual RFP and RFQ
processes were two slow, costing business. Revamped systems module to capture RFP & RFQ
data for future opportunities. Improved turnaround time by 60% to capture more than $25M in the
next two quarters.
Director, Continuous Improvement & Program Manager, AAR Corp. 2009-2011. Led multi-discipline staff in 14
locations. Reported to Division President. Installed KPIs to optimize inventory levels and transportation services.
Among contributions:
Streamlined inventory & logistics on DoD contract to save $800K annually. AAR monthly
revenues were slipping by nearly 10% on large military contract. Implemented new SOPs for
procurement, inventory and logistics and tightened controls. Saved $800K in direct costs annually
and improved revenues 20% over two years.
Dynamic operations and supply chain model increases revenue 20+%. AAR business unit
faced using legacy systems without operational or supply chain models. Developed in-house
project, operations and cultural models for directing projects and programs. Results included
improved revenue by more than 20% over two years.
Earlier: Employed by Trinity Industries in Operations and Supply Chain, 2007-2009, RLG International as a
Project Manager, 2005-2007. Began career as Project Manager and Systems Analyst with International Paper.
Representative accomplishments include:
Utilized Lean and other concepts to maintain production during $8M capital project. Trinity
capital improvement project had started but production goals remained fixed. Used the same
physical plant and adapted by using Value Stream Mapping, Lean and other techniques to drive
efficiency. Successfully managed $8M project while maintaining 100% of production goals.
Added RFID tracking to eliminate $500K annual inventory loss. International Paper inventory
costs were climbing fast because of lost or misplaced paper rolls. Developed and installed an RFID
Warehouse Management System (WMS) to improve controls. Recouped $500K of inventory losses
and eliminated future errors.
Education Includes a soon-to-be-completed Doctor of Business Administration
(expected Dec. 2016) and an MBA from Walden University along with a BBA
degree in Information & Operations Management from Texas A&M University.
Military: US Air Force veteran, having served as a helicopter crewmember during
Operation Desert Storm. Honorably discharged.
Personal: During leisure time, he enjoys family activities, working out and running
for fitness and playing golf for relaxation.
References: An excellent list of personal & professional references can be made
available to interested parties