Barry Griffin

Barry Griffin


Bachelor Degree in Chemical Engineering, Cork Institute of Technology, Cork, Ireland, 1988

Business Strategy Think Tank (chosen as one of 20 high potential Henkel employees worldwide), IESE, University of Navarra, Barcelona, Spain, 2006 – presented to the Henkel Board on innovation.

Business Strategies for Senior Management, Insead Business School, Fontainebleau, France, 2000

Excellence in Operations Management, The Pennsylvania State University, State College, PA, USA, 1996 (strategized with global supply chain executive from major multi-nationals)

Business Management, American Management Association Worldwide (AMA), Brussels, Belgium, 1993

Fluent in English and Portuguese; conversational level in Spanish and French.

Board Affiliations and Memberships

Board Director, Henkel Teroson India Ltd. – a JV with multiple plants for automotive business

Board Director, Henkel Chembond India Ltd. – a JV with tolling operations for industrial and automotive business

Board of Directors, Henkel Guangzhou China Ltd. – a JV for industrial and automotive business

Board of Directors, PT Henkel Indonesia – a JV for adhesives business

Member, Henkel Asia Pacific Council, a multi-business unit executive committee co-responsible for Asia Strategy

Member, Global/Regional Henkel IT Council, overseeing global and regional IT strategy

Represented Henkel at numerous Board meetings including Henkel Huawei Electronics in China (JV for electronics business), Henkel Cimedine Japan (JV for auto business), and Henkel CAC India Ltd. (JV for industrial packaging division).

Value Offered

§Supply Chain Re-Engineering / Integration on a Global Scale

§Crisis Management and Troubleshooting

§Mergers and Acquisitions / Due Diligence Audits

§Continuous Improvement / Lean Techniques / SPC

§Leadership and Coaching of Diverse Multi-Cultural Teams

§Outsourced Logistics Operations

§Supply Chain /Process Automation

§Global Integration of Complex Technologies

§Controlled Reduction of Distribution Costs

§Inventory Reduction / Supply Chain Design


Industrial, Electronics and Consumer Businesses : Asia Pacific, Europe and Latin America

Growing profit, ROI, and shareholder value by leading operations to deliver improved quality and customer service while decreasing inventory and overall supply chain costs

Accomplished, resilient operations leader with more than 20 years of success creating shareholder value and designing cost-saving supply chain solutions for world-class organizations. Keen strategist and builder of industry benchmarks and highly talented teams who leads global companies in operational excellence from fragmentation to integration to significantly improved profitability.

§Product Strategy and Success in Asian and Latin American Markets – In operational leadership roles within Henkel Adhesives Technologies and Loctite Ltd, merged, integrated and re-engineered global supply chains, transferred complex technologies, and drove manufacturing strategies that delivered quality product and customer service at optimal operating cost.

§Focused Leadership during Change and Consolidation – As Vice President of Operations, Asia Pacific for the largest and most profitable Henkel business unit in Asia, consolidated and ultimately directed over 30 production sites, $126M in total inventory, and a total supply chain cost of over $120M that supported $1.08B in regional sales.

§Crisis Management and Troubleshooting – Skilled resolving issues, overcoming productivity roadblocks, and providing steady leadership in development /adherence to EHS and regulatory concerns in emerging countries.

§Mergers and Acquisitions / Joint Ventures – Led three multi-million dollar global manufacturing/operations M&As for Henkel, and served in key representation roles in JVs with companies in China, India, and Asia.

Additional Experience

As a consultant and advisor to WHP Ltd, a services company based in China, currently designing a Lean Supply Chain Model to ship construction materials and pre-assembled intermediate goods ready for production line final assembly to the United Kingdom from China. Projected to significantly reduce raw material cost, eliminate non-value adding/non-core materials handling and production activities in the UK, and lower overhead/inventory carrying cost. A transferable design between industry/product. (2008 to Present)

Work History

Work History

Operations Manager (1995 to 1997) / Plant Manager (1993 to 1995)

Loctite Brazil, Ltd.

Promoted to Brazil to lead manufacturing, supply chain, purchasing, quality, safety, health and environmental activities for the production plant in Sao Paulo, Brazil. Controlled manufacturing budget of $35M. Revolutionized the supply chain by transferring complex proprietary production technology and know-how from Europe and USA to Brazil, overcoming language variances within the manufacturing process by integrating documented procedures, automating production systems, and implementing statistical process control for all processes. Resolved employee trade disputes, absenteeism, turnover and poor productivity by implementing face to face discussions, new salary structures and clear disciplinary procedures. Implemented a profit sharing plan to increase credibility and further improve productivity. Certified the plant to ISO9000 and QS9000

2003 - 2008

Vice President of Operations, Asia Pacific


Handpicked by Henkel/Loctite leadership for expertise in achieving significant customer service level and operational improvements as Vice President of Operations for Latin America. Led manufacturing, supply chain, project management, quality, safety, health, and environmental activities for all operations for the adhesive technologies business unit in the Asia Pacific region, the largest and most profitable Henkel business unit in Asia. Overall responsibility encompassed 30 production sites, $126M in total inventory, and a total supply chain cost* of over $120M that supported $1.08B in regional sales. Core member of the Henkel Asia Pacific IT Development Council for all business units. * (Supply Chain Cost = Processing + Freight & Warehousing + Stock Obsolescence Costs)

Following promotion and a major company merger in 2003, challenged with 1) developing a strategy for reengineering the supply chain, 2) rebuilding the relationship between operations and sales/marketing, and 3) managing the Loctite transition to a direct shipping model from a centralized distribution model. In response, built a team of 16 direct reports that merged three disparate business models and designed a supply chain model that encompassed all 30 plants.

Consolidation and Integration

§Led consolidation and transitioned Henkel operations from a “silo” to a “regional focused” entity, physically as well as culturally, attaining best in class. Eliminated costly plants (Japan and Australia) and reorganized supply chain operations across the region. Overcame language/cultural differences and promoted open exchange between sales, supply chain, and operations.

§Optimized the production sourcing strategy in the region resulting in a reduction of eight plants over a three-year period. Merged the consumer adhesives operations in 2007 taking over an additional 7 plants. Cemented plans for future consolidations.

§Focused on new Sales and Operations planning and MRP procedures. Hired experienced supply chain professionals who first drastically reduced inventory, then exploited previously underutilized SAP technologies and identified root issues and implemented transparency, standard IT processes/reporting to further enhance service levels while continuing reductions in inventory.

§Dropped lead times to anywhere in Asia from three months to two weeks by revolutionizing the supply chain for the Loctite business identifying key drag in Loctite lead times and transferring complex and proprietary business from Europe and the USA to Asia.

§Captured over $5M by selling all owned warehouses and outsourcing across all regions bringing control to distribution costs, reducing freight and warehousing from 3.8% of total sales to 3.3% despite significant increases in fuel prices.

Supply Chain and Manufacturing Initiatives

§Implemented $130M capacity expansion program to ensure sufficient capacity for mid term growth (5 years).

§Managed building of new regional headquarters ($50M) at Zhangjiang High Tech Park in Shanghai in 2007. Relocated 600+ employees from Henkel China and Asia Pacific sites to new location. Closed and divested all former seven sites.

§Resolved Asian safety issue that led to the creation and integration of standard and company benchmark safety operating procedures, effectively reducing accident and lost production time.

§Certified all plants to ISO9000 and ISO14000 and on plan to certify all plants to OSHAS 18000 by 2008.

§Rotated key talent between manufacturing and supply chain to gain cross-functional experience across units and countries.

As Henkel transitioned to a successful world class organization (2007/2008), charged with 1) further reductions of net working capital 2) improved operational excellence, and 3) integration of major acquisitions.

§Implemented lean concepts (2007/2008) and rolled out 5s across regions, evolving a more structured culture to that of continuous improvement within all operational units which included supply chain activities.

§Brought a culture of change within the sales organization to reduce inventory. Attained lower lead times, and improved service levels while ultimately lowering balance of inventory through sales efforts. Developed online demand solutions software to ensure improved forecast monitoring and control (currently in pilot stage).

1988 - 2008


Headquartered in Germany, Henkel has 52,000 employees in approx. 125 countries worldwide and earn in excess of $16.5B revenue annually. Henkel is organized into three globally operating business sectors – Adhesive Technologies, Cosmetic/Toiletries, Laundry/Home Care. Henkel acquired Loctite Ltd in 1998 and in 2003 merged its Industrial Adhesives, Surface Technologies, and Loctite Engineering Adhesives businesses together to form Henkel Technologies Group.

1997 - 2003

Vice President of Operations, Latin American Region

Henkel Loctite Ltd.

Challenged with integrating Henkel and Loctite operations and supply chain into one seamless value chain within the Latin American region following the merger between Henkel and Loctite consumer and industrial businesses. Led manufacturing, supply chain, purchasing, quality, safety, health and environmental activities for all operations in Latin America. Held budget control for a total supply chain cost of over $66M, total inventory value $22M supporting regional sales of $ 220M.

Consolidation / Integration / Reduced Operational Costs

§Launched a unification initiative that closed satellite units, allowed standardization of products, and implemented a ship direct program. Instituted SPC(Lean) techniques throughout the entire manufacturing process and certified complete business operation to ISO14000, OSHAS 18000 and TS 16949, a company first.

§Built from the ground up and managed a regional team consisting of plant controller and materials, safety, health/environment, quality, and production managers, overseeing Henkel/Loctite operations in Argentina, Chile, Venezuela, Guatemala, Mexico, Brazil, Costa Rica and Columbia.

§Led initiative to redesign/streamline packaging with local suppliers that reduced costs of goods by up to 56%. Introduced VMI and dual language labeling which reduced inventories by almost half for industrial and consumer businesses.

§Spearheaded and implemented SAP for the Henkel Loctite business in Brazil and Argentina, a first for the Loctite business. Also established EDI connectivity with major suppliers and customer to deliver and receive materials J.I.T.

§Prepared and implemented logistic strategies for the total Henkel business in Brazil. Outsourced all non-core warehousing/logistics operations. Remodeled supply chain for Cosmetics business, outsourcing all non-core operations.

1988 - 1993

Process Engineer

Loctite Ireland Ltd.

In this hands-on role, responsible for the process engineering, technical support, and development of the bulk adhesive production operations that supported $300M in Loctite business. Increased yield conversion from 77% to 95%; attained annualized material savings of over $1.5M; essentially eliminated all process scrap; and reduced lead times from 10 working days to 1 for finished adhesive. Participated on the team that successfully implemented one of Europe’s first ISO9000 and QS9000 (1991).