Joe Dunlap

Managing Director, Supply Chain Advisory

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222 2nd Avenue S.
Suite 1800
Nashville, TN 37201

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Joe Dunlap is a Managing Director and leads the Supply Chain Advisory consulting practice. As global head of Supply Chain Advisory, Mr. Dunlap is responsible for supply chain consulting services for Industrial & Logistics clients.

Mr. Dunlap has over 25 years of supply chain experience. He has specialized for more than 15 years in supply chain consulting in functional areas including strategy and business case development, organizational design, demand planning, supply chain network design, transportation analysis, distribution operations and facility design, supply chain execution systems implementations and visibility solutions.

Currently, Mr. Dunlap is the global head of Supply Chain Advisory. He oversees a global team of supply chain professionals, project managers, modelers, data scientists and business analysts to help clients solve business problems where supply chain intersects with real estate.

Prior to joining CBRE, Mr. Dunlap led the strategy practice at Fortna and earlier was a principal in Accenture’s supply chain practice. Prior to that, Joe held several roles across various Siemens business units including Dematic, Siemens Business Services and Siemens One. Earlier in his career Joe held a wide variety of roles at United Parcel Service.

Numerous clients, led supply chain network strategy engagements developing multi and omni-channel network designs for retail, direct-to-consumer, wholesale distributors and manufacturers, answering key questions such as: when the client needed additional capacity, where the facilities should be located and purpose, role and function as well as high-level size of the facilities.
Major distributor, served as PMO lead for a series of complex supply chain projects including new WMS, TMS and distribution center.
Large gas-chemicals firm, led a team to assess current distribution processes, recommend to-be processes, selection and implementation of a WMS to support new business requirements.
ECOM pure-play retailer, led a SKU-deployment strategy determining how to position inventory as the company transitioned from a one-DC network to a multi-DC network.
Parcel carrier, led a customer visibility assessment defining requirements for a parcel visibility solution using market analysis, customer interviews and ship-tests to define a visibility capability maturity model to assist in defining requirements, identify gap, develop systems architecture and blueprint and prioritize the roadmap based on value creation.
Large retail drug chain, led development and implementation of a program to convert inbound transportation to the retailer’s control (analyze vendor inbound freight terms and execute conversion from prepaid to collect, backhaul or allowance).
European aerospace manufacturer, established a supply chain visibility program featuring a common platform for inter-company and inbound shipments using multiple AIDC (automatic identification and data collection). Led the strategy assessment, developed business processes and the business case to institute SAP auto-identification infrastructure to accommodate reading various AIDC on supplier components.
Sporting goods retailer, led a network strategy developing a multi-channel network strategy for both retail and ECOM identifying when additional warehouse capacity was needed, where the next facility should be located and facility purpose, function and high-level size. The recommended option was later implemented creating a 63% IRR and a 2.5 year payback.
High-tech manufacturer, provided WMS (SAP/WM) post implementation support and operational turnaround expertise for a customer’s 3PL location.
Material handling equipment manufacturer, led the concept, design, prototype, pilot and patented new automation solution for source tagging.
Mexican pharmaceutical distributor, led a national network design in Mexico resulting in plans to reduce the network from 14 facilities down to 10.
Global pharmaceutical manufacturer, led a LIMS rationalization strategy, assessment, requirements definition, road map and business case.
South African grocery retailer, led a network strategy effort to determine the best inland network configuration to support growth beyond the existing infrastructure capacity.
Global pharmaceutical manufacturer, led a large program including more than 100 client and third party resources in a serialization and e-pedigree solution deployment across the client’s suppliers, packaging and distribution locations.
Postal company, led the business case, designed and led the pilot implementation of a YMS (yard management system) with RTLS (real-time location system) to track vehicle assets physically on the yard and manage directed moves.
National home goods retailer, led a high-level network design as the company considered going from one to multiple distribution centers. Results led to a robust cash flow analysis and implementation of a 750k sq. ft. facility and a roadmap toward two additional facilities.
Convenience store retailer, served as change management lead overseeing training, organization design, communications and union labor management planning for an AS/RS design / build and implementation.
Power tools manufacturer, led a global supply chain network design considering Asian suppliers and international customers. Resulted in a 1M sq. ft. consolidation in Southeast U.S. and plans for a second facility on the West coast.

Joe Dunlap

Managing Director, Supply Chain Advisory

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