• Fostered collaborative planning effort between Sales and Operations that drove inventory in support of accelerated penetration of national retail accounts while improving customer service by 13%, improving inventory turns by 50%, and reducing obsolescence by $200,000. For more information, click here.
  
  
• Assured ability and readiness to meet strategic plan through constant staff training and development and by managing relationships with customer logistics staff, factories, suppliers, and third party service providers. For more information, click here.
  
  
• Focused development of staff and service providers, formal performance evaluation process, reorganization, and recruiting to enable three years of continual improvement in Operations function.

• Saved $500,000 annually through negotiation of Far East kitting, reducing days in inventory 22% through implementation of Vendor Managed Inventories. For more information, click here.
  
  
• Established Cost Controls that resulted in annual savings of $730,000 and inbound freight savings of 15%. For more information, click here.
  
  
• Completed stalled implementation of business applications software, brought revenue cycle back under control, and saved $75,000 by negotiating 50% payment on inflated software company invoices.

• Saved $600,000 in positive PPV and $400,000 in freight while reducing cycle time from 3.5 months to 3 weeks. For more information, click here.
  
  
• Reduced supply chain costs by $2.2M in anticipation of downward price pressure and reduced shipping in-transit time by 36%. For more information, click here.
  
  
• Negotiated volume shoebox program with new supplier that saved $230,000 annually, eliminated exposure of $300,000 in excess consignment box inventory, and reduced need for pipeline inventory of boxes by 50%.

• Improved inventory turns 50% by overseeing successful implementation of MRP software system and planning and scheduling modules, while laying groundwork for SAP implementation and saving $275,000. For more information, click here.
  
  
• Facilitated transition from budget-based strategic planning process to a strategic planning process that was integrated first with operations plan, then budget. Held quarterly operations plan reviews to track performance and activate contingency plans when necessary.

• Reduced days in inventory by 21% while expanding supply chain management and tracking from 16 factories in three countries to 43 factories in 13 countries. For more information, click here.
  
  
• Assumed added role of Director of Production for ten-month period, including travel to Far East to resolve quality and delivery problems that were impacting sales by approximately 10%, and negotiating factory acceptance of $300,000 in chargebacks for defective production.

• Negotiated waiver of software re-licensing fee and upgraded existing systems required for Y2K compliance at 41% reduction from original quote and 50% ROI. For more information, click here.

• Saved $1.2M annually servicing 200% sales growth while achieving 99% service levels to national warehouse clubs. For more information, click here.

• Forged cross-functional agreements for SAP business applications software project regarding: product numbering and structure; BOM, SOP, and 3PL integration structures; integrated testing process; and contingency actions to mitigate effects of late availability of full data loads for testing.
  
  
• Established Merchandising function and improved sales order-fill rates by 20%, reduced order fulfillment window by 50%, and improved inventory turns by 50%.
  
  
• Sourced new EDI software and established top 50 retail accounts to reduce order-processing costs by 25% and facilitated daily fill-in orders that added 5% sales volume.