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| TILIA COMPANY – San Francisco, California |
1999–2004 |
Recruited by President of this award-winning global manufacturer and distributor of innovative kitchen products,
notably FOODSAVER Vacuum Packing System, to rapidly increase distribution capacity, global
vacuum bag and machine production, and synchronize customer demands and production rates to
manage global inventories to facilitate explosive growth from $50M to $200M annually.
Vice President of Operations & Company Officer
Key Accomplishment:
- Enabled sales growth from $50M to $200M annually over four years by providing inventory, logistics, and operational infrastructure to expand customer base from Infomercial and Costco to all national warehouse clubs and major retail chains.
- Saved $1.2M during 200% sales growth while improving service levels to 99.9% by outsourcing distribution to warehouse clubs and managing accelerated penetration of national retail accounts in-house in larger, more efficiently designed production and shipping facility.
- Added 40% warehouse space and hired 60% temporary workers in additional shifts to implement sales growth, achieve 15% reduction in production and shipping costs, and meet demands of national accounts.
- Improved inventory turns 50% and saved $275,000 through continuous process improvements in inventory planning and purchasing.
- Saved $600,000 in positive PPV and $400,000 in freight costs while reducing cycle time from 3.5 months to 3 weeks by contract with and startup of a US vacuum bag supplier.
- Enhanced customer satisfaction levels 13% by improving on-time shipments of new products, reducing $200,000 in old product obsolescence costs and inventory by 30 days, through faster transition to new products by establishing cross-functional product transition team.
- Saved $500,000 annually in kitting costs of high-volume end items, and reduced days in inventory 22%, through vendor-managed inventories (VMI) of components and kitting production in Far East factories.
- Reduced supply chain costs $2.2M and shipping-in-transit time 36% through implementation of best-of-breed specialty 3PLs and profitable rate negotiations with freight carriers.
- Established cost controls with each direct report that resulted in annual savings of $730,000 (includes positive PPV from US bags) and inbound freight savings of 15%.
- Positioned Operations for integration with Jarden and consolidation of operations, HR, customer service, and engineering functions with other Jarden divisions, primarily Sunbeam.
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| HI-TEC SPORTS – Modesto, California |
1996–1999 |
Invited by President of $185M global manufacturer and distributor of outdoor footwear to lead operational transformation effort that included sales planning, customer service, inventory management, distribution and freight management, facilities, procurement, and IT.
Director of Operations
Oversaw $3M budget with responsibility for forecasting and setting shoe production levels in US, China, and Taiwan. During tenure with company, improved customer service process and service levels, order entry and invoicing accuracy and timeliness, in-house telephone sales volume, and collections. Streamlined order-picking process by implementing wave-picking process. Established LTL, TL, and small package freight bidding and contract process. Supervised 38-member forecast, planning, customer service, IT, and warehouse staff with $50M revenue flow responsibility.
Key Accomplishment:
- Led $10M increase in sales, $4M of which was direct result of operational improvements.
- Completed stalled implementation of business applications software that brought revenue cycle back under control while saving $75,000 on renegotiated software vendor invoices.
- Increased on-time shipping performance to 98%, improved inventory turns 50%, and achieved 50% reduction in order-fulfillment time from 10-day window to 5-day window by introducing enterprise and supply chain systems and establishing Merchandising Department.
- Saved $230,000 annually, eliminated $300,000 exposure of excess inventory, and reduced need for pipeline inventory 50% by negotiating volume shoebox program with new vendor.
- Reduced order-processing costs 25% and facilitated daily fill-in orders that added 5% to sales volume through new EDI software.
- Negotiated waiver of software re-licensing fee and upgraded systems for Y2K compliance at 41% reduction from original quote and 50% ROI.
- Performed Director of Far East Production functions for 10 months, in addition to own responsibilities, while new director was recruited. Traveled to Taiwan and China to resolve quality and production problems; managed factory chargebacks.
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| ROCKPORT COMPANY – Marlboro, Massachusetts |
1986–1995 |
Now a brand within Reebok. Promoted by SVP of Global Manufacturing to plan and place factory orders, establish production/material flow-through procedures with 30 new contract factories to open in 13 countries, and represent manufacturing function in all strategic business decisions and committees. Performed 20% travel to Europe, South America, and the Far East.
Director of Production Control and Procurement
Established performance measures and facilitated sourcing decisions and factory negotiations within Europe, South America, and Far East factories resulting in improved delivery reliability and reduced cost-per-pair for dress and casual footwear. Managed capacity and blanket buys in eight key tanneries and dozens of other key suppliers. Presented factory performance and process improvements to 30+ managers at all Global Manufacturing Conferences. Managed and led 20-member team in purchase and tracking of more than $240M in factory and supplier purchases.
Key Accomplishment:
- Reduced days in inventory 21% while expanding supply chain management and tracking from 16 factories in 3 countries to 43 factories in 13 countries.
- Managed material purchases for Slovenia, Bosnia, Croatia, and Hungary factories to take advantage of low costs and high-quality workmanship.
- Implemented CAMP requirements-planning system resulting in 20% productivity increase and 10% customer service increase.
- Improved on-time shipment against sales order to 98% and reduced days in inventory 21% through implementation of vendor-managed inventories.
- Initially recruited as Senior Manager to expand contract production and supplier capacity in anticipation of rapid growth from $60M to $350M in annual sales.
Prior positions as Production Planning/Material Control Managerfor AMERICAN
TOURISTER, General Supervisor of Material Control and Production for POLAROID,
and Senior Manager of Forecasting for APOLLO COMPUTER (HEWLETT PACKARD).
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