|
|
|
|
| Desired Industry: Management |
SpiderID: 4958 |
| Desired Job Location: San Francisco, California |
Date Posted: 1/18/2006 |
| Type of Position: Full-Time Permanent |
Availability Date: 02/30/2006 |
| Desired Wage: 125000 |
|
|
U.S. Work Authorization: Yes |
| Job Level: Executive (President, VP, CEO) |
Willing to Travel: Yes, 25-50% |
| Highest Degree Attained: MBA |
Willing to Relocate: Yes |
Objective:
International Logistics / Supply Chain / Inventory Management
Impressive twenty-year career delivering value and growth to global
retail, manufacturing and production companies. Consistent track
record of implementing strategic initiatives that increase
operational efficiencies, reduce inventory costs, support brand
management, enhance internal controls and improve financial
performance.
Experience:
GAP, INC, San Francisco, CA 1998-present
SENIOR DIRECTOR - International Logistics Operations
(2002-present)
Manage and direct global logistics operations, including
infrastructure and capacity planning in support of sourcing
activities. Oversee $300 million supply chain and transportation-
related services for 50+ sourcing countries feeding 14 distribution
centers. Develop and implement short-term initiatives that improve
supply chain efficiency and processes for global network operations-
primarily air and ocean freight coordination into North American and
European distribution centers. Impact: Improved global inbound
service reliability (on-time delivery performance) for shipments
delivered through global network and air/ocean transportation modes.
Also mitigating major sourcing risks for $7 billion sourcing spend
through completion of global risk assessment and implementation of
risk mitigation strategies.
* Originated strategic plan and led planning team to significantly
compress delivery lead times for air and ocean services. Efforts
resulted in shortening average air cycle time by approximately 50%
and ocean cycle time by 10%, and upgraded service reliability from
83% to 93% within 12 months. Air shipments costs also decreased 10%
and estimated long-term savings for inventory cost reductions are $10-
$12 million.
* Developed global risk assessment for key sourcing countries that
includes risk mitigation strategies to minimize related risks for all
primary origin and inbound destination air and ocean ports and rail
lanes (US, Canada, UK and Japan). Risk assessment covers five-year
planning horizon and educates sourcing teams on anticipated
challenges to support development of contingency plans to protect $7
billion in annual sourcing spend.
DISTRIBUTION BRAND DIRECTOR - Outlet Brand (2000-2002)
Executed strategic and tactical planning in collaboration with
business stakeholders to boost customer service and satisfaction for
Outlet Brand. Formulated supply chain initiatives and service
agreements between Outlet Brand and Logistics division to streamline
allocations and product flow to outlet stores. Impact: Established
cost-effective inventory and capacity management system, which
reduced distribution center inventory 35% and increased inventory
capacity 37%.
* Executed tactical plans, including allocation strategy,
distribution alignment, and inventory management to improve
operational efficiencies and increase business growth. Achieved 35%
reduction in excess inventory reduced distribution center variable
cost-per-unit 18%, and enhanced customer service to stores 27%.
DIRECTOR - Third-Party Logistics Strategic Planning and Operations
(1998-2000)
Established third-party logistics relationships and managed
facilities operated by third-party logistic companies. Handled
contract negotiations and developed ongoing partnerships to
adequately serve growing capacity needs. Impact: Protected $40
million of company assets by proactively executing internal migration
of two cross-dock facilities.
* Qualified third-party logistics providers and established
external network of storage and processing centers to sustain
excessive inventory levels. Within six weeks, full operational
startup and product integration was completed and special-handling
processing capacity increased 125%.
* Utilized contingency planning to organize and manage internal
migration of existing cross-dock facilities at risk of closing;
project saved company $2 million annually.
GLOBAL DISTRIBUTION MANAGER, Nike Retail Services,
Beaverton, OR 1996-1998
Developed new distribution centers and assembled team of experts to
provide logistics services, transportation, distribution, and
customer service support for new and existing retail stores,
including Niketowns and outlet stores. Impact: Put into operation
global supply chain strategies, including third-party logistics
partnerships to support retail store expansion and new store
operations in US, Canada, Europe, and Pacific-Asian regions.
* Niketown and outlets stores experienced rapid growth ($400 to
$700 million annually) over three years; operational performance of
distribution centers excelled with a 99.8% order-fulfillment rate.
* Overall service efficiency and cost optimization in support of
stores added $500,000 to company's bottom line.
DIRECTOR OF FINANCE & OPERATIONS, Broadway Stores, Inc.,
Newport Beach, CA 1995-1996
Accountable for financial and operational performance for 12
regional retail stores with annual sales exceeding $300 million.
Controlled profit and loss (P&L) performance and instituted
operational and profitability initiatives to reduce bad debt, improve
inventory and cash management, and monitor shipment processing
efficiencies.
* Contributed to company's movement from potential bankruptcy
status by applying fraud prevention controls, cash office processes,
effective labor planning, and stringent cost-control measures.
Company met key performance standards for labor productivity and
inventory levels.
SENIOR BUSINESS PLANNER / OPERATIONS MANAGER, Pepsico Food Systems,
Dallas, TX 1991-1995
Controlled $30 million capital budget and funded development and
acquisition of new distribution centers, facility expansions,
transportation fleet, material-handling equipment, and information
technology. Prepared strategic business plans to support acquisition
of restaurant services business and assumed operational management
responsibilities; grew business to profitability in just two years.
OPERATIONS/GROUP FINANCIAL ANALYST
Northern Telecom & Bell Northern Research, Richardson, TX
1988-1991
SENIOR INDUSTRIAL ENGINEER
LTV Aerospace & Defense, Grand Prairie, TX 1986-1988
MANAGEMENT CONSULTANT
LWFW Group, Inc., Dallas, TX 1984-1986
Education:
MBA in International Business,
University of Dallas, Irving, TX
BS in Industrial and Management Engineering,
University of Iowa,
Iowa City, IA
Skills:
* Process Improvement
* Labor Planning
* Vendor Relations
* Forecasting Requirements
* Systems Integration
* Brand Management
* Environment Issues
* Global Retail Operations
* Contract Negotiations
* Product Development
* Marketing Research
* Network Efficiency
* Customer Service & Support
* Risk Management
* Resource Optimization
Candidate Contact Information:
|
|
|
|
|