SUPPLY CHAIN LEADER Highly accomplished Leader and Supply Chain Professional successful in building high performing teams across manufacturing, distribution and retail channels. Skilled in developing best-in-class supply chain networks and establishing operational excellence with spending responsibility up to $2.5 billion. A strategic visionary with a consistent successful track record of leading companies to business expansion, sales growth, operational efficiency, and significantly increased profitability. Extensive experience in end-to-end supply chain operations, turnarounds, procurement, inventory management, cost reductions, distribution, project management and integrations of companies under corporate umbrella.
CATEGORY MANAGER May 2011 to CurrentDAS COMPANIES, INC － Manheim, Pennsylvania
Responsible for driving top and bottom line within assigned categories, product development, market trend analysis, inventory forecasts and turns, SKU rationalization, vendor negotiations and management, product promotion and advertisement strategies, managing product life cycle management, packaging content, marketing, category reviews, product pricing, margin analysis, technology and innovation trends.
Increased Digital Imaging Year over Year revenue by $966K and profit by $389K, 34.4% and 45% respectfully by developing and sourcing in Asia a private label DashCam.
Satellite TV and Radio category increased year over year revenue $1.18M (44.6%) and profit $350K (31.8%) by increasing SKU placement and initiating relevant and timely promotions within the retail customers.
Batteries and Chargers category increased revenue $677K (518%) and profit $224.7K (522%) from 2011 to 2014 by introducing new technology products and negotiating enhanced vendor programs.
SENIOR INVENTORY ANALYST January 2006 to January 2009CIRCUIT CITY － Richmond, Virginia
Managed and mentored five inventory analysts and $375 million in annual spending for the core mobile business group.
Created annual and monthly open-to-buy (OTB) budgets.
Responsible for Sales and Operational Planning (S&OP), Demand Planning, Promotional Planning, and vendor relations and negotiations.
Selected Highlights Reduced mobile head unit inventory by $3 million through pricing initiatives, sales planning and program management, thereby increasing cash flow while keeping gross margin within budgeted levels.
GREENE Page 2 email@example.com Increased turns from 5 to 7 (40%) in mobile audio by focusing on four key areas: Demand forecasting and replenishment; end of life planning and product transitions; sales and promotional planning; and results monitoring.
Eliminated $5 million from sound category with two major vendors by establishing CFAR processes that reduced demand variation and the bullwhip effect while leveling vendor production forecasts.
SALES MANAGER January 2002 to January 2006GMAC MORTGAGE － Richmond, Virginia
Developed new business through soliciting various sources, builders, real estate brokers, and realtors.
Grew business through recruiting, hiring, and training loan officers.
Selected Highlights Full P&L responsibility for the branch Increased sales by $10 million in first-year revenues GMAC Top 25 (at national level) in generating builder business.
MANAGER January 1992 to January 2001OWENS & MINOR, INC － Richmond, Virginia
SPECIAL PROJECTS - OPERATIONS Monitored divisional financial and operational performance, identifying and implementing expense reduction opportunities, division operations turn-around, process enhancements and implementing work flow changes to improve efficiencies through the development of best practices, project management for facility startups, closing and moves, OSHA compliance, and IT system conversions, warehouse design, capacity and configurations and MHE review and utilization.
Selected Highlights Performed division operational analysis and designed and implemented process changes which reduced operational expense by over $2 million.
Developed OSHA training manual and implemented operations safety training to 54 facilities nationally.
Reduced inventory in the Indianapolis division by 23.6% ($2.6 million) through strategic initiatives.
Relocated multiple distribution facilities resulting in movement of over 2 million units without interruption of shipment to customers.
MANAGER OF CORPORATE INVENTORY and PRICING Leadership role for two corporate departments having $380 million in inventory and $2.5 billion in annual spending that consisted of four direct and 90 indirect employees.
Negotiated vendor programs and terms; audited processes in purchasing and inventory management from order entry through receiving; negotiated strategic buying opportunities with vendors; financial reconciliation of year-end inventories.
Selected Highlights Seamlessly assimilated 3 acquisitions, ranging in size from $980 million to $5 million, into corporate headquarters over a 5-year period.
Developed and implemented system reporting reducing the corporate item database by 50% resulting in $1 million annual savings in IT processing costs.
Increased off contract purchase profits by 50% through strategic sourcing initiatives.
INVENTORY COST ACCOUNTANT II January 1983 to January 1992PHILIP MORRIS USA － Charlotte, North Carolina
Bachelor of Business AdministrationUniversity of Kentucky