Andrew Walters Email and Phone Number

Developing the Category Management disciplines for BOX partners so they can expand their assortment in a methodical, logical way that adds value to our customers.

Leading the new BOX Partners ownership group on setting strategic vision and team execution on sourcing, inventory disciplines and category management as BOX looks to capitalize in the high growth market of packaging.

Leading and transforming a diverse procurement group to support a dynamic, fast pace, high growth organization. Key areas of focus include setting strategic vision in merchandising, inventory management, merchandising operations with a keen eye on driving process improvements and accountability within the team.

Responsibility for leading Essendant's paper category teams which including Cut Sheet Paper, Towel/Tissue and Napkin as well as Packaging. This $800M+ combined category is strong and showing growth through strategic vision and precision team execution. Leading a dynamic team of 8, execution is critical in these highly competitive categories. By leveraging our expansive supply chain we are uniquely positioned on a multitude of options best suited for our customers needs. Not only can we offer full truckload direct from mill to, but also provide very low cost ways to market including ability to cross dock pallets and offer next day wrap and label service on cartons. However the customer chooses to order we can accommodate their needs.

Along with the Supply Chain Services role, I know have responsibility for the Companies Cut Sheet Paper Category. This $500M category is strong and showing growth through strategic vision and execution. Although an overall shrinking category in the market, the United Stationers paltform provides tremendous value and is a natural fit for suppliers and Mills to grow their business. By leveraging our expansive supply chain we can not only offer full truckload direct from mill to customers, but also provide very low cost ways to market including ability to cross dock pallets and offer next day wrap and label service on cartons and reams. However the customer chooses to order we can accomidate their needs.

Responsible for coordination of the Cost to Serve initative to develop new logistics business models with current suppliers to drive sales growth and optimize/leverage existing resources. Develop innovative and traditional distribution models with suppliers, managing projects from planning through execution, meeting strategic objectives and developing tactical solutions. Champion the initiative across the organization, including all impacted areas in ongoing communications to ensure successful project development and implementation. Major responsibilities include: - Planning and execution of all the projects related to this initiative, providing direction and management to cross-functional teams. This includes responsibility for managing all aspects of multiple, concurrent related projects, with accountability through implementation for project timeliness and success. - Research and develop new logistics business models with current suppliers which drive sales growth and optimize/leverage existing resources and infrastructure. - Develop traditional distribution opportunities by working with suppliers to identify synergies in the supply chain process, including transportation schedules, delivery volumes and inventory alternatives to enhance the vendor relationship while expanding business opportunities with customers. - Provide ongoing communications of project status across the organization, including all areas impacted by current and new process changes. - Manage people, processes, budgets, performance management, compliance activities and associate development.

Core responsibilities include managing over $1.4 billion in category sales including all financial metrics, supplier negotiations, merchandise marketing as well as managing seven direct reports (4 local, 3 in remote office).Category Financial Metrics - Managed initiatives with supply chain team and suppliers to alter stocking strategy at the item level. This in turn increased service levels from 96.5% to 98.3% over the course of 3 months. Inventory turns increased from 7.8 to 8.4 as a result as well. Growth Program Negotiations - Develop and negotiate profitable growth programs with such suppliers as Hewlett-Packard, Canon, Xerox, Samsung, Ricoh, IBM/Infoprint, Epson and Lexmark. These targeted growth programs drive incremental sales to a defined set of resellers encouraging more sales on a set of items from the suppliers. On average these programs deliver an incremental $5-25mm in top line sales during the duration of the program. Process Improvement - Worked with newly hired team to develop processes in which we communicate both internal and external clients so that no matter who was contacted the team was all on the same page. Assemble Team - Hired, trained and manage seven direct reports. The team is operationally sound and has a high focus on improving profitability while growing sensible top line sales and delivering exceptional customer service.

Traditional Office Products January 2007 - July 2010Core responsibilities include managing over $250 million in category sales including all financial metrics, supplier negotiations, merchandise marketing as well as managing a direct report. Supplier Program Negotiations - Currently negotiate over 50 supplier annual contracts netting over $1 million annually in improvements. I was the first CPM at United to "look forward" and negotiate 2 year contracts with suppliers. This forward thinking provides United with long term negotiation leverage due to timing of catalog product selection.Category Financial Metrics - Directed initiatives with suppliers and inventory team to reduce lead times and stocking strategy to help increase inventory turns in key categories from 3.5 to 4.8 without impacting service levels. Identified and implemented tactics in historically declining GMROI in my largest category to turn positive. Tactics include increase in line value, stocking strategy, lead times and margin. Category GMROI improved from 1.53 to 2.50 over 4 rolling quarters. Category Line Review - Managed, lead and executed line reviews for over $100 million in category sales with an annualized savings over $8 million. These savings include additional revenue from suppliers as well as estimated savings by reducing sku count which will lead to higher inventory turns on remaining items and less of a foot print in our distribution centers. Merchandise Marketing - Collaboratively work with advertising creative team to increase shopping experience in my core categories by incorporating helpful consumer buying guide information as well as strategically placing items on print vehicles and website to help drive sales to higher profitable items. Process Improvement - Collaboratively lead & support category initiatives to drive operational & process improvement efforts throughout supply chain.

Janitorial and SafetyCore responsibilities included $30 million in category sales management, supplier negotiations, sales strategy and inventory management as well as managing direct report. Sales and Earnings Growth - Negotiated new supplier contracts and altered product assortment to achieve 35% sales growth and an annual $1.5 million gain in earnings dollars in the first year.Inventory Management - Re-negotiated existing supplier contracts to include drop shipments for select categories, thus doubling inventory turns from 3 to 6.Product Portfolio - Expanded product portfolio to fill gaps in existing product offering. Growth of overall product assortment by 10% (235 new SKUs).Process Improvement - Initiated and implemented a supply chain process that notified prepaid freight suppliers of shipment shortages which resulted in prompt carrier claims.

Core responsibilities included regional marketing for $20 billion in sales over 20 states, 600 stores and 100 markets. Designed and implemented regional strategic marketing tactics to help grow, and protect store sales. Managed two offices located in Chicago and Dallas which included 16 person production advertising staff with full P&L budget responsibility.Market Sales Growth - Developed hard hitting grand opening marketing strategy which directly leads to beating sales projections by 10-15% consistently. Other divisions, including corporate office adopted this strategy.Market Sales Protection - Developed competitive battle plan strategy which directly minimized projected sales impact of new competition. These comprehensive plans consistently saved 8-12% in projected sales loss.Strategic versioning of corporate print/radio - Worked with divisional product merchants to version corporate catalogs, tabs, direct mail pieces and radio directly reflecting appropriate and timely products and messaging specific to individual market needs.