Charged with identifying and developing new strategies to optimize our supply chain and distribution network.Lead a team of logistics professionals, located in the US and Asia, in our pursuit of creating and flawlessly executing an innovative, agile, and effective distribution network. This team includes facility managers, customs specialists, and transportation supervisors.Created the ability for the company to serve customers directly from Asian distribution centers and individual factories. This network serves customers in the US, Asia, and Europe.Manage six warehouses overseas, located in China, Hong Kong, Japan, and Thailand, as well as temporary contractors in the US. Customer service levels are higher from these facilities than any other facility in the Carter's network - on-time performance is greater than 99%.Installed Manhattan Associates' warehouse management systems in each of these facilities. Also led the EDI integration of two warehouses' existing WMS with ours.Have led this organization through annual double-digit growth.Manage a 9-million dollar operating budget, as well as several million dollars of ocean and air transportation costs. Consistently outperform budget expectations.This network saves more than $4 million, annually, over the cost of traditional distribution models.

Developed international transportation network from scratch, as we transitioned from being a domestic manufacturer to an importer.Developed basic transportation management system to coordinate freight movement through the initial growth period of this program.Responsible for flawless execution of customs import processing.Built a network that enjoyed triple-digit growth over the span of four years. Implemented controls to allow this growth without experiencing any service failures.Analyzed and negotiated service contracts with multiple ocean and air freight providers.Authored reporting tools that allowed all levels of colleagues, from distribution center staffs to senior management, to accurately see the status of anything from entire marketing programs to individual SKUs.

Re-engineered distribution center workflow and design to achieve more than $600,000 of annual cost reductions, while at the same time, reducing throughput time by 90%.Mentored and developed staff of engineering technicians and trainers to the point that nearly all of them were ultimately promoted into management positions.

Led a team of 7 engineers and technicians, overseeing five facilities in a completely vertical manufacturing operation.Installed lean manufacturing techniques in all facilities, reducing inventory and throughput time by 80%.