Deborah Schroeder, Cpf Email & Phone Number

Bridgewater, New Jersey, United States

• Lead compliance team and align goals with overall SCM Goals, execute toward achievement of goals• Support cross functional compliance initiatives and activities and solution for corrective action• Compliance budget development and approval from Executive committee, monthly forecast and accrual discussions with finance and sales• Evaluate existing processes for data collection, dissemination, root cause analysis, validation, dispute, and reporting• Consistent and accurate monthly reporting at department level to sales and Executive Committee• Sub Process lead supporting global S4 Hana implementation in all phases of the project• Primary liaison with IT to leverage new software, systems, applications, partner with IT to support the needs of OMG and vendor compliance• Evaluate existing business processes and requirements within OMG, vendor compliance, and other cross-functional processes understanding current state, challenges and gather input• Identify areas of opportunity for improvement; formulate detailed plan and document current state to future state for communication, training, and implementation• Oversee process implementation through interfacing with IT and end-users, conducting training, ensuring alignment and collaboration• Support development, building, and deployment of tools and technical solutions for OMG and compliance including AATP, allocation functionality, vendor compliance data and reporting, master data• Conduct ongoing analyses of processes to monitor effectiveness, perform re-evaluation, and make adjustment as needed; manage continuous improvement activities through team members and by leading discussions across the division and business units• Establish, update, and communicate department procedures and policies; create and maintain standardized process documents• Provide regular updates to Senior Leadership on progress, actions, and challenges; attend and actively participate in strategy meetings

Bridgewater, Nj

The demand planning manager is responsible for managing sku/model level planning and analysis to ensure Key Office Superstore customers inventory needs are met. I work closely with the customers inventory planners to accurately forecast our inventory needs for a 6 month period. I analyze key item trends and seasonality, adjusting forecasts as needed to support the plans. Identify any risk and communicate them to the team and ensure the plans can be supported.Accomplishments include:Recognized for collaboration and sharing knowledge with other departments to help them understand our business better. I co-facilitated a forecasting class for marketing and business development teams.

Union Nj

I was responsible for the planning process fro multiple buyers across 2 divisions, open to buy, and inventory management. I am accountable to delivering sales, gross margin, and inventory turn objectives in conjunction with the merchants. My merchandise responsibilities include both domestic and imported, branded and private label categories. I worked closely with the merchants to develop initial buys, replenishment quantities, new item plans and feasibility based on historical data and current trends. Accomplishments include:Training, developing, and promoting my assistant planner to PlannerCut aged inventory in food by $420kImproved purchase markup by 130 basis points over LYIncreased Gross Margin year over year by 120 basis points or $1M Reduced seasonal carryover in dinnerware by $100kReduced aged inventory in dinnerware and glassware to less than 5% of total inventoryGrew productivity per 4 foot section by $50

Totowa, Nj

I coordinated and lead the planning team to ensure appropriate inventory and sales plans across all stores within the Mandee division.My responsibilities included developing and implementing transfer, consolidation, and liquidation strategies. In conjunction with IT, we developed reporting that streamlined the store analysis process.

New York, Ny

I was promoted to Director of Gross Margin Planning from District Planner.I was responsible for coordinating the planning process and providing support to the merchants and planners on sales and gross margin components. My responsibilities included submitting an accurate forecast to finance which was used to make budget decisions and drive EBIT. I developed and published reporting that assisted the team in identifying opportunities for improvement in gross margin. This included vendor charge backs as a percentage of cost purchases, cost reductions, OCS analysis, and other ad-hoc reporting. Accomplishments include:Driving sales +5.2% or +$53.3M and EBIT +11.4% or +21.2MI created detailed recap of OCS charges and monthly usage rates to help forecast future allocationsI provided merchants with data that was previously not available showing potential opportunities for additional collection and increased GMTrained all new merchants and planners on the components of gross margin, it's calculation, and how to improve

New York, Ny

District Planner Men's Herald Square Annual Sales Volume $177M.My responsibilities included driving sales, margin, and turn through rigorous analysis of the business and identifying localized opportunities. I conducted in-depth weekly business reviews; identified specific opportunities using sales/stock relationships, under performance, highly penetrated businesses and recommended actions to be taken. In depth floor walks were conducted twice a week to obtain feedback and better understand the needs of the customer. I influenced the vendor matrix by door, and made recommendations for assortment and allocation changes suitable for my district. As a district planner I built the bottoms up store level plans, and analyzed space productivity of 134k square feet of selling space with an annual sales volume of $176M. Spacing recommendations were then made to senior store management that will increase productivity and margin. I interacted with carious levels and segments of the organization; buying, planning, store line, operations, and visual.My accomplishments included:Drove total sales +16% to planDrove Collections business +8.7% to plan or +$4.1M, increased penetration from 28.4% to 28.9%, and improved Gross Margin from 43.85% to 44.04%Grew Sportswear +2.2% or +$456k, increased penetration from 11.6% to 12.3%, improved gross margin from 45.02% to 46.31%Drove Men's shoes +5.2% to plan or +$781kRecognized for leadership and achievement of superior results throughout the year and inducted into the Macy's Star AcademySelected to have members o the executive development program shadow me for a day to learn about the role of district planner

Clifton, Nj

Senior Divisional Business Planning Manager Direct responsibility for Annual sales volume $400 M .Responsible for merchandise financial planning and business management to ensure financial goals are met or exceeded.I was responsible for developing the financial plans to the class level in my division and oversaw the coordination of planning functions for 2 other divisions. Once the plans were completed, I was responsible for producing an accurate 90 day forecast inclusive of holiday and marketing shifts, current trend, and any areas of opportunity or liability. I completed ad-hoc reporting for the General Merchandise Manager and elevated any shortfalls to gross margin along with suggestions to recoup the shortfall. I was 1 of 2 Senior managers who were responsible for being the liaison between the Arthur administrator and the end users. We determined the functionality need for the 2009 version of Arthur, verified the formulas, tested the items put into the rebuild, and all automation . We were also the point persons for managing day to day trouble shooting of the system. Accomplishments include:selected as Peer adviser for new employees to help acclimate to the company and as a resource for new hiresRefined curriculum for and taught Financial planning 1&2 course. I developed test exercises and extra class reference materials. I received excellent evaluation scores (average of 4.3) and reacted to specific feedback making modifications to the class.Developed a methodology for evaluating past and future event profitability which was rolled out to all business managers.

Rockaway, Nj

I started as the Planning and Allocation Manager of Special Occasion with an Annual Sales Volume of $72M. Within 6 months I was promoted to Halloween, the largest seasonal area of the company with an annual sales volume of $100M. I developed, forecasted, and managed merchant financial plans down to the class level that met corporate objectives. I collaborated with merchants to develop assortment plans and sku rationalization on over 3000 skus. Responsibilities included: Open to buy management including sales, gross margin, Average unit retail, and cost inventory; developing and executing initial buys and in-season replenishment strategies which resulted in a 9% comp store increase. I partnered with logistics to develop merchandise flow strategies and a DC by-pass process that will enhanced store operations and distribution center workload. I developed reporting to analyze business more efficiently using pivot tables, v-lookups, and multi-functional formulas. I worked closely with vendor community to minimize liability and maximize sales opportunity. I was responsible for the training and development of a planner and business analyst who were promoted to the next level.I was recognized as the Evant Replenishment System point person during roll out of the new system.I was recognized as a future leader of the company and sent to a 4-day negotiation training seminar and 2 day leadership seminar.Increased sales in balloons +9.6% over prior year.Drove total sales +7.8% or +$4.3M while increasing gross margin $1.3M in corporate stores.

New York, Ny

Lauren Account Planner- May Company, AAFES and MarinesAnnual Sales Volume $96.5MI partnered with sales to produce door specific plans and the utilized these to develop 6 month flows by account which met internal and external sales and profit goals. I would adjust and maintain 6 month flows to negotiated plans. I was responsible for maintaining door cluster recap summaries, competitive analysis, vendor margin by door and other ad-hoc reports. I would formulate account specific assortments, north and south, by division that were used as orders in market, and then validate these merchandise assortments rolled up to the 6 month flow dollars. I re-forecasted open to buy in season comparing it to the negotiated plan and the account's projection. This included sales, markdowns, vendor margin, and vendor assistance.I created a basic stock replenishment template that was rolled ot to the planning team for forecasting sales based on weeks of supply.I was able to recover $3.8M in receipts from May company over the prior year.I received the certificate of appreciation for significant contribution of time, talent, and spirit towards effecting change and forging relationships within our community.

New York, Ny

Planner Foundations with Annual Sales Volume $25MI was responsible for the following:-Strategize top line sales, markdowns, gross margin and turn objectives with the buyer-Develop seasonal 6 month flows-Develop vendor/class plans by location rolling to 6 month flow-Key item planning-Develop replenishment assortment plans that fit into the top side financial plans-Forecast and maintain replenishment open to buy-Generate dept, class, vendor, location recaps to identify opportunities and drive sales-Extensive vendor planning including sales, markdowns, receipts, and exit strategies to achieve departmental plan, average stock, and gross margin targetsI exceeded gross margin plan by 11 basis points.

New York, Ny

I started as a Planning Manager Mail Order Men's and throughout my tenure I had with various areas of responsibilities ranging in Annual Sales Volume from $26M-$50M My responsibilities included the following:-Assortment planning through sku rationalization, item count, and color/size offerings-Develop, implement, and maintain department level sales plans, receipt flows, inventory strategies, and fill rates-Develop and implement item level plans for coverage, sales, and overstock disposition-Develop and execute quick response programs for in-season re-buys-Analyse trend opportunity and re-forecast at class and item levels in season-Train and develop Inventory Control Analyst and PlannersMy accomplishments include:-achieveing sweater fill rate of 92% which was 2 pts. above the divisional average.- canceling $634k @cost of committed greige for product , space and yarn.-increased flexibility of vendors and improved lead times to 75-90 days.-Bettering the surplus target by $77k-Improve lead times on the merino and cashmere programs to 75 days-Reduced surplus by $146k through in-season transfers between channels.JCrew implemented the SAP system and I was selected for the SAP End User Training Developer and Trainer. I developed the SAP training materials: student guides, presentations, and quick reference cards. I worked closely with the functional team members for content, process/transaction changes, concerns and status. I was responsible for revising the training materials as necessary.JCrew was developing a business to business strategy, and I was selected to be planning manager of corporate sales where I developed and implemented the policy and procedure. I was the liaison between JCrew and corporate clients, reviewing and approving the requests based on coverage. I maximized turn and fill through cross channel relationships. I worked with marketing to develop promotional strategies and tracking, developing sales recaps and best-seller strategies.

New York, Ny

When Federated and Macy's merged, I moved over to Macy's as a Planner in the Junior division. I started in Junior related separates, Espirit, woven tops, bottoms and Palmettos with an annual sales volume of $30.3M. I was later moved to Junior Dresses: Daytime, social and Better contemporary with an Annual Sales volumeof $34.7M. My responsibilities included the following:-Creating Plans by store, maximizing volume, turn, and gross margin objectives and execute to these plans- Plan and implement basic item replenishment programs-Achieve gross margin objectives through accurate analysis of trends, well-planned allocation of merchandise assortments to each location, timely responses to variances from sales plan and aging parameters- Identify and react to opportunities by region and by store-Establish regular lines of communication with Buyer, Regional Merchandise Manager, Group/Store Managers to ensure they are true partners in building the business, utilizing assets, and capitalizing on local market opportunitiesI increased turn by location by ensuring the right product was in the right place at the right time. I achieved 89.4% vs. the benchmark of 80%, exceeding my goal by 11.8%. I increased better dress business penetration from 12.7% to 18.5% of total Junior Dress business.I received the following awards:Spring 1995 Setting the Standard for Planning Excellence at Federated Department Stores for handling incoming and outgoing communication flawlesslyFall 1995 Setting the Standard for Planning Excellence at Federated Department Stores for Excellence in Store CommunicationFall 1995 Setting the Standard for Planning Excellence at Federated Department Stores for Turn by location

Brooklyn, Ny

After completing the Executive Development Training program, I was placed as an Assistant Buyer in Boy's 8-20, where I became classified in Levi Straus Boy's Denim. After a year and a half, I was promoted to Department manager of Men's Tailored, Outerwear, and Young Men's. I was responsible for a sales staff of 15. My responsibilities included merchandising the selling floor, training my staff on customer service, building a clientele, suggestive selling, and opening store credit cards, all while driving the sales and profit of the department. I was able to grow the Men's Tailored/ Pants business 28% or $692K. I had the #1 increase in the total company. My total area of responsibility grew $900k or 24% from $3.9M to $4.9M. I promoted 3 sales managers to department managers, and cut damages by $40k. Within a year and a half, I was promoted to group department manager of Better and Moderate Sportswear. I was responsible for my own area Better Sportswear while overseeing another Department Manager who was responsible for Moderate Sportswear. I was later moved to Domestics where I was for 2 1/2 years. During this time, I maximized the coordinating comforter business with sales +54% to LY vs. the company +40%. I exceeded my charge solicitation goal, opening 1184 accounts vs. the 1176 goal. During time Abraham & Straus was implementing a planning department. I was offered a position as a planning and distribution analyst for Girl's Sportswear 4-14 with an annual sales volume of $21M. I re-appropriated planned inventory to more productive stores. By building the Brooklyn stores I was able to achieve a 66% increase to LY . I also increased GMROI by 11.3% and increased turn to 2.37 vs. a plan of 2.18 and previous year of 2.08.

Ba, Economics

Activities and Societies: Yearbook Committee, Pi Beta Phi Fraternity for Women, Rush Chair, Panhellenic Council, Social Chair

High School Diploma, College Prep