Directed logistics support functions at national retailer doing $1,000,000,000 in sales at over 1,000 stores plus telesales and ecommerce, with 9 distribution centers and network of third party delivery agents. Directed allocation and distribution to over 1,000 stores. Automated replenishment process, doubling sales of bedding accessories (pillows, sheets, etc.), improving inventory turn, and with no increase in transportation costs.Implemented Salesforce CRM and led a team that identified and resolved disruptions in the supply chain centrally across 9 distribution centers. Last year preserved the original delivery date on $36,000,000 of sales. Directed scheduling of incoming receiving in all facilities working with Planners, Operations and Suppliers.Coordinated and managed introduction of new products and floor samples to over 1,000 stores.Directed liquidation of discontinued and distressed inventory.Directed internal call center (138,000 calls) to assist Sales and Customer Service with inventory and delivery availability for customers.Spearheaded change management leading cross-functional teams to design and implement systems and processes throughout the supply chain. Reduced head count 23% across support departments as sales increased 28%.

Managed demand planning and purchasing, to include for third party delivery. Maintained inventory levels within budget, and sustained service levels to be in stock on best sellers and promotional merchandise.Developed analytics forROI for introduction of new products,Spearheaded change management and integration for Sleepy’s acquisition of 1800Mattress.

Directed planning and purchasing, to include for third party delivery. Inventory turned 29 times and 75% of orders were delivered the same day or next day. Directed analysis of sales and margins by product category/supplier/SKU to impact P & L.Directed inventory control.Directed inventory accounting and general ledger reconcilement.Designed and implemented systems and processes for inventory control and point of sales.

Directed inventory control, accounts payable, loss prevention and internal audit.Reduced inventory shrink from 1.1% to 0.1% of sales.Eliminated year end physical inventory through cycle counts.Increased cash discounts taken from .2% to .8% of purchases.Implemented EDI, and reduced A/P head count 63%.Acquisitions integration of systems and processes plus reporting during transition.

Directed Internal Audit Department professional staff of 8 auditors.Inventory shrink, receivables charge-offs, and cash shortages combined were less than 0.1% of sales.Designed and implemented systems for point of sale, inventory control and accounts receivable.Acquisitions integration of systems and processes plus reporting during transition.