Jon Garrity Email & Phone Number

Dublin, Ohio, Us

Responsible for leading and optimizing Sarnova's procurement, logistics, transportation and customer service network including Boundtree Medical, EMP, and Tri-anim divisions.

Huntersville, Nc, Us

Leader of Purchasing and Supply Chain functions for this $600MM wholesale distributor of automobile replacement tires. Manage 11 direct reports, a staff of 300 supply chain professionals, 12 distribution centers, a purchasing and an operating budget.• Led supply chain due diligence and integration efforts for 3 acquisitions that more than doubled the company’s revenue and tripled its footprint. Introduced standardized systems, procedures and six sigma methodology, increased customer satisfaction scores, and reduced labor costs.• Planned and opened 2 new distribution centers that utilized barcode scanning, order verification, and VNA racking. The combined facilities occupy a 260,000 sq.ft. footprint, manage 10,000 skus, and distribute 600,000 tires annually.• Improved line fill rate metrics 10% through a JDA Demand Planning System and a DC modernization and rationalization strategy.• Created and implemented corporate Key Performance Indicators (KPI’s) and dashboard for line fill rate, inventory turns, warehouse utilization, safety, labor productivity, and sales and operations planning meetings (S&OP).• Reduced inventory 10%, by leading a post ATD acquisition consolidation initiative.• Reduced transportation costs 10%, while simultaneously providing delivery tracking to customers, through the selection and implementation of Roadnet Routing and Scheduling Software.• Reduced receiving labor costs significantly through LEAN / Six Sigma in12 locations.

Wayne, Pa, Us

Led supply chain function for this $214MM division that manufactured a variety of garden hoses and polymer compounds for healthcare applications. Key duties included production scheduling, demand planning, customer service, distribution, transportation, and supply chain systems. Reported to the Division President, managed 4 direct reports, a team of 65 supply chain professionals and a $8MM operating budget.• Turned around division to profitability ($40MM EBIDTA Delta) through plant realignments, reduction of working capital, and a sku rationalization from 2,000 to 250 active items.• Improved fill rate from 55% to 98%, while reducing inventory 36%, by working closely with major retailers to improve demand forecasting and order processing.• Reduced corporate transportation costs $3.9MM.• Developed S&OP process utilizing key performance indicators (KPIs) that included line fill rate, inventory turns, obsolescent inventory, warehouse utilization, safety, and labor productivity.

Dublin, Oh, Us

Developed and executed the corporate supply chain strategy. Reported to the President, managed 4 direct reports (Directors of Purchasing, Distribution, Customer Service, and Information Technology), and a staff of 100 employees across 4 US locations and a $16MM Operating Budget. • Developed organizational structure and executive management team that integrated 4 acquisitions, with revenues of $100MM, into seamless corporate operations.• Selected and installed a suite of software applications, including Rockysoft Demand Planning, Nortel Symposium Call Center, and Great Plains ERP system.• Improved corporate line fill rate from 60% to 99%, while simultaneously reducing inventory by 27%, through demand planning software, inventory rationalization, and training at the buyer level.

Farmington, Ct, Us

Led supply chain and customer service as well as strategies to increase revenues through the design and execution of innovative sales, marketing and customer service initiatives. Reported to the President & CEO, managed 5 direct reports, a staff of 200 professionals, a $100MM purchasing budget, and a $18MM operating budget.• Returned division to profitability from $6MM loss to $1.6MM profit, with net income of $1MM.• Improved corporate perfect order rate 30%, while providing inventory reduction of $2MM.• Saved $800,000 through a vendor rationalization plan.• Realized annual savings of $500,000, without disruption in service levels.• Reduced inbound customer service inquiries by 25%.• Increased average order size 6% by implementing targeted “up sell and cross sell” processes. • Selected and implemented Avaya call management system and developed strategic plan for computer telephony integration (CTI) and interactive voice response (IVR) technologies.• Member of the executive team that led divestiture of the company to McKesson Corporation.

Mba, Business

Bachelor Of Science (Bs), Business Administration And Management, General