• Oversea team of supply chain professionals responsible for end- to- end supply chain of Footwear, Apparel and Handbags within company's specified standard operating procedures while meeting inventory goals. Proactively work with Brand Directors/ Sales team on Purchasing cycles, Shortages and Inventory transition plans leading to higher service levels and quicker response to customer needs. • Collaborate with Brand team to ensure alignment on priorities and overcome obstacles in successful transition of customer orders to order fulfilment.• Have regular communication with Warehouse/ 3PL to resolve inventory conflicts.• Continue to develop team members to ensure strong engagement, as well as right skills, to successfully meet the changing requirements of supply chain and company. • Utilize and develop technical and process expertise to enhance day to day tasks, reporting and information sharing within the company.• Collaborate with ERP vendor to further enhance systems to ensure tools are utilized to its maximum potential to provide quicker workflow. • Provide expertise in process documentation and analysis; support team in business process improvements, prepare training material, provide coaching and training to department and cross functional teams as needed.Key Accomplishments:• Efficiently managed transition of new brands e.g.: Reebok, Gant, Teva, Rockport and Reef by onboarding suppliers. • Successfully managed inventory transition between Suppliers, Trend WHs, 3PLs for Demand/ Capacity planning.• Implemented process to manage freight, utilizing Freight Forwarder portal, which resulted in real time information sharing by 98%. • Implemented multiple reports such as In-Transit inventory, past due receiving for senior management team for KPIs.•Collaborated with Supplier partners on Bilingual requirements for product/ packing and successfully implemented.

• Accountable for outbound schedules & direct shipments (flow of product) from Distribution Centers to CTC Net work of stores and for inbound schedules from Domestic vendors to the Distribution Centers.• Primarily responsible for delivering daily high quality executable operational plans for Transportation and Distribution, meeting lowest cost/ highest service level metrics within the daily “critical path” timeframe.• Successfully delivered high quality executable plans during a network transition where one Distribution Center was decommissioned and another became operational.• Operational SME- key contact with the management team, provided support during operational issues, prioritized critical tasks, realigned resources and provided coaching and training. • Contributed to the growth and development of LEAN culture by jointly leading the first project utilizing LEAN methodology and subsequently participated in other such projects. Key Accomplishments:• Increased ~ 220 JDA cube/load YoY among 240 vendors by successfully designing & implementing Vendor Shipping Group Day template.• Presented Vendor Shipping Group Day template to senior management at OPC Forum as a Continues Improvement success story. (I was the only associate presenter among all other Managers/TL presenters and was recognized by AVPs for my initiative). • Achieved management High 5 award- Oct.2017. • Streamlined inbound pre- tender process, presented training material to stakeholders on changes to the business process.

• Managed optimal product flow strategies based on vendor, distribution & transport capacities while successfully meeting order management service levels (OMSL) of +90.0%.• Performed detail analysis to develop & implement action plans to solve product flow issues for critical, high profile SKUs to increase OMSL (order management service level).• Product Flow SME- advised cross functional teams on best action plans, managed entire process from determining the optimal action plan to executing the product flow. • Improved earnings growth by managing supply chain costs & productivity - collaborated with cross functional stakeholders to resolve capacity & OMSL issues to drive results while reducing outbound expediting costs.• Jointly managed analysis, design, and support to implementation of JDA Appointment module where carriers could book appointments directly on JDA portal. Key Accomplishments:• Successfully planned & managed the flow of a high profile deal SKU from the vendor to DC to stores- 15K units, POS - $4.6MM, - corporate record of highest POS sales for a single SKU on a deal.• Achieved +90% OMSL (order management service level) by successfully managing the flow of Christmas Confectionary deal products via a new channel.• Achieved OMSL on 3 high profile deals, 97.37%, 99.67% 97.70%, by successfully managing optimal product flow strategies. • Streamlined inbound pre- tender process, presented training material to stakeholders on changes to the business process.

• Accountable for outbound schedules & direct shipments (flow of product) from Distribution Centers to CTC Net work of stores and for inbound schedules from Domestic vendors to the Distribution Centers.• Primarily responsible for delivering daily high quality executable operational plans for Transportation and Distribution, meeting lowest cost/ highest service level metrics within the daily “critical path” timeframe.• Successfully delivered high quality executable plans during a network transition where one Distribution Center was decommissioned and another became operational.• Operational SME- key contact with the management team, provided support during operational issues, prioritized critical tasks, realigned resources and provided coaching and training. • Contributed to the growth and development of LEAN culture by jointly leading the first project utilizing LEAN methodology and subsequently participated in other such projects. Key Accomplishments:• Increased ~ 220 JDA cube/load YoY among 240 vendors by successfully designing & implementing Vendor Shipping Group Day template.• Presented Vendor Shipping Group Day template to senior management at OPC Forum as a Continues Improvement success story. (I was the only associate presenter among all other Managers/TL presenters and was recognized by AVPs for my initiative). • Achieved management High 5 award- Oct.2017. • Streamlined inbound pre- tender process, presented training material to stakeholders on changes to the business process.

• Managed annual forecasting and replenishment into Canadian Tire's Distribution Centers for a variety of businesses including light bulbs, batteries & flashlights, backup power & generators and personal care products ~$115Million in annual COGS shipments.• Accountable to deliver forecasting and replenishment results- (Order management service level, Inventory turns, Excess levels etc) in support of operational and financial goals. • Executed inventory transition plans by reviewing time lines on major changeovers, raising potential problems and conducting monthly progress reviews. • Took a leadership role during weekly CBM (Buying) team meetings, reported on KPIs, collaborated on promotional goals, disposition strategies on unproductive/excess inventory and recommended solutions to supply issues.• Negotiated with vendors for shorter lead times and lower minimum order quantities to support shipment and inventory turns objectives.Key Accomplishments: • Reduced excess by $3.3MM - Personal Care category in 6months.• Developed reporting system for promotional SKUs for Personal Care vendors. • Complied and Presented Promo In Stock Report - DLM/AVP Meetings.• Developed and Presented Best Practice series - new SCA training.