KMS Inc. has over 40 years of experience in the wholesale and distribution of goods. KMS Inc. buys and sells off price and liquidations and is known to be the largest in the country! KMS Inc. also has proven brands such as Cool Living and Warm Living just to name a few. KMS Inc. offers customers the opportunity to purchase closeouts and special buys with the comfort of a legitimate vendor. KMS Inc. strives to make a difference in the wholesale and distribution industry.

Provided consulting services to public and non-profit organizations in the end to end supply chain disciplines.* Developed the global supply chain organizational structure and governance for a non-profit company* Refined the network design and warehouse automation for a large US consumer goods company * Supporting a start-up company with business strategy and how to go to market

Direct Reports: 9 (Heads of purchasing, operations, engineering, project management, S&OP, logistics, materials management); Total Span of Control: 250 employees; Budget >$100MLead the end to end supply chain activities as a member of the steering committee with responsibilities for S&OP planning, sourcing, manufacturing, engineering, project management (NPD & VAVE) and logistics operations. • Developed a new sourcing strategy and established strategic supplier partnerships to reduce overall direct material spend by 14%, to enhance our quality systems, and to drive innovation to support top line growth. • Created a robust VAVE organization to define and maintain a full funnel of ideas for cost-down, margin expansion, and/or quality enhancements to reduce returns & claims. The team has reduced costs on average by 5% per year of total material spend. • Drove a 13% productivity improvement by initiating “LEAN” within the assembly and distribution operations, while enhancing quality controls and improving the safety of our employees. • Developed a new organizational structure to be more nimble and agile to drive NPD and EPD projects at a faster pace to reduce overall time to market and generate revenue sooner. • Responsible to developing and driving the implementation of our omni-channel presence for both Britax and for our products within our retailers. Within 6 months, we grew sales by over 2% with very high profit margins.• Influenced the organization to create a robust S&OP process that drove sales and marketing planning, financial forecasting, and balanced supply and demand. The new process greatly improved forecast for newly launched items and promotional lifts to reduce inventory by ~25%.• Initiated new organizational programs: early supplier involvement, design for manufacturing, formal DFMEA/PFMEA, structured NPD milestone process, KPI management, and others.

Direct Reports: 8 (Heads of distribution, transportation, materials management, customer service, post sales service, project management); Total Span of Control: 60 (geographically dispersed); Budget $30MLead the end to end supply chain activities as a member of the steering committee with responsibilities for sourcing, manufacturing and logistics operations in China; S&OP oversight, global planning and distribution, customer service and post-sale technical service. • Re-designed and executed new manufacturing and distribution networks to drive operational improvements, increase speed to market, and improve product offerings to increase sales. • Segmented the supply base in China to support product design and innovation, mitigate price inflation, eliminate human capital redundancies, and drive quality improvements. • Designed the distribution network to support global sales growth by establishing a distribution network in Brazil, developing the platform to ship to international markets directly from China, and defining the product flow for e-commerce in Europe. • Restructured the supply chain organization & established an Asian supply and logistics team to create value through streamlined operations (-5%), dramatic improvements to service levels (+10%), and reduction of working capital of over $10M. • Applied new principles to 3rd party contract manufacturers to improve their responsiveness through level load production schedules, establishing WIP targeted inventory programs, and instituting JIT programs for long lead-time components resulting in reductions of lead times by 20%. • Introduced and implemented a robust S&OP process better connecting the leadership of the organization, surfacing critical demand and supply decisions, and aligning our financial and operational forecast projections.

Lead all aspects of supply chain activities in North America, including the management of two (2) contract manufacturers, one (1) 3PL and four (4) owned warehousing operations, and many transportation providers. Responsible for the success and management of all product launches manufactured in the US.

Full responsibility for supply chain planning, warehousing, and distribution activities in the US for the Reynolds Food Packaging (RFP) BU. Responsible for $46 million dollars of spend for warehousing and transportation services ($30M freight, $10M factory warehouse, and $6M external warehouse spend). The warehousing network consists of factory warehouses, public warehouses, and third party managed distribution centers.

Direct approximately 40 hourly and professional staff in production planning and scheduling, purchasing, procurement, customer service, warehousing and distribution. Led the implementation of lean manufacturing into two (2) thermoforming plants and warehouses.

A small investment and management group acquired organization in 2000 thereby eliminating my position.Senior Operating Executive with full P&L responsibility for a contracted blending, packaging, warehousing, and bulk liquid chemical storage facility with 70 employees and revenues of $8 million annually. Challenged to plan and direct the turnaround and return of profitability of the operation. Lead a six-person management team responsible for operations, materials, quality, technical programs, human resources, finance and marketing.

Full responsibility for the strategic planning, staffing, budgeting and operations of the corporation's logistics management functions for a large paper converting organization. Turn $20 million annually in inventory, manage an annual $1,700,000 operating budget and direct $5 million in annual purchasing expenditures.

Managed over 500,000 square feet of warehousing space as a 3PL for large chemical companies (operated 4 locations in the Chicago land area). Within the 1st two years, grew the warehouse operations by more than double by providing excellent service to our customer base.Led the start-up of a transportation company (3 drivers) to provide added value to our distributor accounts by delivering goods into the Chicago metro area. Was responsible for all routing, dispatching, and financial performance.

Responsible for managing of plant personnel (productivity and quality) for the 2nd-3rd shift of a liquid filling and blow-molding operation for the "Purex" brand.