• Managing procurement for the entire company, overseeing primary vendors (24) and total vendor network (120+) including 3M, Sherwin Williams Aerospace, Milwaukee Tools, Ansell and Dupont.• Developed a Supplier Scorecard to evaluate performance and implemented Joint Marketing Agreements (JMAs) with top 11 suppliers. Pioneered Quarterly Business Reviews (QBRs) with vendors, reviewing agreements, growth goals, YTD purchases, COG invoiced sales, and PO errors.• Established a weekly purchasing schedule maximizing purchase frequency and meeting free freight minimums. Implemented quarterly inventory reviews and new item stocking request reviews, enabling efficient inventory management and facilitating surplus inventory movement between facilities.• Lead review of core, stocked items to determine best supplier source resulting in average cost reduction of 10% and reducing primary vendor list.

• Managed 21 direct reports across 8 distribution centers for the leading aerospace paint distributor in the country with over $30M in Sales Revenue.• Developed and implemented a DC Scorecard that tracked order shipments, error rates, and inventory accuracy across facilities, resulting in an order accuracy increase from 99.5% to over 99.8%. Utilized findings to create Best Practices for Receiving and Order Fulfillment.• Oversaw facility leases and landlord relationships to include scouting and lease negotiations for 2 new facilities and lease extensions across the network. Moved 3 DCs to new locations and opened 1 DC in a new city.• Provided support to the Purchasing Department, including assisting with employee hiring and training, and collaborating on improving the ERP system's (Prophet 21) Order Point and Order Quantity calculations.

• Responsible for driving strategic supply chain projects of premier holiday décor and lighting innovator to support 20% YoY sales growth. Primarily driven by addition of new product lines as well as expanding from pure B2B operations to adding B2C sales channel through online partners.• Managed implementation and go-live of fully integrated shipping solution (PaceJet) with ERP (NetSuite) to automate order QA process and shipping document creation while handling 20% increase in volume with a 30% reduction in man-hours required to meet daily goals.• Acted as 3PL in implementing all warehousing needs of new tenant in DTC industry.• Re-slotted 75% of entire fulfillment center with over 4k SKUs to reduce travel time, set high volume SKUs in preferred locations, organize pick areas, right-size pick locations, and improve ability to build LTL pallets during pick process.• Established standardized SOPs for picking, receiving and putaway functions to fully utilize RF Scanner capabilities reducing order error rate by over 75%.

• Lead multi-shift outbound fulfillment operation overseeing team of 4 supervisors, 7 leads and 120 associates and temps across 5 pick zones including a 2-level mezzanine with automated conveyor.• Implemented weekly productivity tracking to include weekly observations for low performers and quarterly observations for all associates.• Partnered with teams to implemented new processes that reduced bottlenecks along the automated conveyor line thus reducing down time and need to move labor across work areas.

• Lead inbound operation of the largest DC with over 25k distinct SKUs and $40M in a 750k sq ft facility. • Oversaw Receiving, Stocking, DC Transfer, and Inventory Control teams consisting of 90 associates and temps, 6 leads and 4 Supervisors responsible for ensuring 48 hour turnaround on POs / DC Transfers and a Shrink of less than .25%.• Developed daily cycle count and IC process expectations to meet SOX compliance while reducing the DCs shrink from 0.36% in FY2014 to 0.16% in FY2015 (9 basis points better than goal of 0.25%). • Developed team to create staffing and capacity planning which reduced OT spend by 50% while also reducing average time to close POs by 5 days from container / trailer being delivered to yard.• Partnered with Outbound and Transportation departments to reduce order error rate to a network leading 99.85% accuracy and reduce damage-in-transit (DIT) shrink by 50% through root cause analysis to identify opportunities for improved receiving handling and loading procedures.

• Managed team of eight coordinators and analysts responsible for White Glove (WG) home deliveries across all lines of business which accounted for $40M of total revenue during fiscal year 2013.• Managed RFP to on-board new carriers in order to meet company goals of lowering costs and decreasing transit time. Combining this with analysis of carrier rate structures and re-negotiations of carrier contracts, saved over $1M on the transportation spend line in the latest fiscal year.• Created weekly process of analyzing 100% of returns / damage claims to determine root cause and improve data gathering leading to 50% reduction in damage claims after 90 days.• Partnered with Customer Service team to resolve live delivery issues and determine best course of action to delight our Customers. Additionally, provided routine training to CS team supporting home deliveries to increase understanding of delivery partners’ operations and capabilities while creating feedback loops to tie into KPIs.• Teamed with Vendor Compliance group to generate packaging and shipping guides for group of 300 furniture suppliers to drive down damages and create a tool for buying team to hold vendors accountable to expectations.• Managed roll-out of new 3rd party tool, during holiday season, to manage all aspects of WG home deliveries which integrated with the company’s back office system and Carriers’ systems (via EDI). Rolled out with 0% downtime, increased productivity by 100% and increased visibility to roughly 3k active shipments ensuring orders shipped on-time and met due dates to Customers with 95% on-time rate.

• Responsible for P&L of 725k sq. ft. distribution center with 18% of total logistical business, 6 supervisors, and over 100 hourly employees.• Turned around underperforming DC to meet or exceed all Key Performance Indicators (KPIs) in first six months. Beat the budget plan by 10% for the 2009, 2010, and 2011 fiscal years.• Developed inexperienced supervisory staff through coaching, Individual Development Plans (IDPs), and assigning challenging projects to take the lead in continuous improvement of the building’s KPIs.• Dotted line responsibility to local 3-person QA team responsible for filing 80% of the new SKU QA reports. Worked with team to create a monthly feedback loop to DC personnel on successes, findings and savings.• Developed weekly review of top 10 damaged SKUs to review product packaging and placement needs as well as create presentations to associate population to showcase any special handling needs.• Collaborated with local Transload 3PL vendor to diagnose root causes for OS&Ds, improve load/unload time, and increase visibility and accuracy of reporting.• Continued to be subject matter expert (SME) for all distribution systems and applications to include remotely supporting Pier 1’s other 5 distribution centers.

• Planned weekly and monthly workflow volumes and staffing requirements. Managed 3 supervisors across 2 shifts to meet daily and weekly goals and payroll budget.• Coached supervisory staff to develop their system knowledge, skill sets and competencies through IDPs.

• Served on management team tasked with startup of new 450k sq ft distribution center. Activities included hiring, training, opening facility, and creating development plans for 50 associates.• Planned weekly and monthly workflow volumes and staffing requirements. Managed 3 supervisors across 2 shifts to meet daily and weekly goals and payroll budget.• Coached supervisory staff to develop their system knowledge, skill sets and competencies through IDPs.• Served as backup for Transportation Manager in routing deliveries, working with local carriers to meet schedules, and communicating with stores’ managers. Fully managed the peak holiday season with 100% on-time deliveries.

• Partnered with team members on all levels to develop system and process training plans.