Jim Kinney Email & Phone Number

Irvine, Ca, Us

Led U.S. operations and inventory management teams for B2B, Ecommerce and 3PL businesses, with full responsibility for ten DCs, $200M budget, 4,500 associates/contractors, $1B in inventory, and 75,000 SKUs. Drove annual improvements across key operational and working capital metrics.Inventory Management and Planning• Managed all strategy and execution for $1B in inventory, including demand and supply planning, purchase order execution, and network stocking strategy. Established key inventory productivity metrics and drove improvements in net working capital, DIO, and turns. Partnered with internal stakeholders to drive $250M reduction in unproductive inventory.• Implemented Blue Yonder (JDA) Demand Planning and Inventory Optimization, leading development, training, and change management. Improvements in inventory productivity (turn +75bp) and G&A savings ($1.2M).• Category Management - drove implementation of tools, process, and governance. Identified an additional $100M in inventory reductions.Logistics• Supported Ingram Micro B2B/Ecommerce and 3PL (including Google, HP, Lowes, Hasbro) businesses. Led multi-functional effort resulting in seamless transition of Ecommerce/3PL businesses sold to CEVA.• Re-launched ISO programs and standardized service/quality metrics, with significant improvements in performance -- Fill Rate +30bp, Ship On Time +300bp, Shrink reduction (400bp), and receiving time reduction (14 to 4 hours). Beat budgeted OpEx each year.• Executed go-live of transformational automation in Fort Worth DC. Average order cycle times decreased from 7 to 1.5 hours, 60% productivity improvement and 15% increase in daily volume capacity.• Lean and continuous improvement - generated incremental $10M per year in cost savings.Supply Chain Leadership• Fostered and led collaboration among vendors and internal stakeholders to improve efficiency of end-to-end supply chain through improved vendor performance/reliability and ordering practices.

New York, Us

Launched new merchandising operations team with goal of optimizing financial and operational execution and efficiency. Led multiple planning and inventory, supply chain, process and operations, systems, and reporting and analytics teams for retail and BN.com. Maintained heavy focus on developing seamless, efficient partnership across merchandising, DC Ops, and Store Ops teams.Inventory Management and Planning• Oversaw all inventory strategy and management for $1.9B in inventory across 100,000+ SKUs, including purchasing, replenishment, and allocations to 630 stores and two DCs. Led team planning/forecasting sales, margin, markdowns, and inventory while working with merchandising team to manage open to buy. Decreased inventory levels by $200M to record low levels while improving in-stock performance.Supply Chain Leadership• Drove vendors, distribution, and store leadership to lead improvements in total supply chain performance, including ordering practices and frequency, purchase order management, on-time and fill rate performance, and efficient end-to-end movement of inventory. Improved in-stock performance on top-selling SKUs by 75bp.Merchandising Systems• Led development, functionality, UX, algorithm creation, and training for home-grown buying/replenishment/allocation systems (store ordering and DC ordering) and planning systems. Merchandising Processes and Visual Merchandising• Oversaw physical store layouts and visual presentation (including planograms and seasonal), with accompanying standards for entire store. Adjusted each as needed to optimize store sales and inventory productivity and emphasize new strategic directions.• Ran all operational processes after developing streamlined approach to ensure timely and strategic decisions and execution, effectively optimizing both financial results and fostering efficient and effective flow of inventory throughout supply chain. Improved key seasonal promotional process by two full months.

A start-up owned by 40 of the top U.S. merchants (including Walmart, Target, Best Buy, CVS, ExxonMobil, Shell, Wendy’s, Darden Restaurants, and Dunkin’ Brands), established to envision, develop, and launch mobile consumer payment technologies.Senior Leadership Team• Governed overall execution, deliverables, and budget for development partners and internal technology team. Took over core business operations after CTO departure and subsequent re-organization.Product Launches• Drove all functions within company to design, build, and successfully launch mobile payments and commerce platform and app, “CurrentC,” including building merchant operations team responsible for daily interactions with 40 merchant owners. Launched pilots (seven regional and one national) in 2,000-plus locations with eight multi-billion-dollar merchants, utilizing multiple technology, payments, and financial partners.• Delivered MCX’s new second-generation, cloud-based commerce platform designed to support Chase Pay. Launched nationwide in 1,400-plus Best Buy locations.DevOps and Project Management Office• Migrated from Waterfall to Agile development. Implemented and enforced processes and standards for product requirements, design, development, QA/testing, and deployment for all development work streams. Transitioned to new development partner, resulting in dramatic improvement in development cycles and product performance. Ran and managed team of program directors and project managers to develop and enforce detailed project plans across product, technology, infrastructure, service delivery, and security teams.

Framingham, Ma, Us

Launched new merchandising operations team. Managed multiple operations, supply chain, systems, and merchandising teams for U.S. Retail, Contract, Staples.com business units and Omni-channel initiatives. Established these teams as a Global Shared Center of Excellence.• Vendor Management – Drove annual vendor negotiations on entire North American annual spend of $11B, generating over $600M in product margin improvements over five years, while exceeding budgeted targets each year. Responsible for strategic framework, operational plan, analytical support, and executive review.• Corporate Express Integration – Led merchandising organization during $4B acquisition, reporting to Staples Executive Committee. Defined and executed plan to deliver synergy savings of over $200M, and integrate vendor contracts, merchandising/replenishment systems, all SKU data, and sales and margin reporting.• Financial Management – Managed vendor-funding budgets of $2B. Delivered fixed dollar funding budgets for 16 straight quarters, with improvement every year. Developed and managed IT capital budgets of $10-20M annually.• Systems Management – Owned development, availability, functionality, and training for North American replenishment systems (JDA), and merchandising systems (PIM, Item Set-Up, Vendor Portal, Evant). Supported 40 distribution centers, 1,560 stores, and 30,000 SKUs. Recognized as “center of excellence” for service to stores.• Merchandising Strategy – Developed initiatives worth over $250M for U.S. Retail and Staples.com. Transformed processes/tools for category strategy development, assortment reviews, and seasonal planning. • Supply Chain Leadership -- Led multiple six sigma projects that generated $20M in savings through improved synchronization, SKU flow path optimization, and inventory efficiency projects.

Framingham, Ma, Us

Reporting to CEO, pioneered initiative to leverage Staples’ global purchasing power across all countries ($9B in spend).• Defined 4-year business plan that established buying team, financial and SKU commonality goals, roles and responsibilities, and vendor opportunities. Partnered with business unit leaders around the world to launch initiative.• Identified and delivered $40M in product cost savings. Instituted global deals with Staples’ two biggest suppliers.

Framingham, Ma, Us

Led sales, margin and inventory planning and replenishment for Office Supplies at U.S. Retail – $2B in sales.• Leadership team member of Accenture Supply Chain Project, which delivered $300M in inventory savings, +1% in store comps, and $100M in margin. Worked closely with North American Delivery to incorporate best practices.• Strengthened partnerships with cross-functional executives to create more synergistic operations/opportunities with distribution and store organizations. Key enabler of successes listed above.• Delivered consistent, strong results in turn, in-stock, and DC service levels. Championed successful effort to improve service to high volume stores. Supported growth of network – opening 250 stores and 1 big-box DC.

Framingham, Ma, Us

Owned sales, margin, and vendor programs for $1B in Office Supplies business for U.S. Retail and Delivery. Full responsibility for product and assortment selection, in-store presentation, vendor negotiations, circulars, and catalogs. • Led annual Merchandising Strategy process – developed both executive and category-level strategies.• Financial controller for entire Supplies team, representing over $1B of margin contribution.• Promoted from Director/DMM to VP/DMM in 2000.

Framingham, Ma, Us

Directed all reporting, analysis, accounting, and systems pertaining to sales, gross margin, and inventory for Staples U.S. • Initiated sales/margin/inventory reporting for merchandising, finance, and executive leadership. Streamlined monthly forecasting, analysis, and financial close process to reduce execution time from 20 to 4 days.• Successfully designed and implemented multi-channel system conversion of reporting and accounting systems.

Framingham, Ma, Us

Rapid progression within Finance department -- Director, Sr. Manager, Manager, Financial Analyst.• Created and instituted disciplines for fact-based decision-making -- weighted average cost of capital, store site pro forma modeling, consignment and working capital, sales/margin mix and rate analyses, inventory turn modeling.• Established controls, processes, and analyses for management and collection of over $500M in annual vendor funding. Built new system to manage and control, and automate links to A/P and A/R systems.

New York, New York, Us

• Supervised all accounting, regulatory reporting, and risk analysis for commodity options trading.

A.B., Economics

M.B.A., Finance, Management Strategy, International Business