Directs the Global Supply Chain and ERP product configuration for 3 international companies. Leads 4 direct/ 50 indirect reports domestically and 18 foreign indirect reports. Oversees the planning , purchasing, inventory control and supply chain management of a $300 million budget . Monitors finished goods and raw material inventory management. Determines and distributes product segment daily sales , financial and inventory metrics globally. Vets and selects supply chain service providers and partners. Drives B2B integrations for Customer, Supplier and service providers across all digital platforms. Leads the team to minimize sourcing costs globally.

Directed leadership a team of 50, 25 product managers and 25 buyers, distributed between 3 companies located in USA , China and Europe. Responsible for the internal sales quotation process/execution, the supplier rebate ( Ship & Debit) operation , product assortment selection, ERP procurement setup, Supplier Relationship/ metrics, customer on time delivery , inventory availability and ISO 9002 supply chain conformance. Significant focus on the internal sales quotation process for custom products and product pricing from suppliers. Managed product /quotation and delivery support for 100 salespeople , 10,000 customers and over 110 domestic and international suppliers. Responsible for $12 million operation budget , $2.5 million supplier rebate budget and $200 million material purchase budget. Led a supplier EDI /B2B integration project to eliminate manual data transfer from the suppliers and improve product availability . Integrated the top 10 suppliers containing 80% of the transactional activity.

Responsible for all import / export operations and international/domestic purchasing operations, manage a staff of 13; negotiate ocean freight contracts, negotiate small parcel contracts (DHL, UPS), enforce customs/government compliance , ensure correct (HTS code, FDA compliance, ISF entry, proper payment of duty, duty assists and CVD/ anti-dumping duty), collaborate with customs brokers and freight forwarder/carriers to ensure product is visible through all phases of the import / logistic process. Coordinate shipments through the distribution center (import / inbound and export / outbound), assist in warehouse system operations and logistical issues. Responsible for the management of third party logistic suppliers (3PL) including purchase order management, warehousing, inventory management, transportation and customer order fulfillment. enforce customs/government compliance for Canada and European Union •Reduced Small Package shipping cost by $1,500,000 annually:•Reduced Export Freight Costs by $500,000 annually: •Decreased Export Shipping Cost to Canada by $200,000 and increased sales by 10%: •Implemented a 3PL warehouse solution in Germany resulting in a 70% reduction in order fulfillment time: •Achieved real time collaboration between supply chain partners using EDI integration. :Implemented Planning / Purchase Order Management system integration solution between Lenox Corporation and International 3PL partners for ISF compliance/customs compliance and shipment consolidation planning. Achieved ISF conformance is 99.8 percent and significant freight cost savings due to better container utilization. •Implemented Digital Document/record Retention for USA CBP documents reducing operational cost by $40,000 annually: •Successfully Represented Lenox in a USA CBP Audit / Focused Assessment :

Oversee the creation of demand plan forecast for wholesale, retail and direct to consumer sales divisions generating $380 million in annual revenues of consumer products. Insure that the demand planning process is accurate and includes significant input from the marketing and sales groups. Responsible for the procurement of $120 million in finished goods from Asia, Europe and USA. Manage over 600 domestic and international vendors. Directs staff of 10 supply chain professionals in both domestic and foreign offices. Manage the Sales Operations and Inventory Planning process, import/export systems and MRP2 process for Lenox Group Inc.Achievements•Decreased Operational Costs by $160,000 annually: Integrated 4 MRP2 systems JDA, ASI, OMS and JDE into a single corporate ERP/MRP2 system (ASI). Consolidated all purchasing functions from 4 separate divisions to a common corporate department. Achieved the elimination of redundant tasks and reduced the buyers from 10 to 6 for the same purchasing volume. . •Reduced domestic Warehouse costs by $100,000 annually: Developed a direct to customer USA import shipment process resulting in a 50% reduction in delivery time and eliminating domestic warehouse usage and costs. •Reduced Office supply costs by $100,000 annually: Negotiated a more favorable Office Supply contact and Implemented a corporate office supply purchasing system.•Reduced Procurement cost by $90,000: Using Lean and value trend mapping modified the existing ERP system to maximize the efficiency of the purchasing processes and by increased efficiencies eliminated the need for 2 planning positions.

Responsible for the generation of the sales forecast and material requirements for a 110 door, 10000 SKU, $120 million retail outlet store operation selling consumer products. Insured dynamic replenishment calculations met store inventory needs. Served as corporate liaison between product marketing unit, Sourcing group, 8 distribution centers, and 6 manufacturing facilities. Achievements•Decrease in the Replenishment Planning cycle time from Monthly to Daily: Determined that the store replenishment system Intefaced to the corporate procurement system manually on a monthly schedule and delayed the demand signals changes from reaching the procurement system. Eliminated the manual process and implemented an integrated daily update process between systems. •Reduced the excess and obsolete inventory by 23% by increased Inventory Control and Forecast accuracy: Developed planning and performance measurement systems bridging multiple business units and data sources (i.e. AS400, Oracle server and MSSQL Server systems) and multiple MRP2 and warehouse control systems i.e. PKMS, ASI, JDA, JDE and OMS to create visibility to the root causes of the excess inventory. Created a Sales Operation and inventory process to review and eliminate the root causes of the excess inventory. •Integrated a AS400 based JDA retail replenishment system into the ASI ERP system : The Lenox Retail division accounts for 25% of the total corporate inventory and sales. The division implemented the JDA Retail replenishment and inventory control system but the Wholesale division did not implement the same system. . Lenox Wholesale division uses the ASI ERP system .. Designed, programmed and implemented a middle ware solution to fully integrate the JDA system into the ASI corporate systems.•Decrease in store out of stock items 15% and reduce average store inventory by 10% for same sales levels :

Responsible for the production planning, purchasing, scheduling and inventory management of a $42 million consumer goods manufacturing facility. Supervised warehouse and distribution operations for inter-facility transfers. Managed 11 salary and union employees.Achievements•Reduced customer backorders by 50% and increased production plan conformance to 90%: Using Lean techniques determined the waste and ineffiencies in the production planning process. Implemented a series of middle ware production planning tools and processed to eliminate the waste and improve the efficiency. •Increased average work in process inventory accuracy from 75% to 95%.: Implemented improved WIP tools to eliminate the sources of error in the inventory reporting. •Increased finished goods inventory accuracy from 90% to 97%.: Implemented a finished good cycle counting program and eliminated yearly inventory shrink.

Responsible for the Design and implementation of a Manufacturing Execution System ( M.E.S.) based upon Microsoft SQL Server, Crystal Reports and Wonderware Manufacturing Suite. Supervised the design, programming and installation of the system in 2 manufacturing plants. Served as the liaison between the business units and the IT implementation team. Coordinated system planning (programming, testing, and implementation) between the business sectors and IT. Achievements•Reduced Work in process inventory by 10%. •Improved work in process (WIP) inventory accuracy by 20%.•Implemented real time inventory visibility and logistical control of all work centers.•Project Completed on Time and under budget.

Responsible for the daily operation of all fine china decorating and for finished goods warehouse. Supervised 6 managers and 120 union laborers to produce $400,000 dollars of finished goods per day. Managed the profit and loss of the manufacturing processes and controlled $8.8 million dollar operating budget. Achievements•Improved first pass manufacturing yields from 70% to 88% and reduced cost by $1,200,000 annually: Implement improved process control using SPC processes, defect reporting, root cause analysis and best manufacturing processes.•Reduced manufacturing tooling/refractory cost by 15% and $120,000 annually by the redesign of the refractory materials using design of experiments and LEAN processes. •Converted the operations to a Just in time 7 day 24 hour work schedule. Resulted in a 20% improvement in equipment utilization, $300,000 annual energy savings, a reduction in the required workforce from 6 supervisors and 84 laborers to 4 supervisors and 40 union employees resulting in a $1,600,000 labor savings and a reduction in the average work in process inventory from 50,000 units to 10,000. •Implemented a corporate MRP2/ERP system (ASI) in the Pomona manufacturing plant: Lead the implementation team to set up all work centers , bills of lading , cost centers , routing and inventory points in the System.

Responsible for Technical support of all plant manufacturing processes and the Implementation of an unleaded glaze system to replace the traditional leaded glaze system in the coating operations. Achievements•30% decrease in raw material costs. Developed process control improvements to reduce material waste and recycle waste materials.•50% reduction in defects due to coating process: Engineered and implemented to production glaze rheology control process improvements that eliminated the root cause of many defects. •Implemented a Lead Free ceramic glaze system to replace the leaded glaze system with minimal refitting of the manufacturing equipment.

Responsible for technical support of all plant manufacturing processes including slip and glaze formulation, mold making and kiln control. Managed daily operation of all ceramic materials manufacturing operations requiring the supervision of 2 salaried managers and 16 union laborers. Responsible for the production and formulation of slip and glaze, control of kiln firing cycles and for the proper operation of waste water treatment systems. Achievements•Developed and implemented a digital color control system that reduced the ceramic stain usage $100,000 annually •Developed slip and glaze reclaim processes to reduce raw material waste by 75% saving $200,000 annually.

Performed all technical support of all plant manufacturing processes and operations.