S&OP focused executive focused on implementing solutions to optimize mix and flow of merchandise to our stores.Work cross-functionally across the company and am a frequent go-to for senior executives.Leading the development of new insightful reporting into network metrics, DC production planning, company inventory forecasting, transportation KPIs, etc.

• Created a new production planning process to optimize DC processing as well as align their production to business needs and sales trends. This new strategy included designing monthly/weekly/daily allocation and supply chain production targets to optimize the mix of products in-stores. This contributed to a 21% (+$2.6B) revenue increase in the first two years.• Rolled out many new forecasts that have resulted in reduced expenses and improved operational efficiency.• One of the prime drivers of productivity improvement initiatives within Supply Chain operations.• Deliver new, insightful, and actionable reporting that drives better executive decisions for the company.

• Coordinated strategies and execution of business between merchants, planning and allocation, suppliers, sourcing, transportation, supply chain operations, and store operations.• Managed new supplier on-boarding, constantly developed and implemented continuous improvement projects to increase efficiency and reduce costs, supported in the successful execution of new brand launches, worked with multiple stakeholders to overcome systems and procedural hurdles, utilized data extraction and analysis via SQL/Brio to measure performance and change, etc.• Revamped and led the Fine Jewelry Repair operation, driving substantial improvement in quality, associate engagement and turned the operation profitable.

• Led the start-up of a new distribution facility operation in Connecticut (servicing 96 stores in 7 northeastern states) and achieved solid success.• Managed 130 exempt and non-exempt associates.• Responsible for $15M P&L.

• Was responsible for creating the new Global Flow Management organization, designated to speed-up merchandise flow, optimize transportation service and reduce company costs. Improved in-store on-time percentage from 78% to 92% in year one.• Oversaw a team of premier management associates responsible for managing the flow of all JCPenney merchandise from point of origin (international and domestic) to all 1,100 stores.• Managed operational aspects of all import and domestic transportation carriers (30 carriers collectively). 40,000 ocean containers, 6,000 air shipments, and 80,000 domestic trailers annually. Achieved 14% point on-time transportation performance improvement across-the-board in one year.• Completed 8 Lean Six Sigma projects, netting significant company savings.

• Transferred the Global Shipment Tracking function from the Salt Lake City Accounting Center to the DFW area to incorporate into the Supply Chain organization.• Managed all Import shipments (around 40K containers and 6K air shipments annually).• Monitored SLAs and worked with carriers to improve on-time performance and prioritize JCP cargo.• Business owner for two different data systems.• Responsible for over $110 Million in freight bill payments and audits annually.

• Managed Receiving, Shipping, and Special Projects, working each of the 3 shifts in the largest JCPenney distribution center.

• Part-time roles while at University.• Managed dispatch for Roadway's LTL breakbulk distribution center, handling all freight into and out of Florida.• Managed load planning and optimization, implementing several automated queries to drive significant load optimizations.• Managed 106 drivers in Southeastern US.