Laura Rowen, Cscp Email & Phone Number

Annapolis, Md, Us

Quantico, Va

Driving change through a Logistics Transformation that is at the epicenter of broader organizational change. Having recently brought two regional distribution centers on-line, my organization is focused on transitioning the majority of our supply base to process through these centers, allowing the streamlining of receiving activities at our local commands.The Supply Chain team at MCCS encompasses Vendor Relations, DC Replenishment, and Process Improvement for the Business Operations division, as well as Logistics. My group embraces any activities where we can shift operational processes away from the Merchandising and Sales teams to allow them to focus on driving value for our Marines and their families.

Drove the organizational and process design for this transformational start-up division, which managed the aggregation of global inventory demand for all of Brooks' domestic and international stores and customers during the transition to an SAP environment. Built an interim tool for managing global basics inventory and aggressively lobbied for master data accuracy prior to commitment, reducing issues from 10% to 1% and improving commitment turnaround.

New York, New York

Supported global commercial growth activities through the management of financial reporting, customer service, and sales administration activities. Brought process innovation, increased efficiency and professionalism to the company's seasonal market activities by automating Line Sheet creation and developing the process for tagging all of the showroom samples. Grew the Military business 30% by carefully monitoring replenishment inventory activity and aggressively pushing to liquidate obsolete inventory in a special buy for the military, which improved the buyer's margins.

Greater New York City Area

Created the infrastructure and business plan for the new corporate apparel division., which delivered $500K of revenue in the first year. Grew the Brooks' military business from start-up to a multi-million dollar set of accounts. Simultaneously, held full accountability for both of Brooks Brothers' domestic manufacturing plants, including (but not limited to) P&L, union and supplier relationships and contracts, production planning, and facilities management. Brought the shirt factory to profitability by introducing OPA production, which increased factory output by 25%, improving overhead absorption. Created a graduated piece-rate system for the tie factory, which improved operator morale by rewarding tenure and cross-training, while reducing labor costs by lowering rates for new operators.

Greater New York City Area

Led two domestic manufacturing facilities. Partnered with an industry sponsor to secure funding to introduce modular manufacturing into the tie factory, which provided the flexibility to offer a 2-day turnaround on rush orders. Introduced modular manufacturing into the shirt factory which facilitated a 25% reduction in excess costs and doubled capacity, decreasing turnaround time by two weeks. Researched options and led project to install automated cutting equipment into the tie factory, doubling capacity and eliminating bottlenecks.

Significantly impacted tie factory margins by developing a means to track cost per item and aggressively working with factory management to reduce excess costs, resulting in an increase in profits from $1.9 million to $3.6 million over a 3-year period of time. Aggressively tracked exchange rates and silk fiber costs to identify price negotiation opportunities with the tie factory suppliers, reducing fabric prices by 8%. Initiated Sales and Operations Planning to coordinate the supply and demand functions of the neckwear business, which ensured the on-time delivery of coordinated shirt and tie packages.