• Initial Inventory Record Accuracy of <33% and 1 year later recognized by KPMG as best in class across all operating sites in HHT with >92%• Managed supplier & buyer product teams for annual purchases in excess of $25M• Led Shipping, Receiving, Inventory Control, Procurement, and Scheduling to achieve record profits in 2014 by creating defined workflows and documented processes• In-sourced all 3PL provider services for annual cost savings of $244K• Implemented new horizontal org team structure and standard work requirements for all materials functions to achieve new record low raw material days of supply while improving and reducing material stock outs• Created and implemented a new safety stock algorithm to reduce annual air freight from $558K to < $40K• Promoted to include expanded span of responsibility for manufacturing of all porcelain enamel and CNC machining operations

• Directly responsible for managing supplier & buyer product teams for annual purchases in excess of $35M• Promoted to oversee Shipping, Receiving, Inventory Control, Assembly, Returns, & Quality Metrics• Implemented KPIs to provide companywide visibility to product in-stock / availability compared to required inventory investment to obtain higher service levels • Implemented standardized data exchange specifications to improve ease of implementation when on-boarding suppliers using EDI (On-boarded top 10 volume suppliers in first 6 months for 25% labor reduction)• Guided multiple departments in collaborative S&OP meetings to better plan and manage customer demand while working to reduce excess inventory and increase customer service levels.

• Led a project team to explore feasibility of using visualization tools to improve situational awareness in the supply base to reduce strategic risk and improve sourcing reliability• Supported executive team analysis requirements for all Boeing Defense Security Supply Chain performance reporting & Business Intelligence including creation of new reports for the Annual Executive Defense Supply Base Report• Focal for documenting and improving standardized business processes for automated CBO (Consumption Based Ordering) across multiple programs, sites, and programs for estimated savings in excess of $10M of inventory

• Project manager on prototype software development project to optimize supplier sourcing using industry leading data mining tools negotiated at no cost• Conducted industry capabilities analysis (Trade Study) to validate lack of existing capability for research and development of software development project• Awarded patent #7,945,427 for new methods to forecast and accurately predict failures of low mortality structural components

• Recipient of Red Phantom Award for recognition of developing a new method to forecast low mortality part failure on parts previously deemed ‘unforecastable’ in both defense and commercial applications• Researched and contributed on the development and documentation of the Intellectual Property Strategy for Materials Management team• Created and managed a technology requirements alignment matrix to track and align research and development projects with customer needs to improve relevancy of research investment

• Achieved recognition for the region with the lowest inventory shrink of 1.7% actual compared to 2.3% budgeted through training and root cause analysis of shrink trends• Modified core replenishment logic in legacy system and also in 3rd party replenishment package to achieve increases in seasonal sales and reductions in seasonal product • Facilitated inventory related communication and opportunities to corporate office from the store’s associates with root cause issue and proposed resolution• Instructed training sessions to teach system and process compliance for the ERP with general and district managers in over 100 retail stores in 9 states and led the company on training completion for general manager IM training program

• Built and implemented promotional forecasting program to manage sales and inventory planning for all monthly direct mail, PALS (customer loyalty), and promotional events – increased forecast accuracy by 13%• Project manager to rebuild entire store inventory management module (back office and handheld modules process and user interface) resulting in $1M annual labor savings and 3% actual shelf in-stock improvement• Monitored progress of each project against baseline schedule and communicate to the VP-IM & SVP Supply Chain and support executive status updates to the CEO

• Worked with direct reports to negotiate savings in excess of $100K through improving buying methods• Led Merchandising, Buying, and Inventory team in annual inventory budgeting while maintaining company standards for product in-stock, fill rate, turns, service levels, and general profitability• Responsible for maintaining collaborative vendor partnerships including monthly top to top meetings with contracted performance metric review and facilitation of recovery for lost sales• Responsible for in-stock, turns, obsolescence, shrink of store direct and DC sourced product on $75M in annual purchases over 1,000 SKUs for 100 vendors

• Created process to track vendor performance used in negotiating monetary settlements for substandard vendor performance including weekly reports that would generate vendor fines based on contracted performance information maintained in external data sources ($40K per week)• Designed, created, and implemented reporting tool to track Open-To-Buy metrics to provide visibility to current inventory levels, projected inventory levels and variances to planned budgets• Designed, created, and implemented multi-user database reporting system to calculate company performance metrics for inventory productivity and vendor performance

• Developed and implemented process for creating forecasted inventory and sales levels reporting to include company, DC and store level budgeting • Directed Analytical Services department to refine the budget process used through the Hyperion system• Developed and analyzed E3 (Advanced Warehouse Replenishment) reporting to support Executive Briefings• Identified buying concerns and made recommendations as to changes needed in buying patterns, system modifications and exception reporting• Managed Daily/Monthly shrink reports for all stores and published all company In-Stock and Fill Rate (Service Level) reporting to track inventory productivity, forecasted inventory levels and budgeted purchases

• Initially started as part time cycle counter and grew responsibilities while attending full-time schooling to be invited to enter the management training program to become a branch manager.• Prepared sales orders, processed customer quotes and payments, verification of all merchandise counts, pricing and availability• Resolved vendor product issues to ensure correct orders and product specifications were built and shipped