SOURCING MANAGEMENT STRATEGIC ALLIANCES ~ INTERNATIONAL MARKET DEVELOPMENT ~ MERCHANDISING ~ STRATEGIC PLANNING
„« Extensive experience planning and implementing global strategic direction for the sourcing of textile home furnishings and merchandise from international suppliers. „« Proven record of efficiently managing challenging international supplier relationships, improving operational efficiencies, leveraging buying power and maximizing business synergies. „« Results oriented leader who has opened new foreign markets, negotiated large international contracts and streamlined new product development processes leading to improved profitability. „« Thoroughly knowledgeable in international sourcing, procurement and foreign trade. „« At Barth & Dreyfuss, increased both the initial mark-up and gross margin by •••••% and •••••% respectively through strategic planning, negotiations and forming strategic alliances with key overseas suppliers. „« B.S. degree from Fairleigh Dickinson University.
•••••••••• LLC - Chatsworth, California ••••• - ••••• Consultant Provide marketing consultation for a Hong Kong based Chinese manufacturing company in the home textiles industry. „« Conducted a comprehensive market research project to further delineate the company¡¦s appropriate niche in the US market which led to the development of three new major merchandising concepts and lines.
BARTH & DREYFUSS - Los Angeles, California ••••• ¡V ••••• Manufactured, imported and sold kitchen textiles, tabletop textiles, bath textiles and accessories, beach towels and pillows to every major retailer in the U.S. Sales revenue was $••••• million with ••••• employees. Senior Vice President Global Sourcing (••••• ¡V •••••) Vice President Imports (••••• ¡V •••••) Director of Purchasing (••••• ¡V •••••) Served as top executive responsible for international sourcing strategy and execution. Directed import purchasing, product selection, and logistics for all overseas markets. Managed sourcing of $••••• million in merchandise, chiefly home furnishings with an emphasis on kitchen, tabletop, and bath textiles. „« Interfaced extensively with merchandising and product development staff regarding resource capabilities, construction requirements, and design innovations. Proprietary and exclusive items were developed which no competitors had. „« Identified and secured business sources in Turkey, Indonesia, Thailand, Cambodia, Vietnam, Mexico, El Salvador, India, and Pakistan; maintained long-term sourcing relationships in Brazil, China, Hong Kong, and Taiwan „« Negotiated more favorable pricing which improved initial mark-up from •••••% to •••••%, a •••••% increase. „« Developed exclusive/proprietary merchandise lines, reduced initial buy prices, secured volume rebates, achieved discounted first time buys and obtained mark down allowances from overseas vendors. Achieved a •••••% increase in gross margin from ••••• to •••••%. „« Sourced numerous rug factories in China and India and established six as the most important in the start-up of business in this category. Developed assortment and buy plans as well as short term and five year business plans. Increased sales volume by $1,•••••,••••• „« Established raw material inventories in addition to finished product and work in progress inventory resulting in •••••% reduction in lead times. „« Created open to buy by category, classification, and item which enabled optimal dollar allocation by resource and contributed the largest possible ROI. Improved inventory turns from ••••• to ••••• (•••••%). „« Improved quality of merchandise by establishing strict quality control standards, sample approval procedures and through better product construction. Lowered customer return rate by •••••% which equates to over $•••••,••••• in additional gross margin.
BARTH & DREYFUSS (Continued) „« Introduced planning calendars to guide order forecasting and product development; enabled development of new classifications and categories as well as customer-specific lines determined by item, price, and construction and ensured on time shipping and delivery. „« Set limit to the number of SKUs in development leading to elimination of product development backlog, improved efficiency, and reduced expenses by $•••••,••••• „« Improved lead times from eight to four weeks. Lowered inventories by $6 million. „« Instituted a buy-plan calendar for the proper forecasting of orders which laid out production times by country and manufacturer, in transit times by country and clearance and delivery times of orders to our warehouse. Became a just-in-time shippers and met customers¡¦ requirements for their in stock position. Increased fill rates to •••••%.
PRIOR CAREER HISTORY
MAY COMPANY DEPARTMENT STORES - Los Angeles, California Full line department store with $••••• million in sales revenue and over 5,••••• employees Buyer Domestics As a buyer held responsibility for sales, gross margin and profit and loss for the bedding department which did $••••• million in sales annually. One direct report. Divisional Group Manager Responsible for the presentation and sale of all hard line departments in the largest branch store. Sales were $••••• million. Eight direct reports.
GERTZ DEPARTMENT STORE - -Jamaica, New York Full line department store $••••• million in sales with over 1,••••• employees Divisional Group Manager Responsible for presentation and sales for all hardline departments in the largest branch store. Sales were $8 million. Eight direct reports.
ABRAHAM & STRAUSS DEPARTMENT STORE Buyer
B.S. Fairleigh Dickinson University, Teaneck, New Jersey
KEY WORDS FOR SCANNING
Instituted a planning calendar for the proper forecasting of orders, limited the number of sku¡¦s developed Ability to develop merchandising concepts and programs as well as new classifications and categories and customer specific items by item, price and construction, Setting clear goals, Strategic planning Organized, Ability to prioritize, Attention to detail, Sense of urgency, Ability to execute specific job Follow through, Work ethic, Teacher, Motivator, Effective communicator.