BRADLEY G. SMITH

*** *. **** ******, ***. #*, Doylestown, PA 18901

Cell Phone: 267-***-****, E-mail: acrdd2@r.postjobfree.com

Education: Cornell University, B.S. Eng. - Operations Research & Industrial Engineering

Work Experience:

5/14 – 7/15 Impact Thrift Stores, Inc. – Warehouse Manager

Spearheaded having organization be over $300,000 profitable for FY 2015 vs. losing $161K in FY 2014.

Promoted to be in charge of 55 people to ship $6.5M of merchandise in 2014

Increased productivity 40% with same labor cost. CPU shipped from average of $1.08 to $.66 per piece.

Increased % of sales of categories assigned to me from 35% to 55% of sales

Promoted to be in charge of media for all four sales and E-commerce which went from $12,500 sales per month to $18,000 per month after I took over

Safety Chairman of organization as of October 2015. Reduced lost work accidents from 21 to 4 in same time period for 7 months of data.

2013 – 4/14 Impact Thrift Stores, Inc. – Assistant Category Manager

Non-profit organization donates proceeds to 12 charities

In charge of 40 people receiving, sorting, pricing and tagging shoes, accessories, and men’s/women’s/children’s clothing in distribution center

Order filling and shipping 1 million units per year to 4 retail stores

1993 - 2011 Jones Apparel Group, $3.7 Billion sales (Bristol, PA)

Coined corporate mantra “Do More With Labor Equipment Space Systems” (L.E.S.S.)

2010 - 2011 Senior Vice President Engineering and Supply Chain Management

2006 - 2009 V.P. Engineering

2000 - 2005 Director of Engineering

1997 – 1999 Engineering Supervisor

1. Cost Cutting

During the Recession of 2009 - 2011, spearheaded cost savings of $20 million through Supply Chain optimization projects.

From 2000 - 2011, reduced number of distribution centers from 22 to 8. Cut cost per unit for distribution expenses 1/3rd in first five years, then held expenses flat from 2006 - 2011.

2. Plant Management Responsibilities/3PL Integration

2011: 3PL accounted for 35% of total JAG shipments which greatly reduced costs.

2011: V.P. of Distribution for Nine West and 400 FTEs reported to me (West Deptford, NJ).

2006 - 2011: In charge of Victoria & Co. (jewelry), V.P. of Distribution and 100 employees (RI).

2004 – 2011: Ran Third Party Logistics warehouses (2 in CA shipping 40M units/year and 2 in NJ shipping 11M units/year).

2004: Selected and began using 3PL to cut costs and implement JAG system in 3PL DCs.

3. E-Commerce Distribution (2009 – 2011)

Analyzed and re-configured existing Nine West layout to handle 35% annual growth.

Upgraded processing systems to slot high vs. low velocity inventory.

Implemented new racks, conveyor, and pack/weigh stations to handle volume spikes.

4. Corporate Acquisition/Due Diligence and Integration Chief (2000 – 2011)

Prior to JAG purchasing new brands/companies, analyzed operations to scout out/vet their DCs.

Charged with integrating systems, physical layouts, and staff into corporate operations.

Companies included Polo Jeans Co, Barneys NY, Kasper, Energie, Gloria Vanderbilt, Norton McNaughton, Nine West, Victoria & Co., l.e.i., Robert Rodriguez (included operation in Spain), Lauren Ralph Lauren, Evan Picone, Anne Klein, and Bandolino.

5. Systems Integration – WMS

1997 – 2011: Installed one of 1st 100 Manhattan Associates PKMS version 18.0 platforms in 1997 in 2 PA and two TN warehouses. From there spearheaded enhancements and upgrades to all warehouses and acquisitions to all 22 Distribution Centers.

2008 – 2011: Key member for SAP ERP migration for JAG host systems from AS 400.

1993 -2001: Implemented group incentive program in 2 TN warehouses (Improshare) and individual incentive program (KSA “Control Plus”) in two PA warehouses.

6. Manufacturing/Retail

2000 - 2002: Spent time in manufacturing plants in San Luis, Mexico optimizing scanning and bar-code usage in “finishing” and Greater Texas Corp. in El Paso, TX.

2009: Performed ergonomic & safety study for all Nine West and Jones New York Retail stores.

7. Inventory Process Control (2003 – 2011)

Assumed responsibility for entire inventory department for all warehouses (75 people). The goal was to eliminate all physical inventories by taking daily/weekly location and unit cycle counts.

By 2011, ALL warehouses (99.98% accurate at the unit level and 98% accurate at location level) were not required to stop daily operations to perform physical inventories.

8. Corporate Domestic Traffic (2007 – 2010)

Assumed Traffic Department for domestic corporate contracts to and from all warehouses, from Port of Entry to warehouse, or line haul to retail locations.

Saved $500,000 annually eliminating “pool carrier” and going to UPS.

Negotiated new $20M corporate UPS contract/year in 2009. Cut $3.2M in annual costs through competitive bidding process.

9. Training (2002 – 2011)

Created Standard Operating Procedures for ALL warehouse jobs.

Defined learning curves, cross-training matrices, new hire expectations, staffing plans of action vs. workload projections, and worked with HR on Low Performers and any corrective action.

10. Warehouse Design/Construction/Project Management (1994-2007)

Designed, hired personnel, oversaw construction and project plans for:

1995 - 1997 1.2 M ft2 in Lawrenceburg, TN (2 buildings)

1998 - 2000 1M ft2 warehouse in South Hill, VA (500 employees)

2001 - 2003 Build to Suit - Soccorro, TX, Polo Jeans Co warehouse

2002 Goose Creek, SC warehouse for Miss Erika (800,000 ft2)

2004 DC for Barneys NY (Lyndhurst, NJ). Spent $1M for DC upgrade

11. Facility Industrial Engineer (1993 – 1999)

Performed layout and Workstation re-designs utilizing ergonomics.

Used CADD to draw rail and racking systems.

Designed, purchased, and implemented material handling systems (rack, rail conveyor).

Set up and documented paper flow and procedures.

Executed time and motion studies and installed individual and group work standards.

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