Manager Sales

PETER L. STOLARSKI

**** ***** ******* ******

Chicago, Illinois 60631

**********@*******.***

773-***-**** home

773-***-**** cell

SUMMARY

A proven business operations professional with demonstrated planning,

problem solving, implementation, and analytical skills. Broad background

covers experience in a variety of business applications, including:

Production & Inventory Planning ( Business Implementation

Sales Planning & Forecasting ( Software Development and

Implementation

Strategic Development ( Activity Based

Management

Logistics ( Distribution

. Purchasing ( Supply Chain

Management

PROFESSIONAL EXPERIENCE

ULINE SHIPPING SUPPLY SPECIALISTS

Waukegan, IL 2007 -

2010

Merchandising Manager

Responsible for all aspects of Item Data management, including new SKU

creation and catalog item processing.

Developing framework for new master data management system covering all

items and their integration into catalog / web marketing.

. Established new vendor processes for item receipt

. Established new item receipt certification

. Developed item data certification record keeping

Velocity Manager

Responsible for all warehouse product placement for storage, pick and

reserve in multiple 500,000+ sq. ft. facilities.

. Standardized / streamlined Uline processes ( Developed tools

and methods for analysts

. Developed slotting plans for new products ( Re-designed

warehouses as needed

. Created executive operations summaries ( Established

management metrics

LS&S LLC 2002 - 2007

Buffalo, NY (Formerly Northbrook, IL)

Director of Purchasing (2002 - 2007)

Complete responsibility for all procurement and sourcing operations.

Established strategic goals and set operational policy. Complete

responsibility for inventory management and warehousing. Provided direction

to warehouse operations management.

. Established inventory metrics ( Established warehouse

metrics

. Instituted vendor certification program ( Established

procurement processes

. Implemented cycle counting (

Implemented MOM software system

. Improved inventory turns from 3.5 to 10 ( Improved buying

cycle time by 25%

. Established vendor qualification metrics ( Reduced backorders

by 60%

. Added 35 new suppliers ( Managed the physical

plant

PETER L. STOLARSKI

PAGE 2

NEWARK ELECTRONICS CORPORATION

1997 - 2002

Chicago, Illinois

Purchasing Operation Manager (1998 - 2000)

Direct the purchasing, forecasting, and inventory operations for the

company's largest product groups. Manage the service levels of over 150

different vendors. Lead efforts to convert vendors to electronic data

sharing.

. Improved service level by 10%

. Improved flow rate through purchasing by 2 days

. Reduced inventory levels from an average of over 5 months on

hand to approximately 3.5 months on hand in the space of 6

months.

. Improved the expediting response time from 3 days to less

than 2-hours.

. Improved Purchasing response time on warehouse receiving

discrepancies from over 3 weeks to less than 4 days.

5. Directed the effort to convert 75,000+ SKUs to new naming

conventions.

. Retrained buyers and expediters on use of new systems and

procedures.

Item Content Group Operation Manager (1997 - 1999) (2000 - 2002)

Develop business processes for the collection and retention of product and

business related data. Data is used in catalog production, sales, inventory

planning, and financial analysis. Project manager for the development of

software systems, leading a team of MIS professionals, product managers,

and skilled data analysis personnel.

6. Led effort to re-classify 150,000+ SKUs into new product

codes

7. Grew total SKU count by 100% enabling reduced quote time for

customers

8. Developed and published definitions for every critical data

element of SKU life cycle

9. Led effort to collect and process 1,000,000+ product cross

references

10. Led effort to collect and process 300,000+ product images and

datasheets

11. Defined processes and standards for the collection of +180

separate data elements for each SKU involving over 25 product

managers and 10 technicians

12. Established central group to manage all SKU data

responsibilities

13. Coordinated efforts with sister divisions to establish a

corporate wide SKU database

14. Led design requirements for operating system changes to

support SKU data enhancements

ZENITH ELECTRONICS CORPORATION

1978 - 1997

Glenview, Illinois

Logistics - Business Process Consultant (1996 - 1997)

Redesign business processes for the engineering, manufacturing, and

distribution divisions of the corporation. Apply activity base costing to

current processes, define streamlined activities, introduce new processes

from conception through implementation with detailed procedures and

training. Follow through with secondary analysis to ensure best practice

adaptation. Implemented MFG/PRO from QAD, Inc., an ERP software system for

the manufacturing division. Implemented Reflex, from Promira, a networked

simulation and analysis software package.

15. Implemented process for the transfer of bill of materials

from engineering to manufacturing. Reduced transfer error

rate by over 70%.

16. Redefined engineering and change order activities for

manufacturing facilities. Reduced planning times from +8 days

to >3days.

17. Introduced new modular chassis format for 45 SKUs with

minimal interruption and reduced component obsolescence.

18. With Reflex, reduced planning cycle for schedule changes from

7 days to 2 days.

PETER L. STOLARSKI

PAGE 3

Manager - Distribution Task Force (1993 - 1996)

Coordinated re-engineering taskforce in the strategy development of

converting a two step distribution operation to one step distribution.

Utilized activity based management in the analysis of operations and

benchmarked with other companies.

Project administrator for installation of J.D. Edwards, ERP software

system. Modules included are sales order entry, sales tracking, inventory

control, DRP, general ledger, accounts receivable, and customer pricing.

19. Developed programs resulting in $12 million first year

savings.

20. Centralized operations for all sales support.

21. Administrated a $2.5 M budget for a team of 15 professionals.

22. Principle contact for 5 contract vendors, 6 regional sales

offices, and centralized support.

Manager - National Accounts Sales Plans (1991 - 1993)

Prepared and monitored $700 million television and VCR sales forecasts.

Developed presentation packages for senior and executive management.

Primary interface with production planning and scheduling, manufacturing,

and financial planning and analysis in attainment of monthly, quarterly,

and annual objectives.

23. By model forecasts for over 275 SKU, accounting for 70 % of

company volume

24. Increased forecast accuracy by over 5%

25. Reduced production schedule changes by over 15%

Manager - Component Production Planning and Scheduling (1985 - 1991)

Prepared and monitored production plans for all cable television components

and equipment based on sales forecasts. Primary interface with Engineering

on product definition, with Purchasing on unique component procurement, and

with Manufacturing on plan negotiation and daily scheduling tasks.

26. Reduced airfreight costs by $1.3 million annually by forward

projecting requirements beyond MRP horizons.

27. Reduced planning and scheduling cycle from 2.5 weeks to 1

week by leading development of Cable TV master scheduling

software.

28. Reduced scheduling error rate by over 15%.

EDUCATION

University of Michigan, Ann Arbor, MI.

School of Business Administration

Activity Based Costing Certification

Roosevelt University, Chicago, IL.

Masters of Business Administration

Loyola University, Chicago, IL.

Bachelor of Arts

PROFESSIONAL MEMBERSHIP

American Production and Inventory Control Society

Certified in Production and Inventory Management (CPIM)

Currently pursuing renewal of certification

Contact this candidate