Supply Chain Manager

JERRY W. DENT

*** **** ******, ******* *****, CA 90254, 818-***-****,

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

Career History

STRAVINA INTERNATIONAL 2005-Present

EXECUTIVE VICE PRESIDENT OF OPERATIONS & INFORMATION TECHNOLOGY

Stravina International is a private equity held consumer products

company which designs, manufactures, sources and distributes gift,

jewelry, novelty and pet accessories which are sold through retail

channels to consumers totaling over 25,000 locations, including mass-

market retail chains, national supermarket and drug store chains. My

responsibilities encompassed long and short term strategic direction,

the performance and continuous improvement of the supply chain, global

sourcing-manufacturing, distribution, logistics, inventory planning,

purchasing, customer service & information technology functions.

Accomplishments:

. Developed previously non-existing infrastructure & competencies in

forecasting, demand planning, replenishment & global sourcing while

elevating existing distribution & logistics capabilities.

Engineered a scalable operating platform providing sustainable

service, quality & cost effectiveness, enhancing revenue & profit,

maximizing enterprise value.

. Established Asian sourcing offices, rationalized & refreshed the

vendor base resulting in increased product margins, COGS reduction,

extended supplier payment terms, enhanced manufacturing execution,

reduced lead times, increased speed to market 'NPI' while improving

product quality and continuity of supply.

. Risk mitigation through the establishment and enhancement of

product testing and QA protocols addressing past product failures &

eliminating reoccurrence.

. Lowered the cost of distribution as a percentage of sales by

310bps. Positively impacted ROA, ROIC.

. Built a proprietary POS based replenishment system facilitating for

the first time retail mass replenishment by SKU and location

improving sell-thru 63%, in-stock levels 22%, driving revenue and

profitability gains.

. Migrated to a third party distribution model, 3pl, which resulted

in an annual direct labor savings of 16% by moving to a cost per

unit, variable compensation model.

. Integrated acquisitions, network optimization; consolidated

distribution facilities: 5 to 2, reducing annual overhead and

leasehold expenses by approximately 36% while increasing capacity &

capability.

. Improved inventory productivity, increasing inventory turns from

2.4Xs in 2006 to 4.3Xs in 2007, which increased revenue &

profitability while benefiting cash flow.

. Established an S&OP process enhancing fiscal, inventory planning &

purchasing disciplines.

. ERP selection & implementation reducing from 3 systems to a

singular enterprise wide technology platform.

GOLFSMITH INTERNATIONAL 2003-2005

VICE PRESIDENT OF SUPPLY CHAIN

Golfsmith International is a private equity held multi-channel golf

equipment retailer; retail, web & catalog, Responsibilities

encompassed strategic & tactical planning and execution of all supply

chain functions;

distribution, logistics, global sourcing, purchasing, demand-inventory

planning & replenishment.

Accomplishments:

. Reduced cost of distribution as a percentage of sales by 180 bps.

through network optimization, operating efficiencies, inventory

reduction, advanced sourcing strategies and service contract

renegotiation.

. Developed internally an auto-replenishment system which elevated

and enhanced forecast accuracy, service levels, the guest

experience, revenue and profitability. Enabled creation of demand

indices and histograms.

. Introduced state of the art inventory planning and replenishment

methodologies (CPFR, tiered service levels) elevating retail

service level from 73% to 94.5% and direct fill rate, web &

catalog, from 91% to 96.2%.

. Increased annual inventory turn from 2.35 to 3.80 driving positive

cash flow gains significantly benefiting net income & net operating

capital.

. Institutionalized the utilization of dashboards, metrics, and (BI)

business intelligence tools through the introduction & utilization of

six sigma methodologies.

. Established Asian vendor base for private label goods, migrated

from trading companies to direct vendor relationships improving

product quality and margins, payment terms, lead times, and

continuity of supply.

. Developed a comprehensive long range strategic plan that detailed

supply chain infrastructure requirements in support of the

companies planned 10 year growth and channel expansion plans.

HOME DEPOT 2002- 2003

SUPPLY CHAIN STRATEGIST

Home Depot is the world's largest home improvement retailer.

Responsibilities encompassed the evaluation of the operational

integrity and cost effectiveness of the supply chain, suppliers and

third party partners; to model network alternatives and to convert

findings into strategies resulting in infrastructure development &

reengineering.

Accomplishments:

. Led a distribution network rationalization effort that resulted in

the consolidation of domestic and import distribution facilities

eliminating redundant facilities, reducing supply channels,

inventory and operational cost.

. Established enterprise wide key performance metrics & scorecards.

Benchmarking; measured the cost & operational effectiveness of

outsourced & internal operations. 3pl contract development &

negotiation.

USCO LOGISTICS 1999-2002

VICE PRESIDENT OF OPERATIONS

USCO is a contract logistics provider which designs, implements and

operates global supply chain solutions; distribution, transportation,

inventory mgmt., network modeling/optimization. Industries serviced;

electronics, computer, pharmaceutical, retail, CPG. Responsibilities

encompassed; solution architecture, operation of international &

domestic networks, contract development, budget administration and

stakeholder relationships.

Accomplishments:

. Led multiple facility, network & supply modeling and optimization

lean initiatives resulting in the rationalization of sites,

suppliers, inventory and channels resulting in cost savings,

capacity gains supporting growth, cycle time reduction and service

level gains across multiple organizations and industries.

. Lowered cost of distribution as a percentage of sales for multiple

organizations.

. Established the utilization of Six Sigma principles driving

efficiencies and enhancing operational execution.

. Successfully managed multiple NPI, start-ups & acquisition

integrations.

PENSKE LOGISTICS 1996-1999

VICE PRESIDENT OF OPERATIONS

Penske Logistics is a global contract logistics provider which designs

integrated supply chain mgmt. & logistics solutions across North

America, Asia, South America and Europe. Serviced electronics,

pharmaceutical, automotive, consumer packaged goods, healthcare &

retail. Solutions; distribution, logistics, assembly, kitting, light

mfg., inventory mgmt. & planning, customs brokerage, supply channel

vendor management. Responsibilities; strategy & solution development,

multi-facility P&L, budget administration & customer relationship.

Accomplishments:

. Improved customer relationships, satisfaction scores by improving

execution of operations while implementing six sigma based

continuous improvement initiatives to improve the cost, quality &

operational execution.

. Increased profitability of operations by 22.3%.

. Inherited six loss-making operations made all profitable, received

President's Award of Excellence.

. Engineered multiple network optimization & network expansion

initiatives enabling cost reduction & growth.

MAJOR ACCOUNT MANAGER, PENSKE LOGISTICS

Contracted with Lucent Technology Power Systems to manage a global

distribution & manufacturing network; U.S., China, Brazil, Mexico

through direct and indirect relationships with manufacturing, vendors,

supply chain and quality organizations. General management

responsibility for US & Mexico (Maquladora) manufacturing, assembly,

distribution and import/export operations.

Accomplishments:

. Optimized the networks cost, quality, delivery & capacity through

vendor, supply channel & inventory rationalization and operational

efficiencies.

. Reduced lead times increasing speed to market for existing & new

product introduction 'N.P.I.'.

. Est. advanced replenishment strategies & collaborative MFG

scheduling improving capacity & service.

. Developed merge in transit, whole order delivery capability

reducing logistics, distribution & installation costs.

SUPPLY CHAIN CONSULTANT, PENSKE LOGISTICS

Dedicated consultant to Columbia Healthcare. Charter; to rationalize,

optimize and integrate supply channels & distribution operations

expanding through acquisition. To model & implement an optimized

distribution & supply network inclusive of vendor mgmt., inventory

planning & management,facilities, people & technology.

Accomplishments:

. Engineered a network model allowing for dramatic inventory,

logistics and distribution savings.

. Introduced technology innovation; advanced planning & scheduling.

. Integrated acquisitions establishing efficiencies, visibility &

control enterprise wide while increasing capacity, capability &

service levels.

GENERAL ELECTRIC MOTORS 1994-1996

FACILITY PRODUCTION MANAGER

Condenser fan motor manufacturing facility. Responsibilities

included master scheduling, procurement and

operational management of the punch press, die-cast, shaft & rotor

functions.

Accomplishments:

. Reduced overtime 43%, increased line output 38% & OEE from 63% to

71%.

. Implemented advanced inventory & manufacturing methods such as

demand flow technology.

. Six sigma certification; utilized principles resulting in process

improvement, quality & productivity gains.

. Earned evaluation rating of code 1, the highest rating enabling

expanded succession planning opportunities.

WALMART DISTRIBUTION 1991-1994

DISTRIBUTION CENTER MANAGER

Responsibilities encompassed management of 165 associates in a high

volume, 1.2m sq.ft. distribution facility. Functional areas of

responsibility; receiving, order filling, shipping, inventory control

and quality assurance.

Accomplishments:

. Selected as a start-up team member of a new distribution center,

facility earned DC of the year honors.

. Set National Distribution Records for Thru-put. Improved inventory

control cycle counts from 99.92 to 99.97.

EDUCATION B.S. Marketing, 1991, Arkansas State University, Jonesboro,

AR

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