Sales Customer Service

SHERMAN J. LEE

Monrovia, California *****

Cell 203-***-****

e-mail: *******.******@*****.***

Summary

Senior executive with a proven track record of increasing profitability,

increasing revenues and optimizing supply chains for apparel wholesale and

retail companies. Skilled at integrating operating functions,

reorganizing, and leading teams to achieve maximum efficiency. Key

strengths include change management expertise, global sourcing strategic

leadership, and superior problem solving ability.

EXPERIENCE

Kellwood Company - Western Region

(Jul 2006-Aug 2009)

Chief Operating Officer/Executive Vice President

Led supply chain and operational teams for 14 branded and private label

apparel divisions with $625 million in annual sales. Aligned and drove

efficiency in the sourcing, production, logistics, planning, quality,

customer service areas and for all pre/post-production activities. Created

and implemented processes that improved delivery and profitability while

reducing operational costs. Formed worldwide vendor base and traveled

internationally to spearhead strategies. Developed key partnerships with

retailers such as Kohl's, Wal-Mart, and Macy's to increase customer

satisfaction and reducing lead times. In charge of a total organization of

306 employees with 14 direct reports.

Migrated, aligned and consolidated operations from East coast to California

during 2008-2009 realizing the company a $13 million reduction in annual

costs.

Reduced suppliers by 51% from 74 to 38 factories improving product quality

while reducing product costs.

Improved product quality by continuous production review and statistical

process control. (Defects averaged 3.5% in 2009, down from 7.25% in 2006.)

Increased on time shipping from 77% in 2006 to 97% in 2009 by creating and

enforcing adherence to an integrated time and action calendar.

Shifted production from 50% to 85% offshore from 2006 to 2009 to increase

margins from 21.5% to 29% and reducing costs by 14%.

Improved Kohl's vendor scorecard from a "D" rating to a "B" rating in one

year by focusing on reducing quality defects and increasing shipment

fulfillment rates.

Initiated and led a sku development strategy with the merchandising and

sales teams in 2008, resulting in a $400k savings by reducing development

costs by 10%.

Perry Ellis International

(Jan 2001-Feb 2006)

Senior Vice President of Planning and Operations

Managed planning and operations for 18 apparel divisions with $910 million

in annual sales. Developed merchandise assortment profiles, planned

inventory needs, demand versus supply balancing, minimizing stock levels,

developing sales goals, improving turns, and achieving gross margin goals.

Initiated corporate supply chain management and planning best practices,

streamlining product flow and warehouse optimization. Led and managed a

staff of 22.

Created a wholesale planning team in multi locations for the total company.

Increased sales by maximizing classification opportunities through in

season analysis and eliminating non-performing classifications while

partnering with the merchandising and sales teams.

Experience, continued

Cell 203-***-****

e-mail: *******.******@*****.***

Launched and managed a $7 million Vendor Managed Inventory private label

program with JC Penney in 820 doors, which increased sales volume, market

share and product penetration.

Initiated sku level replenishment planning processes and improved

fulfillment rates by 10% and reducing inventory by $6 million. Created

replenishment planning tools and a forecasting system through Data Mart and

Business Objects software.

Jordache Limited

(Apr 1998-Dec 2000)

Vice President of Planning and Imports

Initiated and managed retail and wholesale apparel planning teams

responsible for $301 million in annual sales. Developed and implemented

sales plans, receipts, sell through, gross profit and inventory turns for

all divisions by account/door. Coordinated and managed the operations and

logistics teams. Planned wholesale production requirements for both

company owned and vendor owned factories. Led and managed a staff of 14.

Identified and eliminated non-productive skus/classifications, reducing

inventory levels by $2.4 million. Expanded Wal-Mart business from 800 to

2,800 stores by planning and maximizing sales by door in the juniors

division.

Achieved a $6 million increase in gross margin profit, by analyzing

profitability by business segment down to the sku level.

Calvin Klein Jeanswear - Warnaco

(Jan 1996- Mar 1998) Director of Production

Planning

Managed demand forecasting and production needs for $310 million in

annual sales. Coordinated and balanced production requirements with

company owned factories and independent suppliers.

Initiated and facilitated production calendars between factories and

production team leading to improved on time delivery of product to the

warehouse and to the retail customers. Increased shipment fulfillment rates

by 20% while reducing production lead time by 2 weeks.

Analyzed wholesale and retail selling trends, adjusting production and

sales plans to increase sales by $9.5 million and reducing inventory levels

by $11 million.

PREVIOUS EXPERIENCE

Bugle Boy Industries, Senior Divisional Planner

AmeriCo Group, Inc. (Formerly a division of Gitano), Planning and

Operations Manager

Caldor, Senior Planner

Montgomery Ward, Replenishment Merchandiser

Allied Stores Marketing Corporation, Assistant Market Representative

Bloomingdale's, Assistant Buyer/Department Manager

EDUCATION

Bachelor of Science, Marketing - Saint John's University, Jamaica, New

York - 1982

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