CARLOS JOAQUÍN SAMPER
PROFIT DRIVEN GLOBAL OPERATIONS VISIBLE END TO END SUPPLY CHAIN
LEVERAGED STRATEGIC SOURCING VALUE CHAIN OPTIMIZATION
Results oriented International leader with extensive experience in global sourcing and rationalizing supplier matrices.
Extensive skills in establishing social and regulatory compliance protocols and audit processes.
Proven success achieved by focusing on the efficiency of operations, allocation of resources, communication of cross functional objectives, and the continuous review and motivation of people and processes.
An accomplished team player leading by example to empower and motivate cross-functional stakeholders to achieve cross functional goals.
Managing Director, Partner 2016 to Present Strategic Global Consultants S.A. West Lake Village, CA
http://www.strategicglobalconsultants.com Managing Director and Partner of an international business management advisor group with a presence in Europe, Asia, Latin America and the United States.
Recruited and manage executive advisors to proactively identify and implement best practices in multinational retail, manufacturing, healthcare, import/export, and brand development of consumer products opportunities to capture revenue and maximize operational profit and geographic expansion.
Industry speaker and presenter of the SGC S.A core competencies which include end to end value chain tools, strategic sourcing, Omni channel fulfillment, global sourcing and procurement, operations, and supply chain best practices. Maximizes the advancement of customer-centric strategy and data-driven decision making with the meaningful market data, customer and brand insights, and analytics that supports merchandising calendars to capture market share, optimize revenue and drive brand equity.
Stimulate the collaboration and interface with a broad range of cross-functional stakeholders including operations, e commerce and Omni-channel marketing, merchandising, design, product development, logistics and multichannel channel leaders. Vice President Global Sourcing and Compliance and Product Development 2014 to 2016 Big Lots! Columbus, OH
A $5 billion closeout, value retailer with 1,450+ stores in 48 states, global offices in Shanghai, Hong Kong, Paris, and Delhi.
•Created profitable cross-functional global operations and defined quality assurance protocols of hard and soft goods.
•Established social and regulatory compliance protocols and audits process to fortify responsible global sourcing.
•Maximized cost effective operations and directed and motivated multiple direct reports in corporate office, DC and 5 global offices resulting in:
•96%+ of on time in full deliveries by leveraging volumes from over 800 to 500 certified strategic suppliers.
•Adopted industry compliance and quality control (AQL) testing and classification protocols via partnership with globally recognized third party, independent, certified laboratories.
•Defined and published social and regulatory compliance and quality assurance and control process and procedures with a strategic focus on responsible ethical sourcing.
•8% first cost avoidance for core products generated by implementing best practices in global and transitioning to a traditional broad line retail model.
Executive Director, Supply Chain Management 2011 to 2014 Sportmaster Group O’ Stin Fun Day Moscow, Russian Federation
A $3 billion retailer in Eastern Europe and China with license and distribution of three brands: Adidas, Nike, and own private labels.
•Centralized procurement, rationalized the supplier matrix, and minimized costs associated with 4 global offices.
•Managed five direct reports in the corporate office and 6 global offices.
•23% rise in speed-to-market by leveraging open to buy volumes of basics to strategic partners
•7% decline in cost of inbound transit from Shanghai achieved by establishing regional retail ready distribution and cross docking centers resulting in global expansion.
•500-basis point upsurge in inventory turns.
•16% reduction in shrinkage in inventories generated by creating and implementing a new inventory stratification management strategy with an exit / liquidation process.
•Launched new private label brands and expanded retail distribution to owned stores in mainland China.
Senior Vice President 2006 to 2010
Gloria Jeans Corporation Rostov on Don, Russian Federation
A $1 billion apparel manufacturer and retailer in Eastern Europe and China and top fashion denim brand in Eastern Europe.
•Expanded the retail and distribution in 5 countries to include China.
•Recruited and trained an executive expatriate global team and managed five direct reports at the VP and director level.
•$30 million incremental sales growth in high-end, high-margin brands achieved by researching and identifying new manufacturing and wash and finishing technology, new color trends, and unique fabric options.
•9% reduction in first costs and double-digit savings to total cost of goods owned secured by assessing offshore opportunities and shifting the full package of basic and commodity materials and production global management teams to Bangladesh and Vietnam.
Director Global Sourcing 2002 to 2006
Sears Holding Corporation (a.k.a. Kmart) Hoffman Estates, IL
A $21 billion, Fortune 500 department store, global offices in Hong Kong, Shanghai, Miami.
•Consolidated global operations of Kmart and Sears brands and implemented best-in-class direct global sourcing and procurement process and procedures.
•Rationalized multiple branded supplier matrices and leveraged volume to reduce first costs by 8%.
•Increased to 94%+ on time delivery of core brands.
•Reported an 8%+ acceleration in speed-to-market secured by empowering and motivating cross-functional global teams with maximum visibility to shared reporting and focus on mutual objectives.
•46% upturn in direct imports realized by performing overall process analysis that reduced reliance on domestic wholesalers and to working directly with best in class suppliers.
•Potential downside market risk minimized for multibillion-dollar consumer product brands and channels by identifying and implementing social and regulatory compliance protocols to renew corporate sourcing responsibility.
Vice President 1999 to 2002
Li & Fung Corporation Hong Kong, SAR
A $20 billion best in class global sourcing and supply chain corporation in Hong Kong.
Managed global direct reports in Hong Kong, Shanghai, Delhi, Santiago, Mexico City and Miami.
•Initiated just-in-time programs for US retailers and established strategic retail and manufacturing partnerships in Central and South America, Egypt, UAE, Australia and South Africa.
•$150 million in market expansion revenue captured by identifying and maximizing profitable supply chain management and strategic sourcing supplier relationships.
•New market entry expedited by conducting qualitative and quantitative consumer demand analysis to identify specific category and brand assortments that represent line extensions to present consumer offerings.
Vice President 1996 to 1999
Springs Global New York, NY and Santiago, Chile
•An industry leader in textile and textile and apparel fabrics and finished products manufacturer with global brand recognition.
•Initiated and led the led joint venture with the largest textile manufacturer in South America.
•Negotiated and launched an exclusive brand license with one of the largest multinational department store groups, in the
•$250 million in revenue gained by introducing new brand program in Brazil and Argentina.
•112% of joint venture gross profit target met by capturing less competitive markets with higher price points and greater operating margins.
Vice President 1979 to 1996
Fieldcrest Cannon (a.k.a. Cannon Mills) New York, NY and Mexico City, Mexico and Buenos Aires, Argentina
A Fortune 500 textile manufacturer with global brand recognition and global offices in Mexico, Argentina, Japan, Hong Kong, England, Germany, and Italy.
•Expanded strategic multinational retail and manufacturing partnerships in the Americas, Asia, and Europe.
•$20 million increase in gross profit achieved by identifying, vetting and nominating raw material suppliers.
•6% reduction in first costs via strategic sourcing of better quality and competitive key raw materials strengthened mill manufacturing of branded finished products.
Bachelor of Arts: English Literature / International Politics International Finance
Fairfield University Fairfield, CT
School of Continuing Education
New York University NY, NY
•Author Presenter Supply Chain Management, Strategic Sourcing, and Risk Management Webinar and E- Learning (Active)
•SGC SA Chairman (Active)
•Global Supply Chain Resiliency Council (Active)
•Global Supply Chain Risk Management Council (Active)
•Hispanic Leadership Council (Active)
•China Columbus Chamber Vice Chairman (2014-2016)
•Lecturer Rostov on Don, Russian Federation Business School (2006-2008)
•Speaker Procurement Council Dallas Texas (2015)
•Speaker Moscow, Russian Federation Fashion Week (2012- 2014)
•Speaker New York, New York Home Textiles Market Week (1996-1999)
•Speaker Hong Kong SAR Fashion Market Week (2001)