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Supply Chain Management

Location:
Seattle, Washington, United States
Posted:
September 10, 2018

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Resume:

George Arnold

Seattle, WA 253-***-**** ac6zuq@r.postjobfree.com www.linkedin.com/in/georgeparnold

Supply Chain / Strategic Sourcing Executive

Accomplished Supply Chain and Procurement leader with a demonstrated track record of success helping top consumer products firms and manufacturers increase supply chain quality, expand their network of suppliers, and capture millions of dollars in annual savings. Proven ability to build high-performing teams, foster a continuous improvement mindset, and build/negotiate favorable strategic relationships with key partners and vendors around the globe. B.S. Degree in Business and Production Management.

Key Skills / Qualifications

GLOBAL SOURCING – Experience leading global sourcing teams in analyzing high-volume purchases to vendors (as much as $300M in annual spend) across multiple markets in Asia, India and Mexico as well as in developing long-term vendor partnerships to facilitate on-time, cost-optimized product production

PURCHASING & VENDOR MANAGEMENT – Expertise developing and implementing strategically-sound purchasing processes and effectively managing the largest share of manufacturing costs by identifying the information needed from potential vendors to determine a company’s optimal sourcing strategy

COST ANALYSIS – Highly effective decision-maker dedicated to reviewing complex product cost data on an ongoing basis to identify opportunities for improvement, in addition to evaluating key factors such as on-time delivery, lead times, quality, labor and transportation costs, and currency impact

INVENTORY MANAGEMENT – Extensive history of success managing inventory programs, allowing for the reduction of lead times by up to two weeks and the formation of long-term scheduling agreements

PROGRAM & PROJECT MANAGEMENT – Skilled at leveraging CPM concepts to drive effective program and project completion breaking project lifecycles down into specific deliverables and touch points, delegating key assignments and deliverables to appropriate team members, and facilitating complete product line resourcing efforts at times to deliver up to $1M FOB cost savings to the bottom line

Employment History & Highlights

LIFETIME BRANDS, Garden City, NY 10/2013 – Present

Global provider of kitchenware, housewares, and other home products via the Faberware, Taylor, Kitchenaid, Cuisinart, Mikasa and Pfaltzgraff brands in addition to providing Private Label products to leading retailers

Purchasing & Cost Management Agent (6/2017-Present): Responsible for identifying accurate product data for 4 business units, tracking FOB costs from completion of RFQ process, and negotiating potential increases resulting in cost avoidance including $300K realized in the second half of 2017 alone.

Enabled accelerated cost estimation and analysis abilities by adjusting operations to allow for the FOB quotation process to derive directly from the initial RFQ

Ensured the accuracy of NPD Gates 2 & 3 throughout the New Product Development process to ensure that the company maintained an extremely accurate understanding of final product costs

Engineering Data Coordinator (10/2013-6/2017): Reviewed/updated/created product files related to product weights, dimensions, materials, and packaging to help assure quality standards were fully maintained.

Implemented the WERC program (designed to connect manufacturers with retailers to help meet critical compliance and safety needs ) for battery-operated products

INDEPENDENT CONSULTANT, Yonkers, NY 5/2010 – 10/2013

Worked as expert consultant helping client organizations improve the quality/efficiency of their supply base

Drove annual savings of $250K for a key client by successfully identifying and guiding the resourcing of product grouping from China to the US; additionally achieved 8.5% savings against FOB target costs by researching and providing recommendations for the sourcing of a high-end line of gift products in Asia

Employment History & Highlights (cont’d)

Increased on-time shipments from 86% to 98% within 6 months by providing direction/support to the company’s primary dress shirt manufacturer in China; emphasized the development of gold standards, introduced 5S methodology, and provided cross-functional expertise around the shipping process

POP DISPLAYS, Yonkers, NY 11/2006 – 5/2010

Integrated manufacturer of plastic molded point-of-purchase displays, focused primarily on developing permanent displays for mass retailers such as Revlon, CVS Pharmacies, and L’Oreal

Vice President, Global Supply Chain: Reported to the President and directed supply chain operations for $100M in global/domestic spend aimed at supporting the firm’s US and Asia strategic supply base.

Reduced costs for steel, resins, and other materials by up to 6.5% by setting up a structured approach to negotiations that included monthly WebEx meetings with U.S. and Asia vendors to review the status of market indicators making quantity decisions based on collaborative market forecasts

Reduced the average cost of production molds by 38% by building out a vendor base of Chinese manufacturers willing to provide a second mold for the same item, at cost, if requirements allowed

Increased working capital by negotiating 120-day payment terms with strategically-qualified vendors

CATALINA LIGHTING, Miami, FL 1/2005 – 11/2006

Manufacturer and distributor of lighting products including state-of-the-art energy-efficient products being sold under trade names such as Vision Max, Dana, Tensor, and Catalina

Vice President, Global Sourcing: Recruited by and reported to the President to drive the closure of the company-owned China manufacturing facility, shift the sourcing of all products to Asian vendors, and recruit and train an on-site sourcing team to support $125M in annual spend.

Successfully closed the China facility within the 12-month goal and sourced 1600+ SKUs among China manufacturers, utilizing a new product category strategy and realizing average FOB savings of 6%/SKU

Reduced Hong Kong Sourcing Office operating costs by $750K annually by relocating the office to Shenzhen China and sub-contracting the quality inspection process to SDS

Attained FOB costs at least 11% below targeted levels by spearheading negotiations and final price confirmation with the strategic supply base for all new products

WORLD KITCHEN, LLC, Rosemont, IL 2/1996 – 1/2005

A $600 global consumer products organization that offers distinctive products via a portfolio of brands that includes CORNINGWARE, PYREX, Corelle, Revere Cookware, EKCO Bakers Secret, and Chicago Cutlery

Vice President, Global Commodity Management (5/2000-1/2005): Reported to COO with responsibility for qualifying Asia/Mexico/India vendors to help manufacture OEM products (metal bakeware, cookware, kitchenware) and to ensure attainment of the Product Management team’s target cost parameters.

Achieved annual savings of $1M+ by partnering with two Asian (China/Indonesia) vendors to support the manufacturing transition of the US metal bakeware facility to Asia

Reduced vendor lead times from 4 weeks to 2 weeks by negotiating an RAP inventory Program with vendors allowing the assembly of finished product immediately upon receipt of the Purchase Order

Generated 7-10% YOY cost savings on FOB pricing using cost modeling to understand vendor economics

Vice President, Global Supply Chain (2/1996-5/2000): Recruited by Executive VP of Operations to drive a restructuring of the company’s Asian supply base away from a trading company model and toward actual manufacturing firms, increasing the company’s cost-competitiveness within the Housewares Industry.

Initiated a low-cost country sourcing strategy leveraging suppliers in Asia, India, and Mexico

Maintained a 98% fill rate by managing the PSI process to maintain an effective continuity of supply

Increased annual revenue by $7M by facilitating an NPD team and partnering with Engineering, Quality, Finance, and Category Management teams to introduce a new line of kitchenware for Martha Stewart

Education & Additional Data

B.S. Degree in Business (Major: Production Management) Northern Illinois University, Dekalb, IL



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