THOMAS DICKEY

** ***** **** ****** ( Lambertville, New Jersey 08530

732-***-**** ( aceaza@r.postjobfree.com

LOGISTICS AND PROCUREMENT PROFESSIONAL

Highly experienced in supply chain management in manufacturing, finance,

planning and analytics. Proven leader who manages more than $2 billion in

annual procurement across 1 million skus from over 3,000 vendors. Managed

several of the top projects in the company including renegotiating terms of

sales with leading suppliers, designing/building a one million square foot

distribution center. Created and managed part of the entire supply chain.

Budgeting ( Cost / Benefit Analysis ( Expense Control ( Financial Analysis

( Internal Controls ( QC / QA

Change Management ( International Business ( P&L ( Project Management (

Strategic Planning ( Scheduling

Team Leadership / Motivation ( Policy Development ( Data Warehousing (

Presentations ( Sales Forecasting

Merchandising ( Ecommerce ( Distribution ( Inventory Management ( Logistics

( Outsourcing ( Vendor Relations

Procurement / Purchasing ( Cost Reduction ( Ops Management ( Process

Improvement ( Risk Management

PROFESSIONAL EXPERIENCE

BARNES AND NOBLE, Inc. ( New York, New York ( 9/2009 to Present

Fortune 500 company and leading retailer of content, digital media and

educational products.

Director, Supply Chain Planning

Responsible for end-to-end management of company's supply chain planning,

procurement and sourcing. Partner with Distribution and Logistics to move

over more than one million unique sku's through the value chain.

Achievements:

. Facing a lack of an automated transportation management system providing

visibility to flow of goods through the supply chain, managed project to

assess several different transportation management systems including JDA

and Manhattan. Work closely with core team to assess each solution.

Perform due diligence on each solution provider. Calculate ROI and IRR on

each solution to make appropriate selection. Core Team chose a provider

to develop a system to specifically solve transportation needs. Two-year

project green lighted and implemented two key improvements that will

yield first year savings of more than $1 million.

. There was a fractured planning process across multiple parts of the

company leading to a disruption and poor execution during key holiday

period. Developed an integrated sales and operations planning process

that links the merchandising and marketing strategies to supply chain

planning, distribution and store operations. With flawless execution in

peak period and during other seasons company is able to exceed business

plans and improve gross margins, reduce expenses and generate more free

cash flow.

. The book industry has been disrupted by the emergence of ecommerce and

digital publishing. Store assets as a vehicle for discovering printed

material are undervalued. Designed a program to highlight the showroom

features and value of the stores and marketed this program to the

company's top suppliers. The top six suppliers signed on to the new

program, which resulted in an additional $50 million in bottom line

profit to the company.

. Inventory in the supply chain was not positioned to support changing

needs of the business leading to overstocks in one area and out of stocks

in others. Result is a poor utilization of free cash flow. Re-calibrated

the inventory needs across the supply chain by analyzing POS signals to

move inventory to region where it will improve speed to market.

Eliminated unproductive inventory from the long tail assortment. Improved

inventory turnover in the supply chain by one full turn. Increased speed

to market by two full days. Reduced freight expense by having inventory

better positioned to serve customer needs. Reduced working capital tied

up in unproductive inventory by $50 million.

THOMAS DICKEY ( Page 2 ( aceaza@r.postjobfree.com

BARNES AND NOBLE, Inc. ( New York, New York ( 5/2006 to 8/2009

Director Merchandise Controller

Accountable for all P&L and financial management of inventory in two

distribution centers, achieving gross margin and inventory productivity

improvements year-over-year.

Achievements:

. Four wall costs to manage supply chain network were not part of terms

negotiations with key suppliers. Developed a new terms proposal with key

suppliers to include a warehouse discount as part of general terms. Added

an additional $20 million in bottom-line savings.

. Inefficient operations inside four walls of distribution centers leads to

increased operational costs and sub-optimized fulfillment to stores.

Designed a warehouse-slotting program that places product in optimal

picking locations to maximize throughput. Fully implemented slotting

program resulted in a 15% increase in productivity inside distribution

centers. Lowered operating costs and improved throughput.

. Sub-optimized freight network results in higher costs, longer order cycle

times and lost revenue. Re-engineered inbound and outbound freight

network by identifying lanes to bypass pool consolidation and line haul

directly to last mile agents. Achieved $3 million in year one savings,

improved cycle time to stores and improved customer service.

. The company outgrew its distribution network during a period of rapid

expansion. Served as leader on the project team to rationalize the

network and consolidate supply chain operations under one million square

foot state-of-the-art distribution center, an $80 million capital

project.

BARNES AND NOBLE, Inc. ( New York, New York ( 2/2003 to 4/2006

Manager, Financial Analysis and Operations

Managed all inventory planning and control functions for supply chain,

overseeing cycle counting, quality control, and reverse logistics

functions.

Achievements:

. No outlet to turn aging/obsolete inventory into cash. Developed multiple

outlets for moving aging/distressed inventory in a timely manner to

maximize recovery bringing in an additional $2.5 million per year.

. Once a year physical inventory process was too costly and ineffective.

Engineered a new cycle counting program and saved $1.5 million in

expenses.

. The warehouse management system was outdated. Developed and implemented a

new system, selected a provider and oversaw implementation.

. Sarbanes-Oxley required new set of protocols for documenting and

assessing internal controls. Documented all processes in the supply

chain/distribution area. Created complex flows of procedure. Assessed

control weaknesses and provided solutions for remediation. All

requirements in supply chain met standards of SOX section 404.

BARNES AND NOBLE, Inc. ( New York, New York ( 1/2001 to 1/2003

Operations Analyst

Led analysis for the Senior Warehouse Operations team supporting more than

750 retail stores as well as a $500 million ecommerce website.

Achievements:

. Faced a lack of clear labor standards in warehouse processing with no

visibility to overall performance. Collaborated with Kurt Salmon

Associates and served as project lead to implement engineered labor

standards in five distribution centers. Saw immediate improvement in

productivity across major warehouse functions. Sustained 20%

improvement in productivity and an overall annual labor savings of $3

million.

THOMAS DICKEY ( Page 3 ( aceaza@r.postjobfree.com

Cont...

. Needed to improve service to stores in Western US. Re-designed sub-

optimized ecommerce only facility into a multi-channel distribution

center. Improved cycle time to western stores by 3-5 business days.

Improved store in stock rates from increased cycle time. Able to

reduce safety stock on inventory in western stores by 10%.

BARNES AND NOBLE, Inc. ( New York, New York ( 1/1999 to 1/2001

Supervisor, Finance Operations

Supervised the reverse logistics and quality control programs to optimize

efficiency and quality across the organization. Served as project lead to

convert distribution centers from profit center to cost centers.

Achievements:

. Defective orders were leaving warehouse leads to stores with misaligned

inventory and shrink. Implemented a quality control process on outbound

shipments tracing defects to their source, working with operators to

improve accuracy. Defect rates decreased from 0.75% to 0.25% in six

months.

. Vendor settlement rate on returns exceeded acceptable levels. Implemented

tighter controls on inbound returns from stores and achieved better

tracking from warehouse to vendors. Reduced settlements by 25%.

EDUCATION

Bachelor of Arts in English and Philosophy

Montclair State University, Upper Montclair, NJ

CERTIFICATIONS

Lean Six Sigma Green Belt Training

COMPUTER SKILLS

Advanced MS Access/Excel, ERP Systems (Oracle/SAP), JDA Planning Solutions

LANGUAGE SKILLS

English, Spanish

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