Sales Management

JOHN F. BUZBY

Cleveland, OH *****

Mobile: 216-***-**** • *******@*****.*** • https://www.linkedin.com/in/jbuzby

GLOBAL INVENTORY PLANNING AND SUPPLY CHAIN EXECUTIVE

Innovative global executive with expertise in inventory planning and global supply chain management with demonstrated results in controlling costs, ensuring optimal rates and servicing for organizations. Adept at identifying business opportunities, increasing revenue and profitability. Competencies:

Crisis & Turnaround Management

Mission, Vision & Values Focused

Executive Leadership, Coaching & Mentoring

New Business Development

Critical Decision-making Insight

Strategic Business Forecasting

Budget planning, Development & Control

Cost Reductions

Cross Functional Leader and Trainer

Buying Strategies

AMERIMARK DIRECT, Cleveland, OH 2001 to Present

Direct marketer with eight catalog titles and $200 million sales.

Vice President of Inventory Planning & Imports (2012 to present)

Led inventory planning department with 105,000 SKUs and up to $26 million in inventory while supervising four managers and 22 associates.

Expanded department to include strategic management roles that resulted in improved costs and quality through top 100 SKU resource and created Electronic Data Interchange which generated an additional $3 million of top line revenue.

Developed and implemented multiple operational initiatives to improve operating performance and leverage existing asset base to increase return on sales.

Launched innovated web strategy reducing overall corporate excess by $500,000 while generating brand awareness and driving overall traffic to AmeriMark.com.

Supervised the development and implementation of AmeriMark Holdings first FTA (Free Trade Agreement) buying partnership with several Columbian suppliers. Partnership resulted in reduction of over cost of goods, increased quality and reduced lead time by eight weeks for better in-stock and fulfillment to customers.

Utilized integration process to implement VIP (Volume Incentive Program) including vendor conformity, cost savings of over $630,000 per year, net term improvements and freight consolidation for entire organization.

Director of Inventory Planning & Imports (2006 to 2012)

Initiated Import & Sourcing Department in 2007 to address growing business challenges.

Trusted with leading integration of inventory planning, importing and systems uniformity with purchase of additional titles in 2007(Carol Wright and Dr. Leonards).

Created buy-in from all facets of organization and initiated roundtable meetings to ensure growth, initiate strategies and decide business rules for holding company.

Achieved inventory level goals along with improving overall backorder levels by 10% by devising and supporting strategic view of inventory pipeline.

Improved organizational turns by three and supported organizational growth by 75%.

Launched excess program and trained associate to manage and eliminate excess inventory by $1.5 million along with reducing organizations exposure to obsolete merchandise by 50% from 2004 to 2009.

Increased initial fill rate across organization from 87% to 95% and decreased cancel rates to less than 5%.

Developed set of master planning queries along with organizational KPI snapshot report used by executives and senior merchandising personal for overview of business trends and future planning.

Selected and served as mentor for several associates, resulting in over a dozen promotions.

Negotiated rates for both domestic and ocean freight transportation, resulting in cost savings of $1 million dollars for 2008.

Manager of Inventory Planning (2002 to 2006)

Created Inventory Planning area in 2002 and managed five direct reports along with hiring additional staff as business needs dictated.

Managed business of $100 million while teaching efficient buying practices which reduced inventory by $3 million dollars over four-year period.

Developed and replaced domestic purchases to direct importing for increased margins for organization by 37% in first year 2004.

Initiated the creation of merchandise calendar to ensure planning team could support catalog drops and eliminate costly back orders.

Led and created training for all levels of organization on numerous topics on managing difficult employees and sexual harassment.

Designed “upsell” strategy to uncover losers with $1 million in annual sales and 97% recovery in COGS.

Inventory Analyst (2001to 2002)

Managed Anthony Richards catalog forecasting, analysis and strategic planning.

Established return rates for organization to ensure correct inventory levels per category, along with establishing guidelines on procedures to forecast color and sizes splits.

Initiated the creation of following meetings to improve company communication and response to sales trends: Backorder meetings, fast movers/prime positions, new style performance review and in-stock meetings.

GAP DISTRIBUTION, Erlanger, KY 1998 to 2001

American clothing and accessories dealer.

Merchandise Control Supervisor

Managed in-house inventory of 35,000 SKU’s and 8 million units while managing 10 associates.

Coordinated efforts to retract 500,000 defective merchandise for Domestic/International distribution division.

Reconciled $2 million operation budget for distribution operations for Banana Republic and Gap, Inc.

Developed and implemented external vendor compliance program that saved over $400,000 within Gap’s domestic distribution centers across the U.S.

Initiated operational plan to transfer 5 million units within 3 buildings eliminating third party need into company-owned facility saving organization $ 2 million annually.

Recipient of Gap Management Award for Leadership, 1998 and 1999.

WAL-MART DISTRIBUTION, Grove City, OH 1996 to 1998

Multinational retail corporation operating discount department stores and grocery stores.

Receiving Manager

Directed receipts of 120,000 plus cases and up to 100 trailers daily for organization.

Managed 3 direct reports and 50 associates in area increasing bottom line by 7% annually.

Improved productivity by 28% and accuracy through reinforcement of established technical procedures.

Increased bottom line profitability by $ 1 million annually through reduced labor costs through forecasting manpower and reconciling data on profit and loss statements.

EDUCATION

MBA, Thomas More College, Crestview Hills, KY

BA, Accounting and Business; Minors: History and Communication, Muskingum College, New Concord, OH

AFFILIATIONS / PROFESSIONAL DEVELOPMENT

Member of Muskingum Alumni Council

United Way of Greater Cleveland

Cleveland Purchasing Association

APICS Society

Institute of Supply Management

Cleveland Professionals 20/30 Club

F. Curtis Barry Inventory Forecasting & Management Sharegroup

Great Lakes-Seaway Freight Conference

Northeast Ohio Business Survey

August 2014 70.3 Ironman Steelhead Finisher

Cleveland Triathlon Club

November 2014 New York City Marathon Finisher

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