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CEO, COO, CFO, Supply Chain.

Location:
New Jersey, 08536, United States
Posted:
October 05, 2016

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JAMES (JIM) CALO, CPA http://jimcalo.workfolio.com

Plainsboro, NJ 917-***-**** acwxk3@r.postjobfree.com

COO / CFO

Profitability / Strategy Development / Capital Planning / Supply Chain / eCommerce / IS / Finance Product Development / Inventory / Process Reengineering / Quality / Multi-Site / International Blended operations, supply chain and finance to achieve benchmark performance. Highly successful in numerous disciplines, including operational reengineering, logistics, IS / IT, customer service, production capacity growth, distribution channel expansion and team leadership. Consistently successful in sectors ranging from retail / wholesale and manufacturing to eCommerce and business services. Excelled in the demanding logistics and service environment of the US subsidiary of Li & Fung, a multinational designer of customized supply chain solutions for the world’s most successful retailers and brands. Skilled in:

Leading cross-functional processes and teams

Optimizing procurement, production and distribution flow

Fulfilling constantly increasing levels of customer demand

Maintaining best-in-class supply chain, cost and quality metrics

Planning IS / IT initiatives for prioritizing and executing budgets and projects.

Building accountability for strong execution with sales / merchandising / design MBA from the Tepper School of Business, Carnegie Mellon University. BS in Accountancy, Bentley University. He holds CPA certification in Massachusetts.

CAREER HISTORY & SELECTED ACCOMPLISHMENTS

Principal, JEC Consulting, 2015 to Present. Develop successful business and inventory management plans for both large and small client companies. Enable companies already in the operational performance forefront to obtain even better results in customer service, and management and improvement of SKUs and lead times. Operations EVP / Group Chief Operations Officer, LF USA, 2010 to 2014. Led 12 divisions of this subsidiary of the world’s largest consumer goods company, including the entertainment licensing group for licensed fashion brands, licensed apparel for adults and children, footwear and accessories representing $1.6B in revenue. These 12 business units together made up almost 50% of LF USA’s revenue from the design, distribution and marketing of garments, fashion accessories, sporting goods and promotional merchandise to major retailers such as Neiman Marcus, Nordstrom's, Macy's, Kohl's, JC Penney, Costco and Walmart.

Standardized systems data. Led initiative that achieved greater systems integration initially across 12 divisions, a program ultimately rolled out to the rest of the company. The newly strengthened monthly reports included financial, operational and systems updates, along with sales, design calendar, merchandise status and sell through review for over 25 different LF USA organizations.

Planned and directed relocation of major functions from New York to North Carolina and Asia. Anticipated and minimized the multiple challenges that accompanied the relocation of a major operations center and its many globally-directed business functions. Saved millions of dollars as all divisions were being consolidated into multiple locations with a unified management structure.

Established buying guidelines that slashed bloated inventories. By introducing “guardrails” that restructured and disciplined the buying process, and ensured that buying reflected demand, enabled the company to cut unsold inventory in one division from $189M to $20M.

Boosted business transparency and information pass through to Sales, Merchandising and Design. Established company-wide retail sell through system that enabled LF to create accurate door level inventory reports, improve retail data analysis, identify stock level aberrations and improve inventory forecasting. Helped normalize door level sales data.

Chief Supply Chain Officer, Under Armour, 2006 to 2010. Led merchandise, sales, production and demand planning for this major supplier of sportswear and casual apparel. Responsible for materials, technical design, sourcing, production, quality, logistics, distribution, inventory management, IS / IT, customer service and facilities. In collaboration with the Merchandising, Sales and Design teams, led product development and technical design. Kept a team of 11 direct reports and around 875 indirect reports on goal. James Calo – Page Two

Reduced average factory lead times by 11%. Set up teams tasked with reviewing each part of the production process. Introduced and ensured the success of multiple time reduction strategies that beat industry averages.

Cut transportation costs 35%. Negotiated new, more favorable transportation contracts, a critical cost center for a company heavily dependent on excellent supply chain performance to sustain its success. Eliminated

“middle man” vendors and slashed transport costs even as volumes continued to increase.

Leveraged more favorable pricing to boost gross margins. Reoriented design team to understanding cost engineering and the cost penalties of overdesigning product to no benefit. By leading the team to more closely adhere to the design calendar, secured better pricing from outsourced manufacturers and boosted footwear gross margins from 41.4% to 45.2%.

Utilized stronger logistics planning and control to strengthen margins. By applying a Kanban-inspired system of prepositioning materials and resources globally, and ensuring that all needed resources were available in advance, smoothed out production flow and improved fabric yields, elevating Under Armour’s apparel and accessories gross margins from 54.5% to 57.1%.

Reduced distribution costs. Established automated warehouse systems and an improved returns process. Cut per-unit apparel and accessories distribution costs by 26% and footwear distribution costs by 38%.

Improved quality management. By developing and implementing better metrics and more thorough inline inspections, upgraded staff training and performance, and established much stronger quality management controls. This new system improved product consistency, minimized waste and generated fewer returns.

Improved distribution center design and enhanced product handling ergonomics. In addition to opening new locations in Europe and California, implemented major distribution center design upgrades. Reorganized material handling layouts and processes to optimize how items were physically positioned within company warehouses for order picking. Expanded the number of pick slots from 2500 to over 30,000. Boosted labor efficiency through better order picking, putaway and replenishment. Senior Operations VP, VF Sportswear (formerly Nautica Enterprises), 2000 to 2006. Oversaw business planning, forecasting, distribution, technical design, sourcing, production, purchasing, quality assurance, materials management, information systems, loss prevention, logistics, inventory control and union negotiations. Helped secure the benefits of vertical integration with “virtually vertical” concept of partnering with manufacturing vendors, creating significant savings for all parties. Led staff of 12 with 700 indirect reports.

Cut costs dramatically through effective project management. Served as project manager during construction of 1 million sq. ft. $45M customer service center with everything under one roof. Doubled floor space while cutting costs. Responsibility ranged from land acquisition and construction of the building through development of information systems, placement of conveyor and lift equipment, and staffing and training. The efficiency of the new, highly automated facility enabled the company to improve order fill rates and decrease cost-per-unit by 55%, from over $1 to $.45.

VP – Operations & Finance, Polo / Ralph Lauren Corporation, 1993 to 2000. Directed supply chain systems for this high profile brand and company. As VP of both Operations and Finance, managed loss prevention, logistics, wholesale / retail distribution, IS / IT and customer service, in addition to holding overall corporate level budgetary responsibility.

Divisional CFO / Operations Director, Polo Clothing Company, 1991 to 1993. Manager of Business Services / Manager of Audit Services, Coopers & Lybrand, 1985 to 1991. Assistant Controller / Financial Analyst, Bentley University, 1983 to 1985.



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