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VP, Global Sourcing & Supply Chain

Canton, GA
May 29, 2023

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513-***-**** LinkedIn


Transformational Global Sourcing, Manufacturing, and Supply Chain Leader with deep experience in production, strategic global sourcing, purchasing, and supply chain operations for small and large, domestic, and international companies. Consistently drives Continuous improvement through cost effective/efficient processes, margin improvement, and profitable sourcing and manufacturing by defining goals and strategies. Known decision maker with ability to take quick action with high level responsiveness and creative problem solving. Over 25 years of international experience which includes living in Shenzhen, China and becoming fully assimilated into the Asian culture, along with additional sourcing and manufacturing experience in Southeast Asia, India, Mexico, Bangladesh, Philippines, and Europe.


- Strategic Global Sourcing - Toyota Production System (TPS) - Cross-Functional Collaboration

- Global Manufacturing Operations - Continuous Improvements - Commercialization

- Purchasing Management - Production Control & Planning - Lean Methodologies

- Quality Management - Supplier Relations & Negotiations - People Management


RUDIS LLC 2022 – Present


Responsible for the strategic direction of the Global Sourcing Operations for all products; apparel, footwear, and accessories. Charged with building and directing the domestic/international Purchasing department with the creation of improved efficiencies and SOP’s. Lead the Global Supply Chain team for both international and domestic manufacturing and logistics. Managing the overall process of Wholesale bulk orders and ‘at once’ orders from order receipt to fulfillment. Responsible for all Licensing contracts and product needs for each Licensor.

Responsible for both international and domestic contract manufacturing for all apparel, footwear, and accessories.

Exceeding company gross margin requirements while maintaining a 98.5% quality metric and a 99% on-time delivery to the customers.

Successfully negotiated extended payment terms with both new and existing global suppliers.

Responsible for managing the domestic/international Purchasing Team, achieving a 25% higher efficiency by implementing a new process flow with improved reporting and documentation.

Introduced and established a new global logistics partner, which reduced international freight costs by 26% on average.

Successfully managing the Wholesale operations from order receipt via EDI through to order fulfillment and delivery to the Wholesale customers distribution centers.

ENDEAVOR 3D 2021 – 2022


Responsible for directing the operations from development through to production and shipping, while improving the operational efficiencies, reducing overall lead-time, and reducing operating cost. Successfully managed the implementation and certification process of ISO 9001. Managed a team of seven direct reports.

Successfully managed ISO 9001 implementation and certification process.

Implemented Standard Operation Procedures and Work Instruction Documents for engineering, development, production, inventory, and shipping.

Increased gross margin of finished products by 11% through cost negotiations with suppliers and Continuous Improvements.

Reduced overall lead-time for production orders by 20% through elimination of waste and introduction of Lean Principles.

GALLS LLC 2019 – 2021


Charged with the strategic vision and direction across product development, mass production, and quality management of cut and sew operations focused on increasing operating margins and reducing cost per unit and application. Served as a member of the senior leadership team and managed an annual budget of $7.2M. Worked cross functionally with Logistics, Sales, IT, Inventory Management, and Finance to achieve positive results on major initiatives established for Production and Commercialization.

Achieved a 99% internal quality rating by developing an in-line quality program throughout the production process, along with an Average Quality Level (AQL) inspection program at the end of the production process.

Increased order accuracy by 35% through the introduction and formation of a Commercialization Department with appropriate staffing and one direct report.

Generated 25% improvement in efficiencies by introducing a modular manufacturing system with a one-piece flow using Kaizen and Lean methodologies, which maximized productivity through standardization of operational processes for both skilled and unskilled operators.

Managed Production and Commercialization team consisting of four direct reports, 11 supervisors, and 225 operators.

Increased efficiencies through economies of scale by implementing a Storage and Retrieval System (SRS) within Production to consolidate like orders and track order status.

Enabled improved efficiencies and accountability within Production through Continuous Improvement and by implementing new processes and systems such as a visual document containing the work instructions for the production team.

Reduced production team turnover by 30% by increasing company minimum wage, improving training strategies, developing standard operating procedures (SOPs), and increasing opportunities for advancement.

ADIDAS 2017 – 2019


Led automated manufacturing operations for product development, commercialization, and production of footwear. Managed domestic sourcing operations with tier 1 and tier 2 suppliers, which includes supplier relations and negotiations. Managed the direct development process between Headquarters, Portland LO, Creation Center Projects Management and Tier 1 suppliers, consisting of development, tooling, materials, and costing, to ensure product integrity, Speed-to-Market capabilities, and Create-to-Value in an automated manufacturing environment.

Consistently met and exceeded customer product expectations with respect to fit, design integrity, performance, perceived value, manufacturability, and overall quality by managing product development, commercialization, and manufacturing for all production efforts across all categories.

Reduced average lead-time from design/development to production shipment from ten months to eight to twelve weeks by creating a strategy focused on sourcing and manufacturing in the market to be serviced, implementing automation and materials management, and creating speed-to-market to meet delivery for current events in the U.S.

Achieved a 98.9% quality rating for internal production quality inspections through the implementation of an AQL inspections process and by implementing a quality system in which each operator served as their own quality control inspector through education and training on quality standards.

Established quick response capabilities with domestic sourcing partners by establishing a method for evaluating capabilities, capacity, management staff and manufacturing performance.

Improved production processes through lean principles and by leading continuous improvement initiatives such as automating process steps and implementing new and efficient production technologies.

Continually upgraded sports category competency, developed innovation capabilities, and improved overall technical expertise by cultivating strong relationships with Tier 1 and Tier 2 suppliers.

TOTES ISOTONER 2013 – 2017


Directed global sourcing of development, manufacturing, and procurement systems required to produce product category lines including footwear, rain, cold weather, and packaging for a $300M international manufacturer. Led a team of 95 associates, 12 direct reports, and managed annual budget of $4.4M. Served as a member of core cross-functional business leadership team in charge of driving the Oracle/JD Edwards ERP system from design to implementation. Member of the company senior leadership team.

Led organization to achieve best in class performances in all categories as a member of the Sales and Operations Planning (S&OP) Process Team.

Achieved margin requirements needed to produce competitive products by negotiating product and packaging costs.

Generated $3.7M+ in savings by leading multiple cost saving initiatives across all product categories and packaging.

Achieved a 98.7% fulfillment rate with customer orders.

Consolidated global manufacturing sourcing supplier base of finished goods from 142 to 63 suppliers improving overall lead-time and FOB cost.

Established and implemented a core and contingent supplier base strategy allowing for level loading of production for the core suppliers.

Developed and implemented a corporate centralized purchasing process for all indirect products and services.

Developed and implemented audit pack stations within DC, which improved order accuracy to customers by 25%.

PREVIOUS POSITIONS as OWNER & MANAGING DIRECTOR at Tibeau Manufacturing Concepts (1999-2009), DIRECTOR OF PRODUCTION & SOURCING at Airwalk Footwear (1996-1999), GENERAL MANAGER at U.S. Shoe Far East Ltd. (Shenzhen, China 1995-1996), PRODUCT DEVELOPMENT MANAGER at U.S. Shoe Far East Ltd (Shenzhen, China 1993-1995


Bachelor of Science in Marketing University of Cincinnati

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