vp/director supply chain

ANTONIO LAGO

**** ***** ***** ***, *******, Ohio 44805  216-***-****  *****@***.***

LOGISTICS / DISTRIBUTION / SUPPLY CHAIN MANAGEMENT

Supply Chain Management with a strong distribution operations background. Proven track record of success in:

• Logistics Planning • Inventory Management • Multi-site Management

• Supply Chain Optimization • Merchandise Flow • Cost Reduction

• Warehousing / Distribution • Importing / Product Sourcing • Transportation Management

• Vendor Managed Inventory • Union Negotiations • In-house Corporate Security

CAREER SUMMARY

LUCY ACTIVEWEAR INC., Portland, OR July, 2005 to November, 2007

Company had 17 stores two years ago, in 2007 increased to 60 retail locations and web sales.

Vice President, Distribution and Logistics

Developed direct to consumer fulfillment operation with implementation of quality control and 24 hour fulfillment for all orders placed.

Implemented 24 hour receiving and shipping for all fashion product.

Negotiated transportation contracts resulting in substantial savings.

Developed logistics strategy for start-up company, opened new distribution center, installed put-to-light system, developed productivity standards and go-forward strategy for transportation and direct to consumer.

Negotiated real estate contracts for distribution and fulfillment centers.

Developed loss prevention program for all stores, DC and corporate office.

JO-ANN STORES INC., Hudson, OH March, 1996 to November, 2004

$1.8 billion fabric and craft retailer with 950+ stores, 2 full-line and 5 satellite distribution centers with 2.6 million sq. ft.

Vice President, Logistics, Distribution, and Security (April, 2002 to November, 2004)

Managed distribution operations servicing all retail locations with 50,000+ SKUs and average inventory of $150 million, including Support Services, Finance, Distribution IT, Engineering / Maintenance and Facility Management. Implemented corporate initiatives including Vendor Managed Inventory, International Product Sourcing, Vendor Collaboration, and In-house Corporate Security. Led 10 direct reports, a total staff of 600+, and managed a $65 million operating budget.

Director, Logistics, Transportation, & Security (1997 to 2002)

Managed 1.6 million square foot Distribution Center with 500 employees, $100 million of inventory, and 50,000 SKUs. Led Operations, Transportation, Imports and Domestic, Facility Management, and Corporate and DC Security with an operating budget of $90 million. Lead Executive for the construction of a new 630,000 square foot DC in California.

RICKEL HOME CENTERS, Director of Distribution and Security 1976 to 1996

STATE OF NEW JERSEY 1973 to 1976

Senior Corrections Officer, Rahway State Prison (1974 to 1976)

Security and Photographer, County Welfare Department (1973)

SELECTED ACCOMPLISHMENTS

Logistics & Supply Chain Cost Reduction / Collaboration with Vendors

• Saved $1.7 million by improving turns and optimizing DC/store capacity while maintaining inventory levels.

• Executed the conversion of 8,000 SKUs from Drop Ship to DC saving $1.5 million annually.

• Analyzed the optimal routing and sourcing structure for 50,000 SKUs. Analysis included optimal routing, freight charges, optimal quantity, and store requirements.

• Saved $1 million through compression of bulky foam and fiber product, while maintaining the aesthetic store presentation needs of the product.

• Negotiated contracts with 3rd party companies:

 Significantly improved Gross Margin by reducing processing costs from .15 cents to .06 cents per yard.

 Improved fabric processing turnaround time from 3 weeks to 1 week through flow improvements, aggressive vendor compliance, and digital fabric processing measurement.

 Reduced 50+ fabric processing vendors to 1 and implemented Vendor Quality Control Standards while converting 100 million yards of fabric annually.

• Centralized PO function minimizing PO changes and supporting in-stock requirements.

• Collaborated with top 70 non-fabric vendors reducing costs out of the Supply Chain.

Import Logistics and International Sourcing / Processing

• Partnered with Third Party Logistics Vendors improving product visibility and increased import containers from 2,000 to 9,000 annually.

• Created a fabric processing network in Asia reducing costs and lead times, and improving product flow.

• Developed and installed a QA network and process in collaboration with factories and testing agencies in Asia.

• Established an import logistics team to educate vendors on expectations, and implement a PO system and processes.

Domestic Transportation, Imports, and Network Modeling / Optimization

• Experienced in imports, domestic and private fleet operations consisting of 400 trailers and 65 drivers. Responsible for negotiating 3rd party carrier and LTL contracts.

• Improved the service level of the transportation fleet to meet a 3-hour delivery window.

• Optimized the cost per pound and cost per unit metrics through a combination of LTL/TL network, while maintaining the targets for transportation lead time standards.

Warehousing / Distribution Operations, Including Support, Engineering, and Maintenance

• Delivered a 20% productivity improvement in 9 months while maintaining selection accuracy; negotiated annual productivity standard improvements up to 15% with union through certified standards and work rate track records.

• Optimized, re-configured layout, and automated Distribution Center:

 Increased volume and throughput 400%.

 Increased capacity from 10,000 to 45,000 SKUs.

 Restructured layout based product classification, turn rates, picking cycles / sequences, and SKU characteristics.

 Implemented a “flow-thru” model for a complex SKU base and weekly trend fluctuations.

• Upgraded Distribution Software (EXE WMS) improving order fulfillment accuracy to 98.5% through the use of a Radio Frequency Network, a voice selection system.

• Implemented ABC costing methodology saving costs through better allocation of space and man-power.

• Initiated Vendor Managed Inventory concept; secured vendor commitments, negotiated facility arrangements, and purchased technology, SSA 4000. Expected projections include reducing Distribution Center square footage, reducing inventory carrying costs, saving labor costs, and improving product flow.

• Implemented engineered labor standards through time studies, work measurement, and process flow improvements.

CERTIFICATIONS AND AFFILIATIONS

Graduate, Police Academy

Belford University –Associates in Business

Certified Homeland Security, Level II.

American Society for Industrial Security (ASIS)

New Jersey Environmental Law (May, 1992)

Clemson University-Optimizing Warehouse Operations (Dec., 1992)

Northampton Community College-Finance for Non Financial Managers (AMA) Dec. 1995

Member, Council of Supply Chain Management Professionals and WERC,

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