VP Supply Chain and Operations Team Sports
Easton Bell Sports
Easton Bell Sports, Van Nuys, CA 2007-CurrentThe premier manufacturer of performance sporting goods in the world; servicing international sporting goods retailers and educational institutions with Baseball, Hockey, Football, Cycling, Snow Sports, and Fitness equipment. A $800mil privately held company made up of some the most valuable brands in sports including Easton, Riddell, Giro, Bell, and Blackburn.
Vice President Team Sports OperationsAccountable for the management and continuous improvement of all world wide manufacturing, distribution, transportation, inventory management, and customer service functions for the team sports business units with $375mil in annual revenue; made up by Easton Baseball, Easton Hockey, and Riddell Football. Total oversight responsibility including 2 vice presidents, 9 directors, 20 managers, 22 analysts/planners, and 310 hourly associates in 12 facilities in 4 countries.• Management of 4 distribution centers; reduced cost structures by 18%, improved cycle time from 5.1 to 3.2 days on avg order set, reduced avg shipment rate per order to 1.6 from 3.7 (Salt Lake, Montreal, Rantoul, LA)• Shifted a significant portion of Hockey Stick manufacturing from China to Mexico resulting in annual savings of $3.6mil or a 24% reduction in standard costs; while maintaining strategic production flex in Mexico for Make to Order custom demand.• Streamlined new football helmet manufacturing by closing several faculties, reorganization of manufacturing management team, and development of advanced production scheduling tools to increase capacity 33% (from 330k to 410k units) while reducing fully loaded costs by 16% on a base of $29mil.• Created 18 month rolling forecast and build plan for Asian baseball and hockey suppliers to lock in capacity, raw materials, and costs structures greatly improving production cost performance and customer delivery.• Consolidation of 17 international freight forwarders and 9 North American freight providers into a single UPS transportation management platform; while reducing carrier matrix and overall ocean rates by 14%
Vice President Supply Chain StrategyResponsible for efforts to optimize and merge 3 separate sporting goods companies into a single supply chain shared services entity. Executive charged with identifying and laying the implementation ground work for $25mil (on a base of $237mil) in annual SG&A savings across all supply chain functions. Additionally, charged with the creation of processes and plans to reduce non-productive inventory by $20mil (on a base of $196mil).