Laura Simpkiss

Laura Simpkiss



Process Improvements

Inventory Management

Cost Reductions

Work experience

Work experience
May 1998 - Present

Supply Chain Management | Operations Manager | Product Development

Silk Forest, Inc.

Privately held manufacturer & wholesaler of custom silk trees and plants

Managed all aspects of operations for a privately held company providing design, custom manufacturing and wholesale distribution of high-end silk trees and silk greenery for commercial accounts (interior designers and home builders) throughout the Front Range.

§Partnered with strategic suppliers and customers to innovate new product designs.

§Oversaw all facets of domestic manufacturing, assembly, and warehousing operations, coordinating product flow across multiple locations.

§Hired, trained, managed, and motivated a staff of 5-10. Evaluated work processes and delegated work efficiently across full time and contract staff.

§Managed supplier relations and contract negotiations. Sourced silk products through importers in California, and natural products from California, Florida, and Minnesota.

§Supported consistent growth in production, averaging 30% year over year.

§Continually refined manufacturing processes to accommodate changing sales volume, by charting and analyzing work flow, establishing training materials and performance metrics.

§Established Recycling Program for cardboard, packing materials and office waste.

Sep 1994 - May 1998

Supply Chain | Inventory | Operations Manager

Designworks, Inc

Then one of the nation’s largest model home staging / merchandising / interior design firms

§Managed supply chain for a national interior design company with up to 120 complex interior decor projects annually with up to 200 unique products per project.

§Established Recycling Program for warehouse and jobsite packing materials, for paper, ink cartridges and aluminum. Identified recycling vendor partner and educated staff on the benefits of environmental stewardship.

§Coordinated sourcing and negotiations in a demanding purchasing role, identifying and expediting the acquisition of low-volume, special item purchasing requests specified by a 24 designers. Brainstormed a number of cost reduction methods.

§Reduced freight costs by an average of 25% by building relationship with preferred carrier; implementing shipping standards, consolidating shipments, and negotiating favorable freight rates on LTL loads.

§Improved warehouse efficiency and safety through selection and implementation of a new conveyor system. Improved inventory picking and packaging methods, reducing missing and broken items, significantly reducing project installation and air freight costs.

§Streamlined inventory and reduced inventory exposure by standardizing items, organizing storage areas, implementing cycle counts and eliminating obsolete items.

Sep 1993 - Jul 1994

Purchasing Agent

Ski and Sea International

Privately held specialty products company serving the vacation rental industry

Hired by CEO to optimize profitability for a growing company through various supply chain functions.

§Led a cross-functional team that evaluated technology requirements. Evaluated vendors, selected and implemented Sage Accpac ERP software, achieving a 30% improvement in order completion time.

§Improved inventory turns, improved lead times with vendors. Adjusted par levels to meet business demands with minimal inventory. Worked closely with vendors to decrease lead times.

May 1985 - Mar 1992

Purchasing Manager | Purchasing Agent | Purchasing Clerk

Sheraton Denver Tech Center

Promoted to lead centralized procurement of direct and indirect commodities for a 650-room hotel with an annual spend in excess of $2 million for administrative, housekeeping, and F&B departments.

§As Manager, motivated and managed a purchasing and warehousing team of three.

§Created a Competitive Bid System and selected vendors who provided good value and good service.

§Analyzed costs by commodity, identified new sources, and negotiated contracts to reduce costs by 10% or more per commodity. Reduced freight costs and streamlined administrative costs.

§Standardized commodities and established an Approved Vendor list.