Bryan Kingston

Provided executive oversight of $300M+ in supplier spend, leading global sourcing initiatives, and supplier performance programs that advanced organizational growth and resilience. Negotiated and governed key contracts (rebates, terms, KPIs) with national and global suppliers to maximize profitabilityand strengthen execution. Led cross-functional initiatives that resulted in 4% YoY sellout growth, leveraging creative promotions and integrated marketing strategies. Expanded dealer network by 40% through strategic sales initiatives and targeted promotional campaigns that strengthened channel partnerships and market coverage. Partnered with inventory, sales, and category planning teams to align supply forecasts with promotional and assortment strategies, improving availability and reducing lost sales. Spearheaded the launch of a secondary supply channel for one of the nation’s largest retailers, delivering 600K+incremental units with above-industry standard delivery commissions, reinforcing our supply chain-as-a-service model and expanding strategic fulfillment capabilities. Championed supplier scorecards and performance reviews to drive accountability, service levels, and continuous improvement. Accelerated business growth and profits through a strategic advanced purchase of tires and related supplies from factories that were operating, cutting time for delivery by months, and outperformed competitors by 60% Developed and mentored cross-functional procurement teams, improving productivity and supplier engagement outcomes.

In this position, I pioneered an all-new design framework enhancement for the battery, oil, and other sectors of TBC’s operations, including the removal of old and outdated products, and implemented new, cutting-edge, and competitive products that drove brand awareness, and sales. Developed and implanted essential Service Level Agreements (SLAs) training programs across 700 retail stores, and 1,800 franchises, which improved all business unit sales in products, prices, services, and revenue. Generated $4M in additional signing bonuses, and increased promotional support by 40%, due to a new framework for outdated products, and an update from the stocking program to a consignment method. Slashed company costs by $300K in one year, by building and strengthening relationships with vendors and renegotiating established programs. Detected an outdated standard inventory program and revitalized it to consolidate inventory controls with vendors, which reduced the $2M costs by utilizing a vendor-accessible inventory system. Negotiated with the company’s main oil supplier, which increased income by 10% and decreased the $30M annual product spend, through a beneficial agreement to direct more supply orders with their establishment.

In this role, I steered all JDE and ERP system operations, including a viable SAP integration upgrade focused on procurement, and materials management, and refined the original data into a functional process focused on all key requirements. Served as an integral leader with a data governance team, standardizing data across all business units, after several company acquisitions. Achieved a 100% conversion of all data and provided a new and unique standard system for the company’s data governance. Collaborated with development teams in building SQL databases that aligned with the company’s production, reporting, and tracking of all business units. Conducted guidance and coaching to teams, including relevant training programs to ensure success. Liaised with 3rd party enterprises to integrate the Midas Corporation’s master data with the TBC’s Corporations’ master data, utilizing articles, vendors, and customers, for over 1,400 auto repair locations that were acquired and transformed into a franchise model under the TBC umbrella. Optimized the system through numerous data cleanses, removing duplicate vendors, customers, and articles. Analyzed reporting to define potential risks and profitability losses and implemented mitigation efforts. Designed a new conversion process to convert legacy JDE stores, with the current SAP POS stories, for an ERP system that TBC was originally utilizing prior to the upgrade. Performed configurations to allow SAP expansions across all new locations. Synchronized the JDE environment with SAP to enable all customers' full history on the current POS for all locations.