karen capone

Responsible for creating, developing and implementing Life Cycle Management tools to ensure proper product obsolescence and execute product migrations effectively; Migration Planning, Phase Change Plans, Contingency Planning Process, Upfront Plans, Dashboards, Phase Checklists and Work plans, Executive LCM Communications and Supply Chain Cost Model, that de-mythed certain costs as being significant. Solely responsible for the Mail Finishing LOB and worked with Senior Marketing management to identify all products and their position within the Life Cycle. Significant outcomes as a result of said tools resulted in effective launching of the GEM, Phoenix and Low Cost Phoenix with no impact to inventory write offs. Worked with Canadian and UK management to initiate tools within these countries and created product roadmaps.

Responsible for Global Inventory for Service Spare Part Inventory Investments. Continuously met or exceeded Customer Service’s expectations for Fill Ratios, consistently maintaining over 98%. Increased Service Spare turns 28% to 3.11 by concentrating on stagnant excess. Responsible for Reman WIP Inventory Investment and reduced WIP by $1M (30% reduction) by concerted effort placed on reporting efficiencies and best asset utilization. Participated in the SAP Go Live for Inventory Management for Demand Planning and Buyer Planners, including participating in the design, testing and training.

Pitney Bowes is a global technology company crafting innovative products and solutions that help clients "get it right" in the complex world of commerce in the areas of customer information management, location intelligence, customer engagement, shipping and mailing, and global ecommerce. Founded in 1920, Pitney Bowes operates around the world, delivering accuracy and precision to more than 1.5 million clients. Helping clients achieve their greatest digital and physical commerce potential are Pitney Bowes'​ 15,000+ passionate employees around the world who craft commerce solutions with pride, maintain a relentless pursuit of innovation with over 2,300 active patents, and focus on clients, who are at the center of all that we do - from 90% of the Fortune 500, more than 200 retailers and 1.5 million small businesses.

Responsible for minimizing high value equipment returns, increasing used equipment utilization, reduce return processing and operating costs, and re-engineer the returns network. Implemented dispositioning closer to its originating point realizing and increased in field scrap. Was instrumental in correcting a misused Inventory Accounting transaction code that was being erroneously used in 72% of return transactions (cancelled sales), resulting in a 24% reduction in inventory. Assisted in the creation of an Optimal Dispositioning tool to automate a manual dispositioning process. This critical step was necessary to create an environment that allows for future proactive and dynamic dispositioning. Surpassed 2007 goal of reducing US Used inventory without creating any negative revenue impact; reduction over $4M. Total inventory reduction from 2006 to current over $6.2M. Responsible for managing $11M annual scrap budget.