Patrick Poole

Directed end-to-end operations for a $10M manufacturing business, overseeing purchasing, demand planning, quality, customer service, warehouse, and assembly teams across domestic and international supply chains. • Improved on-time shipments from overseas factories from 60% to 80–85% by establishing proactive vendor communication and implementing a priority scheduling system to navigate global supply disruptions. • Transitioned demand planning from spreadsheets to an ERP-based forecasting and MRP system, enabling more accurate purchasing decisions, reducing inventory errors, and streamlining supply chain responsiveness. • Cut factory overtime by 80% for a 30-person workforce through productivity improvements in assembly and scheduling, while reconfiguring warehouse operations to eliminate a full-time role and save $72K annually. • Led the outsourcing of outdated product lines and retired legacy equipment, shifting production to contract manufacturers in SE Asia and initiating relocation efforts to Mexico for greater cost efficiency.

• Oversaw global supply chain functions for a $500M company, managing contract manufacturing in Southeast Asia, international logistics coordination from Taiwan, and domestic warehousing, freight, customer service, and demand planning operations. • Led cross-functional teams across Business Intelligence, IT reporting, tech support, and customer order management to streamline analytics, enhance operational decisions, and improve consumer satisfaction. • Improved on-time shipments from contracted manufacturers from 70% to 94% and increased Big Box customer on-time delivery from 60% to 97% by implementing shipment tracking systems and strategic vendor engagement. • Designed and implemented a custom MRP module in SAP that eliminated 20 spreadsheets, reduced manual planning time from weeks to minutes, and enabled the reduction of one FTE, saving $70K annually. • Reduced overtime by 80% in a 300-person Reno warehouse, saving over $180K annually and hiring a process improvement engineer to drive ongoing cost efficiency initiatives. • Grew Canadian business unit by 45% in 1 year while maintaining margin targets, aligning supply chain responsiveness with commercial expansion.

• Transformed global sourcing for a $10M startup by eliminating reliance on a third-party trading company, establishing a wholly owned foreign entity (WOFE) in China, and building a regional factory management team, driving 60% cost savings and cutting $10M in pass-through spend. • Negotiated sea freight contracts that reduced container costs 48% year-over-year and influenced brokerage strategy to manage List 3 duty taxation. • Launched vendor scorecarding and streamlined end-to-end operations, reducing order-to-delivery lead times by 35% and cutting white glove delivery refusals by 15% through quality and service enhancements. • Introduced NetSuite forecasting modules to align material investments with demand, establishing company’s first integrated supply chain process.

• Led global supply chain operations with $300M in annual spend, overseeing domestic purchasing ($180M), global sourcing ($120M), demand planning, inventory control, and warehousing across U.S. and Asia-based teams. • Improved on-time delivery from 67% to 90% in 4 months and from 68% to 97% in Asia by implementing vendor accountability measures and executing a realignment strategy across the global supplier base. • Enhanced forecast accuracy from 53% to 82% by implementing a formal S&OP process and leading cross-functional coordination. • Built and launched a 420,000 sq. ft. warehouse and later justified construction of an additional distribution center to support peak-season volume, reducing reliance on 3PLs and supporting sustained growth. • Saved $1.3M by leading the successful implementation of a warehouse management system, transitioning from paper-based processes to SAP integrated automation for greater efficiency and visibility. • Developed a seasonal 3PL warehousing model for early-stage builds, and helped source a specialized pick-and-pack 3PL to service high-end retailers with tighter SLAs and customization requirements. • Negotiated 80M lb. plastic resin contracts in multiple years and secured a B2B royalty agreement that unlocked new revenue streams. • Initiated near-shore sourcing strategies to offset rising China costs, managed new product development from a supply chain lens, and led eCommerce expansion by launching B2B and B2B2C channel operations.

• Led global sourcing, demand planning, purchasing, and inventory management for 120K+ SKUs across 5 locations, managing $72M annual spend. • Reduced vendor base from 1,200 to 900 in the first year and increased Pacific Rim sourcing from 5% to 28%, improving gross margin and reducing product costs by 6% in 2009. • Drove a 27% inventory reduction and $800K cash flow improvement through strategic SKU rationalization and vendor terms optimization, while improving customer service metrics to 99.2% line fill and 87.2% complete ship rates. • Conducted a warehouse network analysis that led to the closure of 2 facilities, saving $250K annually. • Implemented S&OP and Lean/Continuous Improvement efforts, driving $500K+ in first-year savings, and contributing to Oracle ERP system design.

• Reduced non-productive inventory by 63% and delivered a 3% total cost improvement by optimizing merchandise flow paths and leveraging unused warehouse space post-merger between Sears and Kmart. • Developed and executed merchandise plans across Sears, Kmart, and The Great Indoors formats, driving inventory turnover, margin, and in-stock goals through Open-to-Buy strategy, markdown analysis, and replenishment planning. • Led implementation of iPlan merchandise planning system, established new SOPs, and built a 5-person planning team.

• Directed global demand management, production planning, inventory control, and logistics operations across U.S. and Mexico sites, managing over 10K SKUs and leading Oracle ERP implementation to support sourcing and forecasting for a $400M company. • Reduced inventory by 38% while maintaining 98% line fill rates, achieved 7% annual warehouse cost savings, and led multi-site consolidations and Kaizen initiatives that streamlined operations and shifted manufacturing from North America to China.

Coordinated projects to improve material flow for CFI program in the Optiplex line MIAS system support and development for better factory utilization Developed enhanced cost model for charging out costs from Optiplex to CFI Achievements: Successfully rolled out in-line asset tagging system in Optiplex/business desk tops Reduced cycle time variance of Dell Plus products by 62% Added Dell Plus warehouses to Factory Planner system improving delivery to 2 hours Managed a program changing the order planning system to disallow deviations Performed Program Manager duties on Control Panel Project - manufacturing floor quality tool for Dell Plus Developed model to accurately charge costs to the Dell Plus organization for additional tasks