john ritter

Designed a Field Liaison Project Office. Improved information flow among inventory, procurement, management, and corporate partners across three different store concepts. Led inventory management project, resulting in the correct inventory amount, location, and shelf space allocation to maximize revenue, which contributed to 85% improved profitability in one year. Created new Liaison office connecting Inventory and all corporate partners. Developed closed-loop communication system of all information, projects, and issues affecting merchandise to the field leadership. Created reporting to identify added value or opportunity of inventory changes implemented during strategy shifts or sales tests. Reports generated 75% higher inventory turns inventory modeled. Controlled all inventory and merchandise profiles. Provided Inventory analysis including profitability, power, and weighted rankings during remodel project of 490 Sam Goody stores in 2.5 months.

* ANDERSEN WINDOW CORPORATION Cottage Grove, MN.2005-2009 * Supply Chain Specialist-Project Manager/Procurement * Executed high-level cross-functional projects using the Project Management Life Cycle Process. Effectively managed purchasing, inventory and supply chain teams, resulting in extensive cost savings across the enterprise. Increased service level to internal/external customers. * Growth Strategy – New Color Introduction: Increased business of $15M in 3 years. Net increase of 17% volume. Positive ROI in 1.5 years. * Lowered days on hand raw material inventory by 50%, freeing up $1.5 million in cash capital. * Effectively purchased and managed $25 million of annual inventory. Increased inventory turns by 47%. * Reduced Customer backorders by 1624% in two years. * Increased raw material line service level by 67%. * Component Chang: Increased product safety, quality, customer satisfaction, and cost savings of $110K annually. * Headcount reduction of .75 FTE resulting in $78K annual savings.

Opened, staffed, trained and controlled all inventory in new market retail store. Planned headcount, recruited, interviewed, and hired entire staff, consisting of 3 assistant managers and 63 new employees. Provided leadership, instruction and training for staff. Empowered team to make continuous process improvement decisions through recognition programs and opportunities for progression. Ensured the efficiencies of stock levels in a $100M retail store by proper dimensioning and merchandising, utilizing cost effective receiving and replenishment methods to provide the highest service to the customer. Store Duty Manger responsible for all store operations. Organized and managed goods to secure access for direct flow, receiving, and sales space replenishment resulting in the lowest logistical cost with a door to floor minimum percentage of 80%. Analyzed $10 million dollars of inventory and created action plans for sales planograming and capacities.

Developed and implemented Project Management Office in Logistics department. Performed analysis, identified efficiency gains for improvements and provided recommendations to the Logistics and Marketing teams. Initiated, coordinated, tracked and closed approximately 110 projects with budgets of $135 million. Increased service levels 29% by partnering with Marketing and Logistics teams to spread and smooth purchase order volume across the constrained capacity of supply chain. Reduced shipping costs up to 75% per item by directing and designing an expanded distribution network for commercial sales division. (1 central distribution center, to 7 regional distribution centers)