Allen Jennings: Vendor manager in Seattle, Washington

Managing the 9-figure P&L for hunt/fish/tactical outdoor apparel categories inclusive of buying, planning, marketing and managing 2 direct reports. • Negotiated category margin increase of 237 bps across 12 vendors through cost reductions and vendor funding increases.

Managing the P&L for Georgia Pacific and Kimberly-Clark in Amazon Fresh physical stores and online marketplace inclusive of merchandise buying, promotional planning, marketing, and driving operational efficiency. • Continuously grew MoM sales by 430 bps through stock to sales analysis identifying slow moving items for promotion. • Negotiated vendor promotion funding and achieved 2023 QoQ growth by 125 bps outpacing vertical by 132 bps. • Lead weekly, monthly, and quarterly vendor meetings identifying gaps in availability, actioning on weekly stock outs, identifying future promotion opportunities, and presenting business results up to executive leadership. • Lead a team of 16 peers to successfully negotiate upwards of $1.5M in contracted vendor funding across 50+ vendors during for the 2024 fiscal year.

Owned end-to-end retail supply chain operations for the $55M annual Procter & Gamble, and $5M annual Henkel portfolio. Launched promotion event process across vendor management, marketing, and supply chain establishing profitability guardrails resulting in a +18% sales increase to LY. • Increased PG instock rate by 500bps QoQ by optimizing warehousing operations and maintaining a network safety stock.

Owned pre-season forecasting, tops-down and bottoms-up financial planning, receipt flow, and OTB management across a $360M annual Mens Lifestyle Fleece Apparel category. • Grew the business by 10% YoY by creating a tiered, store cluster, minimum on-hand inventory strategy by influencing allocation team through historical store cluster unit turn, out-of-stocks, and assortment productivity. • Created a seasonal hindsight process capturing missed demand, weekly productivity, digital sales potential, and supply constraints to influence future product planning cycles across DTC North America Men's apparel business. • Became SPOC for retail planning best methods, forecast inputs, and fulfillment channel analysis for 10-person team.

Owned pre-season forecasting, tops-down and bottoms-up financial planning, receipt flow, and OTB management across an $11M annual Branded Soccer and Field Sports category. • Grew gross margin by 30bp to prior year by creating a long-range financial plan to identify chase/cancel opportunities. • Grew inventory turn in owned category by 170bp by establishing sales and receipt category ladder planning. • Influenced merchant assortment direction by establishing new processes consisting of competitive market shop, seasonal recapping, high level line planning, size of prize analysis, and store cluster productivity goals. • Onboarded, trained, and developed 3 new planners in retail planning fundamentals, predicting future forecasts, identifying potential out of stocks, and modeling pricing elasticity to determine promotional depth.

Owned end-to-end commit process, allocation strategy, unit replenishment forecasting, weekly item-level PO ordering; supported pre-season forecasting, bottoms-up financial planning, and OTB management across $225M Kids and Newborn Infant Toddler Sleep apparel and $45M back to school uniform category. • Achieved continuous annual growth in Kids Sleep business by +34%, reduced salvage by (25%), increased gross margin $ by+25% over 3 years, improved turn by 209 bp, and grew GMROI by 70% in a 120+ day lead-time business. • Expanded NIT Sleep sales by +82%, gross margin $ by 95% from 2018, and maintained number 1 market share by optimizing NIT national brand ordering process with a bottoms-up approach to weekly receipt plan. • Increased NIT digital sales by 135%, digital gross margin $ by 186% from 2018, and grew GMROI by 359% from prior by optimizing digital ordering strategy through weeks-of-supply gaps and increasing digital OTB investment. • Achieved a 5.1% sales increase to 2018 on 8% less inventory in Kids Uniforms, and reduced salvage by $875K by establishing store cluster profiles inclusive of volume, peak week sales, regional school start time, and school color code requirements. • Achieved a +13% sales comp by partnering with Store Field Ops to identify top 60 Uniform stores with an allocation opportunity accounting for 17% of total BTS sales in 2019. • Owned Kids Apparel leadership positions across inventory management digital ordering/allocation process, promotions process, Target in India relationship, and Back-to-School/Q4 peak sales read and react process.