David Thullen: in Yorba Linda, CA

Responsible for accurately reporting all inventory transactions related to the receiving, storing, production and distribution of all finished good products, raw materials, as well as the manufacturing accounting related to turning those materials into finished goods for this manufacturer of premium salad dressings and sauces for the pre-made salad and food service industry, Managed inventory and job analysts and several cycle count program personnel. Oversaw the distribution of all raw materials to outside manufacturers and the receiving of completed finished goods from those manufacturers.

Managed ALL aspects of the raw materials, WIP and finished good inventory for this manufacturer of precision writing instruments with annual revenues of $120,000,000. • Consolidated eight warehouses into one 350,000 square foot Distribution Center with 5,576 pallet positions and 7,000 each pick positions. Developed warehouse layout that enabled 98% of picks to come from designated pick locations saving 100 hours of pick travel time a month. • Reduced carried inventory by $6,000,000 with no decrease in customer service levels. • Developed and implemented daily cycle count program negating the need for annual physical inventory, with cycle count accuracy taken from 75% to consistently 99.5% or better. • Developed production reconciliation process that decreased average material variance loss from $125 per job to an average of $24 per job. With an average of 400 jobs per month, saving $500,000 per year.

Responsible for scheduling production for regional bottling facility serving 13 distribution centers in the Southwestern US. Set company-wide inventory policies for raw materials and finished goods. Key company contact for outside vendors. Managed procurement of distributed brands including: Welch’s Juice, Snapple, Perrier, Fiji Water, and Yoo Hoo. Set inventory limits and turn goals for the hub warehouse and all distribution centers. Managed shipping, receiving and inventory personnel, and served as project leader for implementing a new computerized inventory management system. • Combined weekly ordering data from each Distribution center to approximate average system production needs and facilitate easier raw materials ordering and production scheduling. • Decrease total system inventory carried by 25% by determining monthly average sales for each product at each DC and realigning inventory carried to more closely match monthly sales. • Devise new warehouse layout that facilitat

Purchased all aftermarket bike parts, accessories and rubber using demand-planning software. Standardized all shipment packaging per requirements for international vendors. ? Implemented lean process improvements to increase inventory turns and reduce obsolete stock, resulting in $6 million added to company's bottom line. ? Key member of a SKU rationalization team that reduced SKUs offered from 10,000 to approximately 3,500, and participated on team to integrate Schwinn Bicycles and GT Bicycles separate MRP software systems into one standardized package and assisted with the facility’s move to Boulder, Colorado.

Managed all aspects of blank garment and finished goods inventory for this major retail manufacturer with goal of increasing inventory turns and decreasing product liquidated due to obsolescence. Primary contact with all foreign and domestic manufacturers and warehouses. Initiated all purchases of blanks and finished goods. Tracked PO’s and verified pricing and payment terms. Created all item codes. ? Developed and directed the cycle count program. ? Key member of transition team merging $30 million Sports Specialties, a Nike subsidiary, into $120 million Nike Team Sports, a Nike division.