Dawn Miedler: Vice President, Global Supply Chain & Operations in Sausalito, CA

San Fran, CA • Head of US and Thailand Supply Chain and Operations, including overall global operational strategy and effective implementation to support continued growth and expansion • Partner with Sales, Accounting & Finance to drive and optimize Sales & Operations Planning process, financial reporting and process optimizations • Partner with RD & Quality and Marketing teams in the development of new products and in coordinating the commercialization and implementation of products into distribution, as well as the identification of cost saving opportunities through alternative product sourcing and services, and always ensure safety and compliance with specifications • Mentor and coach team members to high levels of performance accomplished in ways, including the hiring of 4 new critical team members in ~ 4 months

• Create, direct, and implement the company's operational strategy by proactively overseeing the strategy and execution activities from S&OP through inventory fulfillment and reconciliation, while driving corporate financial measurements that dictate changes in department activities • Lead a $35MM capital project to create internal manufacturing capability, reduce reliance on external-only manufacturing, and have better controls over QA among other benefits • Delivered target of $4.2MM in Enablers for FY17; the first year Plum put a robust enabler process in place • Restructured Supply Chain to upskill talent, remove redundancies, which resulted in SG&A reduction of ~$620k

Led various projects within the Global Supply Chain Strategy group --- including creating and implementing efficiencies from a procurement and lead time perspective; overall cost reductions with specific focus around fabric processes; and change management with the Supply Chain group

San Fran, CA • Designed and implemented significant portions of enterprise-wide strategic planning processes • Two CEO-sponsored initiatives defined by clear roles and responsibilities, simpler ways of working, and competitive cost structure: ? Project GOAL (Growth-Oriented and Agile Levi Strauss & Co.): resulted in elimination of work duplication, reduction of layers, re-focused key strategies; more focused approach to merchandising; better balance between headquarters and regional resources; greater supply chain efficiencies ? Global Integrated Planning Initiative: direct improvements to-date include: Improved Order Fill Rates 20% YOY; established 20 days favorable DSI (Days of Sales Inventory); alignment across regional leaders to drive global platforms, ways-of-working

• Directed and coordinated teams within Asia Pacific supply chain operations; Demand Planning, Product Development, and Manufacturing; supervised the regional sourcing & costing operation totaling 10 million units and a FOB value of $190 million annually • Facilitated the creation of country demand planning processes in alignment with regional sourcing and purchasing strategies; and streamlined forecast processes, disciplines and improved order management, saving over $140 million annually • Established and guided an apparel source strategy for Levi Strauss Asia-Pacific Markets (13 country markets) for brands Levi's & Dockers, which optimized the Levi Strauss source base. Set up in-country sourcing for key market initiatives, resulting in on-time deliveries of product to DC by more than 50%

San Fran, CA • Coordinated and managed functional teams to transition from regional supply chain model to global model: 3 Regional Supply Planning teams, Sourcing & Costing, Inventory Planning, Manufacturing • Liaised with Functional Senior Leadership to craft and direct process changes necessary to drive toward global model; managed globally dispersed team with 5 direct reports: 2 Europe, 1 Asia Pacific, 2 San Francisco

• Lead product development team and managed internal and external relationships required to achieve on-time delivery of design-right and manufacturing ready products that meet cost, quality, safety, and Terms of Engagement requirements through the execution of products from concept to customer, meeting all market milestones • Managed product development team of 5 direct reports that was effectively integrated with key internal and external supply chain stakeholders with clear accountabilities, deliverables, measures

San Fran, CA • Improved sourcing approach to achieve lower AUC's while improving quality and continuing to refine Global Sourcing Strategy by factory evaluation of quality, innovation, flexibility, cost and delivery capability; decreased average AUC by $2.55 or 14% against prior year • Explored new fabric and production opportunities to take advantage of trade agreements when applicable to increase IMU potential; IMU increased 4.4% TY over prior year

Established and executed production calendar for all departments and factories

Allocated ~$20 million in inventory and over 200 products to route apparel to nearly 80 national clients

Sold and maintained Bloomberg services to investment managers in the southern U.S.; managed and grew by 15% approx. $1.5M in accounts, held training sessions for audiences of several hundred; conducted on-site training