John Price: SVP Operations/Supply Chain in Redondo Beach, CA

Develop and implement Operations and Supply Chain processes for US based apparel and consumer products companies. Establish sourcing networks for a variety of products including knit and woven tops, performance apparel, casual and dress bottoms, and outerwear. Streamline supply chain processes to reduce overall costs and lead-times. Implement lean manufacturing techniques to ensure prompt customer deliveries at the highest level of quality. Currently working with companies such as Barco Uniforms, Way To Be, and Strategic Partners (SPI).

Supported business operations leadership across segments for privately held consumer products company. Oversaw multisite operational activity and performance of 172 employees and Executives. Drove functions across sectors including Product Development, Planning, Sourcing, Production, Quality Control and Assurance, IT, Logistics, Distribution, and Compliance. Initiated strategic business plans, procedures, and defined company-wide targets. Built and maintained partnerships with vendors and retailers. Positioned company's operations for potential merger opportunity. Extensive travel between Asia, New Jersey, and Shanghai to work with production and compliance teams across all locations. * Administered Quality and Compliance Key Performance Indicators and Vendor scorecards. * Implemented distribution and operational SOP's, minimizing customer chargebacks, reducing CB's by 25%, and decreasing COG's by $1.5-million within the first nine months.

Financial Subsidiary of The Hampshire Group - Hong Kong

Lead processes and delivered improved procedures to increase efficiency and streamlined workflow for this publicly traded apparel company. Held concurrent responsibilities for operations and financial due diligence; developed potential acquisitions; directed communications; and coordinated global sourcing and supply chain activities with regional offices across multiple divisions located in New York, South Carolina, Los Angeles, and Dongguan, China. Liaised with retailers, cross-functional teams, and provided leadership to 55 team members over three-sites. Served as Chairman of the Board for Keynote Services, Hampshire Groups HK based financial subsidiary. Extensive travel to Southeast Asia, Africa, Central and South America, and the Middle East. * Introduced effective management systems to streamline budgets, records keeping, and other administrative control processes. * Developed company-wide SOP's, increased gross margins by 14%, net margins by 8%, and reduced customer chargebacks by 40%. * Improved product quality by instituting comprehensive and consistent quality standards across all divisions. Reduced defect rate at the factory level by 25%.

Partnering with new management team, improved earnings by $99-million in three years through effective and strategic & operational planning activities for privately held apparel company. Led 37 staff members in the United States and Asia, managing multiple outsourcing operations and manufacturing strategies in support of multiple products and compliancy requirements. Secured professional relationships with retailers and garment suppliers, implemented continuous process improvements, and provided streamlined operational solutions to workflow complexities. Ensured financial targets were met with key measurements and benchmarks including operating income, COGS, revenue, margins, and inventory valuation. Extensive global travel. * Transitioned key suppliers to DDP terms, Net 14, eliminating practice of issuing L/C's, streamlined cash flow, and resolved personnel FOB shipment tracking. * Diminished COG's on average of 12%; reduced lead-times by 50 days; and reduced inventory levels by 12%. * Initiated in-factory quality process, resulting in significantly improved gross margins of 3% and customer fill rates by 20%; eliminated in-bound quality audits; and decreased quality defect levels. * Reduced the company's travel expenditures by 15% through the integration of the off-shore Sourcing personnel team to manage on-site production. * Scaled down and secured retention of the garment supplier base fostering improved negotiations and terms.

Conceptualized, developed, coordinated, and implemented creative merchandising and sourcing strategies to maximize and increase profits, retain continuous business, and meet consumer demands for this publicly traded conglomerate. Prioritized purchasing initiatives, established policies and objectives, and defined key sourcing strategies. Directed and coordinated all Sourcing activities for 4 divisions - Aramark Uniforms, Gall's, Crest and Wearguard. Established strong working relationships with internal and external partners. Extensive travel to Asia, Africa, Central America, and Europe. * Leveraged development functions including contractor qualification and management, product placement, payment negotiations, freight and logistics, and sourcing activities across divisions including Aramark Uniforms, Gall's, Crest, and Wearguard. * Reduced COG's by 8% across divisions. * Consolidated factory base. * Developed the best selling performance knit (micro-poly) in the company's history. * Responsible for all merchandising activities including customer and sales relations, design, product development, and approvals for all Managed Account and Catalog Programs at Crest/Wearguard.

Publically traded Uniform Services Company. Annual Revenue: $5B Oversaw all Product Development and Sourcing/Supply Chain Management, both raw materials and finished products. Procured inventory to support $225 million in annual sales through manufacturing, contractor, or full package purchasing. Sourced, qualified, and maintained 3rd party contractors to support over 48,000 active SKU's. Maintained centralized quality standards for all finished product and raw material contractors/vendors. Incorporated MRP strategies to include 3rd party contracted facilities and raw material sources Six Sigma Project Champion. Instituted Six Sigma Initiatives to minimize product development and lead times. * Established off-shore factory network in Asia and Central America - reducing COG's by 15%. * Improved customer fill rates by 20% * Reengineered value added services (VAS) department, reducing per unit costs by 25%. Director of Industrial Engineering Oversaw all DC and Service Center engineering functions for the NASD. Established Performance Management Systems and Standard Performance Measurements for all D/C operations and contracted 3PLs. Lead Engineer in the development of state of the art Warehouse Management System. Responsible for all contracts and negotiations with 3rd party logistics warehouses. Direct P/L responsibilities for 12 locations.