Joe directed supply chain planning for this North America division of a global battery manufacturer with $1 billion in sales of automotive, truck, RV, motive and network power batteries to aftermarket, installer and OEM channels.  He drove significant process improvements in the multi-plant environment consisting of five (5) battery manufacturing plants, two (2) lead recycling plants and a network of over forty (40) distribution centers in the U.S., Canada and Mexico. Joe led the Sales and Operations Planning functions, including forecasting, inventory management, master production planning, customer order fulfillment levels and inventory optimization. During his tenure, accomplishments included developing and leading a robust Sales and Operations Planning (S&OP) process; designed inventory optimization for finished goods resulting in improved inventory turns by 12% the last full fiscal year using S&OP disciplines. He implemented and managed a centralized replenishment system for over forty (40) central and regional distribution centers in a hub and spoke network with twelve thousand (12,000) active SKU’s.

Now Hanes Brands. Bali, Hanes Her Way Intimates and Playtex brands with  $1 billion annual revenue, Joe led supply chain planning and purchasing functions with a staff of 55 professionals.  He directed improvements of the management and performance of a diverse worldwide supply-chain consisting of 15 owned offshore sew-plants, 15 contractors (mostly in Asia-Pacific), 3 component manufacturing facilities, 2 seamless knitting facilities and one fabric knitting facility with a total of 30,000 SKUs.  His leadership and direction resulted in significant improvements of the management and performance of the supply-chain.

A division of Sara Lee Apparel with sales of $400 million, Joe directed planning and material control functions for Playtex Apparel, Ralph Lauren Intimates and specialty apparel businesses.  Managed and developed a staff of 23 professionals.  Joe’s leadership led to increased customer service from low 80%’s to consistently over 90%. Under Joe’s direction, the company improved inventory turns and consistently achieved inventory working capital targets.  During his tenure, the manufacturer reduced manufacturing cycle-time by more than 20% by eliminating idle que time. Other achievements include elevating inventory accuracy from 76% to +98% and eliminated the annual physical inventory. Joe was a key member of a team that designed, programmed and implemented ERP and Planning systems. Project lead for MRP, MPS and Inventory Control systems. With deep expertise and leadership in MPS, MRP, Shop Floor Control, Engineering Data Management and Inventory Control, Joe implemented processes improvements including Cycle Counting and ABC Classification.  He received President’s Award for outstanding contributions.