Dan Hardy

Leadership of a team of 68 associates, responsible for with order to cash (OTC) Order Management, Pricing/EDM, Business Operations, Account Logistics/Compliance, Promotional Operations, and Return Center functions (+$3B pre-incentive sales). Accountable for driving the wholesale order bank to achieve operating plan, leading S&OE process. Drive pricing execution across the organization. Execute make to order (event) and promotional inventory to achieve on-time customer shipments. Direct the organization to maintain customer logistics standards, and manage customer chargeback totals under operating plan. Leader for organization wide key initiatives that drive lower costs, and efficiencies in the order and shipment process.

Key Achievements:

• Strategy creation and execution of direct fulfillment models with estimated annual savings +$10M
• Leadership of off-shoring initiative resulting in SG&A savings +20%
• Developed/Implemented strategic model for automating order management process resulting in +10% SG&A savings
• Developed strategic model for automating DTC CXC operations, reducing operator dependencies by 80%
• Leader for RFID strategy and execution - design and implementation of end to end Sock supply chain test
• Reengineered MTO direct import and POE execution process clearing $5M rolling backlog in shipments
• Cross functional group lead for bringing Target and Wal-Mart online with DC skip flow processes, $2M annual savings

Accountable for the demand, inventory and sales planning function for HBI’s Target Corp. account. Responsible for interfacing with customer/HBI inventory planning, and supply chains to drive mutually efficient inventory levels while maintaining acceptable sales, service, and margin goals. Responsible for developing and expanding customer relationships to build collaborative forecasting, planning and replenishment processes. Establish and maintain retail analytics for all segments of HBI’s Target business to drive improved inventory planning and reduce variability within replenishment processes. Operate within the Joint Business Planning (JBP) process to achieve customer sales, receipt, markdown, and margin goals. Manage a team of senior manager level sales planning professionals.

Key Achievements:

• Developed data analytics team and strategic framework to create competitive advantage, driving inventory efficiency and sales opportunities
• Implemented bi-monthly strategy and planning process with Target’s Merchandise Planning (MP) pyramid to drive mutually beneficial business enhancements.
• Revamped HBI/Target collaborative planning process to achieve better alignment with Target’s bi-annual forecasting timelines, while also implementing a monthly collaborative forecast review process. 2012 YTD collaborative forecast accuracy of 96% has been achieved for all Innerwear business segments.