GOY KATIKAVONGKHACHORN

• six-month stretch assignment and currently in o9 platform training
• Owned and managed multi-season merchandise financial plans for the Kids' business in Asia Pacific and Latin America, supporting $725M in seasonal brand revenue (FY26) across six territories and five channels; drove planning through key KPIs, including sales, sell-through, weeks of supply, markdowns, and closeouts.
• Partnered cross-functionally with buyers, assortment planners, territories, merchandising, and finance to lead scenario planning, financial modeling, and analysis, enabling data-driven decisions aligned to financial goals.
• Created seasonal open-to-buy (OTB) plans to guide inventory investments, ensuring alignment with sales, margin targets, and product strategy.

Kid's Sports Apparel and Nike Accessories (2024-Present)

• Portfolio size: approximately $500 million in annual business in APLA.
• Built and managed an end-to-end total marketplace strategy, including value channels, to ensure open-to-buy (OTB) investments aligned with financial targets and the overall business strategy.
• Developed buy strategies balancing rebuy and inline assortments to maintain healthy weeks of supply (WOS), and ensure optimal inventory levels across the marketplace.

Men's Lifestyle Apparel (2022-2024)

• Portfolio size: approximately $500 million in annual business in APLA.
• Led a team of approximately 20 consumer planners and partnered with cross-functional teams to develop and implement assortment framework processes and tools, driving SKU productivity and profitability; delivered a 10% assortment reduction to optimize investment and increase productivity.

Men's Performance Apparel (2020–2022)

• Portfolio size: approximately $175 million in annual business in APLA.
• Led the World Cup 2022 planning strategy, aligning sell-through forecasts with GEO, and territory-level assortment and inventory planning to minimize inventory risk.
• Executed a pull-based market strategy for jerseys, optimizing demand creation and product flow, which resulted in only ~1% excess inventory post-tournament.

• Developed a planning methodology and Excel tool to enhance planners' capabilities in managing retail sales, stock, and sales plans; established consistent retail terminology across functions to drive alignment and efficiency.
• Created a Tableau dashboard view for the team and leadership to access and review the change in forecast/booking from gate to gate, and year over year for APLA business.
• Partnered with the Global Long-Range Planning team to influence allocation and pre-build processes, incorporating market insights and strategy from APLA perspective.
• Collaborated with territory teams to align on the open-to-buy process, ensuring the right level of investment and inventory availability across markets.

• Analyzed product demand plans, marketplace trends, and inventory positions to develop inventory strategies that aligned with category plans and key performance indicators (KPIs), while minimizing excess and risk.
• Developed and executed inventory planning strategy for a new key account (Amazon), ensuring sufficient inventory levels to support the partner’s sales plan and drive seamless market entry.

• Owned global demand prioritization across the supply chain, collaborating with sales, retail, distributors, suppliers, and manufacturers to ensure timely product delivery, with minimal supply risk.
• Improved inventory availability by recommending optimal reorder point levels for stores and distribution centers through the analysis of sales trends, usage patterns, demand over lead time, and a service level target of 90%.
• Partnered cross-functionally with Sales teams to align supply chain strategy with revenue goals, balancing differing KPIs to ensure shared success in meeting customer demand, and on-time delivery targets.

• Developed and implemented a dynamic sales order prioritization model based on customer value, lead time, and material availability, enabling strategic order fulfillment during supply constraints, and supporting a 97.5% on-time shipment rate.
• Proactively managed risk and non-risk material through lifecycle analysis and supply planning, achieving $0 excess and obsolescence liability against company targets.