TIFFIANY ROGERS

• Lead and serve on board of 7 directors
• Prepared annual budget forecasts and monitored performance to meet organizational objectives.
• Oversee completion of annual audit and government filings by Treasurer / authorize expenditures
• Appoint committees to manage specific tasks or projects

• Provide strategic account management and new business development of various national retail accounts, including Walmart, Trader Joe’s and Target, as well as regional accounts such as Hy-Vee, HEB, Meijer, Wegman’s, among others.

• Supervised team of 4 effective accounting professionals responsible for timely processing of high volume PPO driver payments.
• Managed successful day-to-day operations of projects by maximizing productivity from available resources.

• Planning and analysis of national expedited fleet operations
• Maximize fleet efficiency and asset utilization by strategic load planning and asset allocation throughout head-haul and back-haul markets
• Consistent collaboration with Driver Management, Pricing, National Van Services, Automotive, and Sales divisions to ensure execution of plans
• Consistently improved quarterly MPU performance.
• Managed successful day-to-day operations of projects by maximizing productivity from available resources.

• Inventory Management of Apparel and Hardlines Category
• Consistent analysis of sales and inventory trends to increase turns and profit for categories
• Identify supply chain performance opportunities, and implement strategies for improvement by working with Systems, Merchant, Logistics, Operations, and Vendor Teams
• Effectively manage resolution of exceptions and flow constraints
• Identified Import flow opportunity and worked with Logistics Team to reduce freight factor costs of more than $250,000 for categories during 2012
• Maintained 99.8% overall in-stock for categories and executed 100% in-stock for all events/transitions/features during tenure
• Effectively functioned as Logistics liaison and trainer for merchants and replenishment team
• Implemented internal Play Book to improve Replenishment practices for improved supply chain efficiency.

• Coordinate West, North and South Division load detail (i.e. load carrier assignment, backhaul negotiation, LTL zoning compatibility by shipper, on-time PU&D, OS&D management, etc.) Analyze variable transportation costs and identify impact to overall supply chain
• Create, implement and execute strategies to reduce freight factors and improve supply chain efficiency
• Collaborate with key stakeholders to improve transportation and operational performance and processes including frequent communications and negotiations with Carriers, Vendors, Distribution Centers, Logistics Team, Replenishment, Merchandising, and Field Operations
• Implemented and documented first operational process for Internal Sam’s Traffic team
• Implemented and facilitated bi-weekly training sessions for Traffic, Suppliers, and Replenishment Team collaboration/best practices
• Improved company LTL performance by analyzing and identifying cube utilization opportunities
• Identified multi-channel sourcing gaps with top ten vendors and introduced strategy to reduce lead times and improve MABD compliance.

• Managed daily operations to ensure smooth functioning of store, maintaining clean, safe environment for customers and employees.
• Assisted with management of overall team of 285 associates
• Annual club volume of more than $90 million
• Increased sales volume 12-15% year over year, respectively
• Associate Engagement scores increased by more than 10% during tenure.

• Managed Hardline categories within Furniture, Office and Electronics during tenure
• P&L responsibility of more than $50 million
• Responsibilities for multi-function buying position within Merchandising included: financial planning, research and analysis, project management, inventory management, supplier negotiations, event planning, marketing, club support, pricing strategy and execution.
• Built long-term supplier relationships with vendors to establish quality and competitive pricing.
• Reduced procurement costs through strategic sourcing, competitive bidding, and effective negotiations.

Managed a team of 10 Divisional Salesmen within a medical and safety supply and equipment business

• Responsible for increasing territory sales and profitability among 10 districts
• Consistently exceeded district sales objectives
• Increased profitability by 25% in FY 2003
• Established 10 new performing districts during tenure 2001-2003.

• Managed all commercial business accounts to include sales and profit progression expectations
• Performed divisional hiring and training, and assisted with operation of retail / service locations in Northwest Arkansas and Eastern Oklahoma
• Implemented in-store training programs for retail / service locations district-wide.