Resume

1. General Management Functional Management
 Change managementand people developmentduring
business transformation and turnarounds
 Strategy development,target setting,planning and execution,
aligning functional strategies to overall business strategies
 Managementof global and regional teams in line
organizations and virtual business networks
 Focusing teams and activities on clear sales,earnings and
working capital targets
 Strong track record of target achievementand performance
in financial and non-financial KPI’s
For multi-site international sales,manufacturing and
distribution footprints:
 Sales & operations planning and execution
 Value-adding procurementand supplychain
management
 Global sourcing and advanced procurementtools
 Strategic spend management
 Supplier relationship management
 Demand Planning /Forecasting and Inventory
Management
Professional Experience and Key Achievements
THYSSENKRUPP CHINA Ltd. Beijing, China October 2013 – October 2016
$3.3B business region ofThyssenKrupp AG (DAX, Blue Chip).18,000 employees in the group’s region,with activities across 5
business areas engaged in steel production,components and systems for automotive industry,elevators and escalators,
material trading and industrial services. Material cost accountfor 60 – 85% of sales for Thyssenkrupp (depending on business
model),having a strong impacton the group’s bottom-line and top-line results and overall competitiveness.
Regional Head of Procurement and Supply Management China
 Responsible for procurement and supply management strategy and leadership for 30 group compa nies and 350
procurement employees in the strategic focus region China, with annual expenditures of $1.8B in cost of goods, capital
equipmentand services.
 Reporting directly to the regional CEO, in charge of introducing corporate governance, compliance and sustainabil ity for the
procurementand supplymanagementfunction in the group’s China region.
 As member of the group’s global procurement leadership circle, in charge of management and implementation of a
groupwide procurement program within China to deliver ambitious 3-year sustainable savings in a complex operating and
marketenvironment. Actual 3-year savings achievement $147M.
 Driver of regional procurement and supply management transformation from a purely operative execution function to acting
as effective business partners with strategic, tactical and operative skills, committed to supporting the sustainable profitable
growth of group companies across China.
 Together with internal and external specialists, introduction of new methods, processes, tools and trai nings for modern
procurement in local entities to further increase operational efficiency as well as bottom -line and top-line contribution (e.g.,
e.sourcing/e.auction,supplier days,etc.).
 Collaborating closely with local entities and global cluster (material/service) managers, continuous development of China
as supplymarketfor the group’s 500 global companies.
THYSSENKRUPP CRANKSHAFT COMPANY, Danville, Illinois February 2011 – September 2013
$500M division of ThyssenKrupp North America with 800 employees.Manufacturing ofready-to-install crankshafts for highly-
competitive US and global automotive and engine industries.
Director Supply Chain Management
 Reporting directly to the CEO, head of the supply chain management function, including demand planning, procurement,
logistics, materials management, distribution operations, capacity and production planning, sales and operations planning
and customer relationship management.
Richard J. Garrity
5511 Windflower Road, Winston-Salem, NC 27106
(336) 528-5498, richgarrity4@gmail.com
Career Summary
Senior executive with broad experience in globally operating diversified companies, managing new and complex situations.
Strong leadership focus on transforming people, processes and structures for professional collaboration in modern industrial
networks and for target-oriented performance in challenging business and marketsituations.
Highly experienced in developing staff mindset and skills required to work more closely together, leveraging synergies and
creating fresh added value across traditional boundaries (across businesses,regions and functions).
Specialist knowhow and expertise in translating business strategies into effective procurement and supply chain strategy and
execution. Proven record of significant P&L and cash contribution with companies in the consumer products, general &
specialtyretail, furniture & home furnishings and diversified industrial manufacturing & services industries.
3-year executive leadership assignment in China through October 2016, interacting strongly with local entities, corporate
headquarters in Europe (Germany), global cluster (material/service) managers as well as teams in sister regions India, Asia-
Pacific, North America and South America.

2.  In charge of 50 corporate and third party logistics employees. Annual operating budgetof$15M.
 Responsible for introducing professional supply chain management and higher customer service levels as new value /
marketdifferentiator and P&L contributor to supportbusiness turnaround.
 Partnering with the company’s CEO and COO, member of senior leadership team that achieved successful turnaround to
profitable earnings within two years.
 Transformation of supply chain management function to effectively support annual sales of $500M within a network of four
manufacturing plants and seven distribution centers.
 Development and steering of improvements in fully integrated SAP-based adaptive planning operating environment,
leading to higher customer on-time delivery performance (93% to 98.7%) as well as $4.6M costs savings and working
capital improvement.
 Strategic development of $120M global supply base covering steel, components and MRO materials and services.
Significantreduction of supplychain costin energy, packaging,transportand services.
FURNITURE VALUES INTERNATIONAL, Phoenix, Arizona April 2009 – December 2010
$150M privately-owned company employing 300.Imports and distributes mid-price furniture through 500+ US & Canadian
retailers.
Executive Vice President of Global Logistics and Supply Chain Management
 Reporting to the CEO, executive responsible for supply chain and logistics operations to include sales & operations
planning, global sourcing, Asia operations, domestic and international transportation, multi -distribution centers, production
planning and inventory management.
 Responsible for developing global supply chain and logistics capabilities to support the company’s 3 -year strategic growth
plan,aiming to double sales in thatperiod.
 Development of supply chain to support annual sales of $150M with a global staff of 150 employees within a network of
distribution centers and cross-dock operations.Annual operating budgetof$25M.
 Realization of significant business improvements, including inventory stratification procedure that improved working capital
$3.6M as well as the consolidation ofseveral warehouses into one central distribution center in southern China.
 Development and implementation of a strategic sourcing strategy designed to support the company`s 3 -year growth plan,
managing an annual purchasing volume of$90M in finished goods and an international supplier base.
CR HOME INCORPORATED, Lincolnton, North Carolina March2007 – December 2008
$125M AMEX listed company employed 800.Having manufactured and distributed mid-priced furniture through U.S. &
Canadian retailers.
Senior Vice President, Supply Chain and Operations
 Reporting to the CEO, corporate officer responsible for supply chain and operations, including demand planning, global
sourcing, Asia operations, domestic and international transportation, multi-distribution centers and assembly operations,
production planning,inventory managementand customer service.
 Supporting annual sales of $125M within a network of distribution centers and assembly plants, with a corporate and
divisional staffof 500 employees and an annual operating budgetof$25M.
 Responsible for developing and leading professional supply chain operations and strategy to support the integration of five
formerly independent operating companies and a new business model as the company was striving to evolve into a global
sourcing companywith high customer service capabilities.
 Under the company’s transformation program, part of the leadership team managing operational consolidation (closing
down several factories) and development of new shared services functions delivered $3M savings. In charge of converting
two traditional manufacturing facilities into quick-turn lean assemblyoperations.
 Annual spend of $75M in finished goods and raw materials. Special focus on Asia sourcing and establishing Asia sourcing
office for faster supplier developmentand costdown.
THOMASVILLE FURNITURE INDUSTRIES, Thomasville, North Carolina March2005 – March2007
$500M division of Furniture Brands International (NYSE) employing 3,000.Manufactures and distributes higher-priced furniture
through 170 Thomasville stores and over 500 independentretailers.
Senior Vice President, Supply Chain
 Reporting to the COO, responsible for supply chain management to include demand planning, procurement, domestic and
international transportation, multi-distribution centers, inventory management and replenishment, customer service and
multi-retail outletstores.
 Development of supply chain capabilities to support annual sales of $500M within a network of 170 Thomasville stores and
over 500 independent retailers, with a corporate and operations staff of 400 employees in four distributio n centers. Annual
budgetof $50M.
 Leading a logistics network team in the implementation ofa 750,000 square footdistribution center in southern California.
 Responsible for implementation of new ERP systems for higher efficiency and transparencyresulting in $1.2M savings.
 Annual purchasing volume of$200Min finished goods,managing suppliers in four countries and 20 factories.

3. STAPLES, INCORPORATED, Framingham, Massachusetts May 2002 – December 2004
$15B NASDAQ listed company employing 62,000.Sells office products,furniture, computers and photocopying services atover
1600 Staples stores.
Vice President, Inbound Logistics
 Responsible for inbound logistics, including domestic and international transportation, vendor relations, consolidation and
deconsolidation operations, customs brokerage services and network visibility systems. Reporting to Senior Vice President
of Transportation.
 Management of entire inbound supply chain from 660 vendors in ten countries to company distribution and fulfillment
centers and retail stores.
 Support of annual sales $15B within a network of 40 distribution facilities and 1,600 Staples stores, with a corporate and
third party staff of 30 employees and an annual operating budgetof$120M.
 Close collaboration with business segmentleaders to achieve improved store in stock by 10% in less than year.
 Implementation of logistics strategy generating $2.7M savings while supporting company’s 300% increase in direct imports
over 2-year period.
HOMELIFE FURNITURE CORPORATION, Hoffman Estates, Illinois December 2000 – April 2002
$700M company employing 2,700.Sold traditional-style furniture,rugs,lamps,bedding and home office furniture through 135
HomeLife stores.
Vice President, Supply Chain
 Responsible for supply chain management, including vendor relations, inbound transportation, multi -distribution centers,
inventory management and replenishment, product quality, home delivery, customer service and general executive
management,reporting to the CEO.
 Development of supply chain management capabilities and stabilizing operational transition during spin -off from Sears
(Fortune 500 Company) into a private company,driving fast changes in a highly dynamic marketenvironment.
 Managementof complete supplychain from vendors to customer home deliveryutilizing 3PL service model.
 Supported annual sales of $700M within a network of 135 HomeLife retail stores, with a corporate and 3PL staff of 600
employees in nine distribution centers and 25 cross -dock operations.Annual operating budgetof$90M.
 Implementation of key performance metrics across nine distribution centers generating $2.0 million cost reductions while
improving customer home deliveryfill rates from below 50% to 98.3% in less than a year.
ENESCO CORPORATION, Itasca,Illinois June 1995 – November 2000
$400M NYSE listed company employing 1,300.Global marketer ofporcelain collectibles,giftware and home accessories.
Business based on high volumes,small packages,directto retail distribution from highly automated pick and pack systems.
Vice President, Supply Chain
 Responsible for supply chain management, including global sourcing, procurement, domestic and international
transportation, warehousing and distribution, product quality, customs and regulatory compliance, inventory management,
facility services and general executive management,reporting to the CEO.
 Responsible for introducing and advancing professional supply chain management in a traditional company striving to grow
quickly into a high-performing,profitable mid-size company
 Managementof international supplier base,with an annual purchasing volume of$175M in finished goods.
 Supporting annual sales of $400M, with a corporate and operations staff of 400 employees and an annual operating budget
of $40M.
 Achieved $3.1M cost of goods reduction by improving strategic sourcing, low cost country sourcing and implementation of
e.auctions.
Additional Experience
TECHNICOLOR VIDEO SERVICES, Livonia, Michigan - Director of Distribution 1994 – 1995
$1.2B company employing 5,000;serves an international base ofentertainment,software, game manufacturers,promotional,
direct marketing and OEM customers.
ALPO PET FOODS, INCORPORATED, Lehigh Valley, Pennsylvania - Director of Logistics 1990 – 1993
$500M division of Grand Metropolitan PLC employing 3,000;manufactures and distributes premium petfood products to
grocery, mass merchants and specialty retail industry.
ARTESIAN INDUSTRIES, Mansfield, Ohio - Distribution Center Manager 1988 – 1990
$50M family-owned company employing 500 manufactures and distributes kitchen and bathroom fixtures to mass market
retailers.
RAGU FOODS, INCORPORATED, Rochester, New York – Supervisor 1982 – 1987
$500M manufacturer and marketleader in the pasta sauce packaged goods industry.
Syracuse University, Whitman School of Management, Syracuse, New York – B.S. Marketing 1992