1. Catherine Lee Gibson
3617 King Drive
Dunkirk, MD 20754
(410) 353-6317
cathileegibson@gmail.com
OBJECTIVE:
To obtain a position utilizing eighteen years of relevant management experience in directing inventory
control activities and project management.
QUALIFICATIONS:
Enjoy working in a fast paced environment which provides the opportunity for leadership, vision, and the
development of goals. Strong team skills, excellent attention to detail, and an extensive knowledge base in
inventory reporting. Proficient in Microsoft applications and warehouse management systems.
EMPLOYMENT:
Nordstrom Distribution Center, Upper Marlboro, MD – April 1995 to Present
July 2011 to Present: Reserve Stock Warehouse Manager
• Startup Project Manager – Development and training of new department and processes that was
used as a template for other Nordstrom distribution centers (DCs). This included partnering with
corporate leadership in updating standard operating procedures, training documentation, supply
ordering, department layout and design, and hiring staffing.
 Interim and Annual Inventory – Manage semi-annual cycle counting of physical inventories in
department to include reconciliation of variance reports, analyzing factual information and problem
solving based on statistical data. Prepare documentation of procedures, findings and
recommendations to drive new or improved methods, and reporting final shrinkage results.
 Staff – Manage staffing for daily pulling and shipping of inventory to appropriate regions as well as
putting away merchandise from new purchase orders (PO). Execute annual performance reviews
covering strengths and opportunities as well as personal, departmental, and DC goals. Assist with
strategies to meet established goals.
• Capacity Management – Coordinate with Industrial Engineer, buyers and corporate leadership to
determine maximum capacities and improve efficiencies of department.
April 2002 to July 2011: Inventory Integrity/Quality Assurance Manager
 Interim and Annual Inventory – Implemented and distributed cut-off calendars, scheduled and
managed freight into the DC, assisted retail stores with unresolved issues, cleared vendor disputes
with Accounts Payable (A/P), and finalized inventory reports presenting shrinkage results.
 Monthly Reporting – Managed month-end reporting which closes both inventory dollars and units
that affect buyers’ financial reports. This entails a detailed reconciliation of a PO to inventory
receipts.
 Sarbanes-Oxley – Responsible for annual audit which includes, walk through of the DC processes
with regard to internal controls, demonstration of internal and external audits, and explanation of
claims processes. Passed all audits with no exceptions.
 Staff – Managed staffing for daily quality assurance (QA) audits and utilization of information to
assist in the development of training documentation and improvement of internal business processes.
Executed annual performance reviews covering strengths and opportunities as well as personal,
departmental, and DC goals. Assisted with strategies to meet established goals.
 Efficiency Team – Worked with Building Operations Manager and Industrial Engineer to monitor
and improve throughput while maintaining inventory integrity. This involved measuring efficiencies
of processing areas while coaching managers on goal setting and achieving results.
 Standard Operating Procedures – Worked with Corporate Claims Manager to implement
standardized processing for all distribution centers on vendor returns. This included monitoring
reports and auditing locations for accuracy of inventory levels, standardizing forms for
communicating problems, developing a tool to monitor known shrinkage, and creating a year-end
inventory preparation calendar.
 Inventor Integrity Web – Developed Inventory Integrity Web application with Corporate
Management, which implemented standardized reporting for quality issues relating to retail stores.
Includes bill of lading audits and quality issues upon receipt of merchandise from the DC.
 Pickticket Management System (PkMS) Upgrade – Participated in special project providing input on
new warehouse management software. This included the creation of reports for all areas of the DC,
improvement of record keeping for inventory integrity, establishment of more efficient processes to
increase flow and throughput, and creation of improved quality controls for correcting errors.

2. May 1999 to April 2002: Productivity Evaluation Program and Budget Manager
 Data Collection and Statistical Studies – Created and developed time studies to formulate data
collection systems to accomplish multiple project goals such as standard minutes per piece, piece per
hour and labor cost per piece. Implemented new procedures utilizing regression studies to develop
project requirements, schedules and operational plans. Coached colleagues about technical issues
related to data collection studies.
 Created and Analyzed Reports – Utilized measured efficiencies in creating daily, weekly, and
monthly reports, as well as in budgeting and goal setting for additional management to review. Also
monitored time standards and processes to improve efficiencies and write schedules and risk plans.
 Measured Efficiencies – Monitored each processing area, the DC, and employees daily using
reporting tools to analyze trends and make recommendations for improvement.
 Created Annual Budgets and Prepared Monthly Reviews – Used statistical data to forecast annual
budgets and establish and maintain reporting arrangements. Scheduled monthly audits to update
projects and risk plans and report findings to corporate leadership.
December 1995 to May 1999: Claims Department Manager
 Coordinated Buyer and Vendor Agreements – Created standard operating procedures for returns from
retail stores to vendors.
 Reconciled Monthly Inventories – Monitored journals, submitted corrections, and reconciled ledgers
to maintain monthly inventory levels.
 Annual Inventory – Coordinated inventory projects to bring inventory balances to $0. At year-end
the physical inventory balances at the DC was required to be zero, this requirement is no longer in
place.
 Handled Dispute Resolutions – Worked with shipping companies to expedite the return process to
include researching proof of deliveries, handling vendor disputes, and resolving account issues.
April 1995 to December 1995: Claims Clerical
 Daily Transfer Documents – Entered retail store transfer documents into a software application
developed for Nordstrom to track vendor returns.
 Coordinated Return Processes – Worked with vendors and buyers one-on-one to coordinate return
processes.
 Coordinated Vendor Payment – Recorded A/P documents monthly to expedite vendor payment.
Nordstrom Retail Store, Annapolis, MD – March 1994 to April 1995
March 1994 to April 1995: Sales Associate Nordstrom, Annapolis Mall
 Sales Associate – Maintained personal customer book to inform clients of special events, such as
sales and promotions. Consistently met weekly and monthly sales quotas.
EDUCATION:
B.S., General Business Administration
University of Maryland, College Park, MD
Graduated with honors, May 1994
AWARDS/RECOGNITION:
Servant Leadership Award, August 2007
Support Department of the Quarter, 1st
Quarters 2006 and 2007
Customer Service All Star Award, August 1995
REFERENCES:
Available upon request