Eric M. Kuhn 985 Bosworthfield Road Barrington, IL 60010 847-494-0985 ek1af9854@westpost.

net SUMMARY Procurement and Supply Chain professional possessing highly diverse Internationa l Sourcing experience, as well as a strong knowledge of International and Domest ic Logistics/Transportation, Extensive Project Management and Procurement experi ence. Tactical, resolute and intuitive strategist with proven negotiation abili ties. Extensive experience working in conjunction with leaders of other discipl ines including, Marketing, Product Development, Design, IT, Finance and Logistic s/Distribution. Mature, resilient and composed leader, proficient in contingenc y and recovery planning. Effective team builder, mentor and coach. PROFESSIONAL EXPERIENCE The Bradford Exchange, Niles, IL June 1995 March 2011 2007 -

Vice President, Global Sourcing and Production Global Supply Chain: 2011

Responsible for annual product expenditures exceeding $55,000,000. Developed and managed annual department budget of $2,500,000 Responsible for Supply Chain support of Bradford Marketing operations in the US , Canada and Europe Identified, qualified and managed best in class manufacturer base exceeding 100 foreign suppliers in 5 Asian Countries. Suppliers were selected based on price , quality, delivery and stability. Extensive on-site supplier reviews to evaluate overall performance, including p roduction capacity, cost control, efficiency, quality, reliability and on-time d elivery. Collectively spent 5 years in Asia (60 trips) Developed, managed and mentored a staff of 33 Sourcing, Production Scheduling a nd QC professionals in Chicago (20) and China (13). Conceptualized, planned and established a multi-lingual Sourcing staff in Chica go, resulting in: o Reduced dependence on Trading Companies, by hiring Chinese speaking, US based staff to work with the factories directly. o Reduced Trading company dependence from 90% of transactions to 40% from 2003 2010 o Increased use of factory direct relationships. Increased from 10% to 60% of transactions. o Elimination of Trading Company commissions resulted in progressively increasin g annual savings as Sourcing group was developed and expanded. Annual savings ranged between $350,000 in 2003 when Sourcing group was established to $2,200,00 0 in 2010. o Added capacity to quote every project (2000 annually) between multiple supplie rs. Established a process whereby all new product concepts (2000 annually) were bid between multiple suppliers o Reduced quotation lead-time by 14%, from 14 days to 12 o Reduced COG on average by $2,700,000 annually. Reduction of approximately 5%. Established an intra-discipline committee to review all new product concepts an d supplier quotes. Group consisted of Marketing, Product Development and Sourci ng. Resulted in: o Designing new products to specific price points and margin requirements. o Modifying existing designs to meet margin requirements.

o Ensuring all 3 disciplines were fully engaged and understood the collective go als. Conceptualized, planned and established a self funded Sourcing and QC office in China, resulting in: o Reduced production lead-time by 10%, from 100 days to 90 by on-site monitoring of production and early problem resolution. o Reduced defective product shipments by 66% over 4 years, from 6% to 2% by moni toring quality during the production process, as well as final factory inspectio ns prior to shipment to the US, Canada and Europe. o Quick response, on-site product design and production problem resolution Monitored and managed all Production Scheduling activities, resulting in: o Timely delivery of 3,600,000 + individual client shipments annually. o Efficient placement and management of 20,000 POs annually. o Management of backorders to within corporate guidelines. Partnered with Corporate Logistics to conduct and document complete internation al channel audit in support of corporate C-TPAT certification and validation ini tiatives. Director, Global Sourcing and Production Global Supply Chain: 1995 - 2007

Director position was technically held from 1995 2000, when the Vice President of Global Souring and Production retired. I performed both roles from 2000 2 007, at which time my title was changed to V.P. Responsible for annual product expenditures exceeding $55,000,000 (beginning in 2000) Developed and managed annual department budget of $2,500,000 (beginning in 200 0) Responsible for Supply Chain support of Bradford Marketing operations in the US , Canada and Europe. Identified, qualified and managed best in class manufacturer base exceeding 100 foreign suppliers in 5 Asian Countries. Suppliers were selected based on price , quality, delivery and stability. Extensive on-site supplier reviews to evaluate overall performance, including p roduction capacity, cost control, efficiency, quality, reliability and on-time d elivery. Collectively spent 5 years in Asia (60 trips) Developed, managed and mentored a staff of 20 Sourcing, Production Scheduling a nd QC professionals in Chicago (1995 2007). China office was established in 20 07 with 13 additional staff. Monitored and managed all Production Scheduling activities, resulting in: o Timely delivery of 3,600,000 + individual client shipments annually. o Efficient placement and management of 20,000 POs annually. o Management of backorders to meet corporate guidelines. Designed and implemented Bradfords first Dist. Center based QC inspection proce ss , resulting in: o Identification of defective product prior to shipment to clients. o Reduced client returns by 6% (21,000 units annually). Savings exceeded $400, 000 annually (ocean freight, FOB, outbound freight and return freight) o Instituted supplier charge backs for defective product. Approximately $280, 000 annually. o Developed QC reporting tools to score manufacturers and track their process im provement. Florists Transworld Delivery Association FTD, Inc., Downers Grove, IL May 1988 June 1995 Senior Manager of Logistics 1990 1995

Responsible for annual product expenditures exceeding $32,000,000.

Developed and managed annual department budget of $1,400,000 Developed, managed and mentored a staff of 15 Sourcing, Production Scheduling a nd QC professionals. Identified, qualified and managed manufacturer base exceedi ng 50 foreign suppliers in 7 Countries. Responsible for negotiating all International and Domestic logistics contracts. $7,000,000 annual spend. Responsible for researching, negotiation with, selecting, managing 3 contract d istribution facilities in the US and Canada. Total of 400,000 square feet. Efficient operation and staffing of a 400,000 sq. ft. pick-and-pack distributio n center. o 2011 YTD Cost 7.6% below budget $253,000 YTD expense reduction. o 2011 YTD Productivity 84% improvement 31 picks per hour to 57. Evaluation and negotiation of all domestic and international transportation agr eements. o 2011 YTD Ocean freight expense 22% lower - $647,000 YTD expense reduction. o Re-negotiated existing UPS dimensional weight calculation reducing outbound fr eight expense by approximately 9% - $485,000 annual save. Timely delivery of 500,000 seasonally sensitive retailer shipments. Manager of Logistics 1988 1990

Responsible for overseeing all PO management, Production Scheduling and QC func tions. Responsible for managing all International and Domestic Logistics activities. Ensure the efficient operations of 3 contract distribution centers in the US an d Canada. Total of 400,000 square feet. Developed a least cost carrier selection system in conjunction with IT and logi stics staff. System analyzed 500,000 retailer orders /shipments annually and t ook into consideration cost and service levels. Carrier selection was from a pr e-assigned domestic carrier base and included truck load, LTL, small package and drop-ship to small package hubs. Resulted in: o Reduced outbound transportati