James T.

Hildebranski
619 119th Street, Whiting, IN 46394
H: 219-659-3517 C: 219-670-7601
jheb2104@westpost.net
SENIOR MANAGER - SUPPLY CHAIN / LOGISTICS / WAREHOUSING
/ DISTRIBUTION
A high-impact business leader with a successful background of designing operatio
nal strategies and solutions that generate competitive advantages. An intuitive
change agent and problem solver -- especially skillful at identifying opportuni
ties for improvement, translating them into specific objectives, creating projec
t plans, marshalling resources, and managing through to successful implementatio
n. An excellent trainer and developer of professional and managerial talent -
building teams that deliver significant and sustainable efficiencies and cost re
ductions.
Extensive professional knowledge and experience, including:

* Over-Achieving Difficult Financial Targets

* Managing Warehousing & Distribution Projects
* Negotiating Contracts with Vendors & Suppliers
* Hiring, Training, Motivating & Team-Building
* Budgeting, Accounting & Forecasting
* Cutting Transportation, Labor and R&M Costs
* Solving Complex Business Problems
* Controlling & Optimizing Inventory Levels
* Improving Processes, Procedures & Productivity
* Leading Start-Up & Turnaround Situations
* Purchasing, Marketing & Merchandising
* Reducing Expenses & Maximizing Profits

Significant experience with RF systems, "put to light" selecting, voice picking/

selecting systems, print and apply systems, JDA WMS/Supply Chain.
Professional Background
Sports Authority (national retailer; 430 stores in 47 states)
1995 - 09/2010
-- Director of Distribution, Midwest Region (453K sq. ft. D.C., Romeoville,
serving 68 stores) 1998 - 2010
* Decreased the payroll cost per unit at the Romeoville Distribution Center from
23 cents in 1998 to 13.5 cents in 2010. The facility processed an average of 1
2M units per year with a 4-6% decrease each year in payroll. Generated savings
of nearly $1.4M.
* Developed and implemented a detailed plan for the relocation of Distribution C
enter Operations from Woodridge to the new Romeoville facility. The plan includ
ed the cost structure and project coordination with management team, contractors
and transportation company. The Romeoville facility opened and the Woodridge f
acility closed on schedule and on budget -- without interruption to processing o
r deliveries.
* Expanded the back-stock replenishment from 2% to 15% of the business. Accompl
ished the re-allocation of resources necessary through cross-training, without d
iminishing the process time in the remainder of the building or increasing the p
ayroll CPU. Overall productivity increased by 115%.
* Developed and implemented morale-building programs such as Associate Round Tab
le discussions. Active participation by associates collected valuable insights
to daily operations, which translated into better processes and strengthened the
team-building concept.
* Boosted productivity by 4-6% annually by implementing daily analysis of produc
tivity by function, as well as methods evaluation and re-training.
* Planned and implemented a high profile "hot" market: a company-wide distribut
ion to 430 stores from one centralized DC (Romeoville) in a three week period.
The "hot" product group generated $10M in sales over a three month period.

James T. Hildebranski - page 2 (Sports Authority, continued)

* Led the DC in the initial installation of new automation systems. Partnered w
ith vendors and the I.T. staff from planning through implementation on projects
such as "put to light", automated receiving line, "print and apply" and voice pi
cking. All projects were completed successfully and led to significant producti
vity increases and payroll reduction company-wide.
* Reduced labor costs by controlling use of temporaries, hiring part-time staff
and developing a forced ranking program linked with an extensive cross-training
initiative. Reduced labor costs by 4-6% annually.
-- Regional Operations Manager (multiple operations functions for 38 stores
) 1995 - 1998
* Developed and implemented a centralized repair and maintenance approval proces
s. Saved the company $200K in the first year. Eliminated calling contractors f
or minor repairs which could be handled at the store level.
* Developed and implemented a store level centralized Supply Requisition system
to control expenses. Saved over $100k per year.
* Researched, tested and wrote an SOP manual standardizing processes in all stor
es. The SOP's covered operational areas such as cashier proced
ures, service desk, cash room, receiving, returns, warehouse organization, inven
tory policies, price change procedures, etc. This streamlined associate traini
ng and improved associate retention rates.
* Initiated a major inventory control training program for store operations. Thi
s led to a large drop in shrink percentage in the Midwest region: from 1.7% to
1.1%.

Sportmart (national retailer, 120 stores, 23 states) Willowbrook,

IL 1990 - 1995
-- Store Manager (4 locations)
* During my tenure as a Store Manager, I was promoted to Training Manager for ne
w store managers.
* As Store Manager at the Orland Park store, I grew the sales volume from $6M to
$10M in two years.
* As Store Manager for the Oak Lawn, Calumet City and Merrillville locations, I
grew sales volume in the ranges of 4-10% annually.

Earlier career experience:

Berey Brothers Store Manager Hammond, IN
1988 - 1990
Evans, Inc. Store Manager Chicago, IL
1984 - 1988
Marshall Field's Assistant Buyer / Department Manager Chicago
, IL 1981 -1984

Education & Training

B. S. - Marketing and B. S. - Management, Indiana University, Bloomington, IN, 1
981.
Additional training in negotiation techniques, leadership skills, labor relation
s & union avoidance, conflict resolution,
sexual harassment, and management development.