David Myles, Vice President

dmyles@sdretail.com

Background

David has worked for more than 20 years in the Retail and Consumer Products industries, holding executive positions as Merchandise Director and MIS Director for retailers. David has consulted in supply chain, systems implementation and store operations throughout North America and Europe. David was part Senn-Delaney and the Arthur Andersen retail consulting group. He was also a founding partner of the KLM Group LLP, a retail consulting company.

Previously, he served as the Director of Operations for a Women’s and Children’s Apparel retailer. He also served as Merchandise Director for a home accessories retailer where he redesigned replenishment process from supplier to customer for stores, catalog and internet channels. David has a BS from the University of Illinois and an MBA from the University of Chicago.

Relevant Experience

• Redesigned all non-selling activities to reduce staffing needs for Carson’s flagship store in Chicago. Redefined the merchandise flow from back door to sales floor, changed the staffing model, set up model in warehouse to reduce ticketing and security tagging requirements for store.
• Performed redesign and implementation of Inventory Replenishment model for major UK Department chain. The client had 100% direct to store deliveries from vendors and we redesigned process adding a central warehouse, renegotiated with all major vendors to reduce COGS by 390 basis points, redesigned store inventory needs and replenishment needs reducing the non selling activities by 17%.
• Redesigned supply chain for world’s largest airport retailer. Redefined the inventory levels and redesigned the merchandise flow from vendors thru offsite warehouse, on airport warehouse to store. Project resulted in raising inventory availability from 95.3% to 97.8%, reducing total inventory by 13%, and reducing inventory related staffing costs by 18%.
• Redesigned store operations and customer service strategy for a 60 store Home improvement chain, reducing payroll/sales % by 15% and improving sales by 13% as compared to control stores.
• Redesigned store receiving process for many specialty retailers by incorporating scanning technology, backroom design and modifying storage and item movement equipment. Projects ranged from 6 month to 3.5 year payback for investment in technology and equipment.
• Redesigned supply chain for various department, mass merchant and big box retailers. Including setting up import and freight forwarding operations, selecting third party warehouse operations, assigning third party freight companies, and leveraging vendor sites and capabilities to reduce inventory holding, increase in store availability and lowering freight and replenishment costs.

  Home