Professional
 
 
Mark L. Hain
Experience
Gap Inc.
Global Packaging Production Manager
  1. •Responsible for the global development, sourcing and management of all Outlet Division (Gap Outlet, Old Navy Outlet, and Banana Republic Factory Store) garment label and packaging requirements.
  2. •Lead cross-functional team consisting of Marketing, Merchandising and Global Production to ensure labels and packaging are designed and globally executed within budget and by garment factory need dates.
  3. •Re-engineered and implemented a divisional packaging process covering Merchant request, Marketing creative brief, design, artwork release and sample approval, and global execution.
  4. •Developed and executed global sourcing strategy for all divisional label and packaging requirements covering seven (7) key production regions including Asia, Africa, Europe, Middle East, India and the Americas.
2004 - Present
Corporate Category Manager
  1. •Manage interior OFI (Owner Furnished and Installed) retail store design requirements in support of all Gap, Banana Republic, Old Navy, and Outlet new store and remodel programs.
  2. •Act as the Strategic Sourcing and Supply brand liaison with Old Navy, Banana Republic and Outlet business partners.
  3. •Strategize brand design rollouts with Construction, Store Design and Corporate Architecture and manage implementation with supply base.
Clorox Corporation
Corporate Procurement Manager, Corrugated Packaging
  1. •Manage the Corporate Corrugated Packaging requirements and a team of three (3) buyers with an annual spend exceeding $100M supplying 68 plant locations.
  2. •Responsible for overall supplier relationships and contract management as it relates to the Corrugate spend.
  3. •Responsible for managing the global commodity strategy, hedging strategy, and market forecasting based on overall business needs.
  4. •Successfully managed and implemented a Strategic Sourcing Project affecting 54 plant locations resulting in savings exceeding 10% of spend.
  5. •Developed and successfully implemented a Corporate Supplier Scorecard Program.
2002 - 2004
Education
Temple University
Bachelor of Business Administration, Finance
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PipeChain Inc.
Director, Operations and Strategic Alliances
  1. •Identified, prioritized and evaluated prospective domestic and international customers for supply chain integration opportunities using PipeChain software solutions.
  2. •Pursued professional services and strategic technology alliances to strengthen the product offering and streamline implementation.
  3. •Identified business and functional requirements for future product enhancements and managed integration via Sweden-based Software Development Team.
  4. •Determined, executed and managed legal requirements for Swedish product launch into the US market.  
  5. •Led US Marketing activities to develop the corporate profile, create product literature, and ensure PipeChain representation at appropriate industry related events.
  6. •Established infrastructure for startup of US-based operations and managed on-going activities.
2000 - 2001
Lockheed Martin Corporation
Internal Process Consultant
  1. •Provided consulting services to customers, suppliers, and internal business units regarding value focused relationships and process improvements.
  2. •Led cross-functional teams in problem identification, data collection and analysis, recommendation development, and implementation planning.
  3. •Developed and implemented strategic and tactical plans for enterprise-wide process improvement activities.
  4. •Achieved 1999 internal and supply chain savings exceeding $64M.
1996 - 2000
Staff Subcontract Manager
  1. •Led an Integrated Product Team consisting of supplier, manufacturing, engineering, quality, and program management in complex procurements.
  2. •Developed, negotiated, and managed domestic and international supplier partnerships exceeding $100M.
  3. •Analyzed complex proposals for cost and risks associated with potential partnerships and made recommendations to executive management.
  4. •Managed material and labor budgets in excess of $50M for multiple telecommunications programs.
Knoll, Inc.
Corporate Cost Reduction Manager
  1. •Identified, developed and implemented cost reduction plans for targeted supply chain areas that reduced procurement base expenditures of $15M by 10%.
  2. •Managed relocation of manufacturing and assembly lines between facilities from concept through implementation and startup.
  3. •Identified supply sources and developed component flows for parts on new products developed.
1995 - 1996
Lockheed Martin Corporation
Senior Subcontract Manager
  1. •Managed domestic and international supplier partnerships for spacecraft hardware exceeding $70M.
  2. •Resolved cost, technical, and quality issues throughout the subcontract life.
1994 - 1995
General Electric Company
Senior Sourcing Agent
  1. •Managed procurement of electrical components, software license agreements and third-party leases exceeding $25M annually.
  2. •Acted as liaison for resolution of technical issues through appropriate internal organizations.
1988 - 1994
Sourcing Agent
  1. •Procured and expedited all materials and services exceeding $5M for a co-generation project.
  2. •Created and distributed request for proposals; evaluated incoming proposals for compliance to specifications.