Josh Creasman, MBA
Global supply chain and operations executive I turn complex global operating models into clarity. Then I scale them.

Context

Over eleven years the business quadrupled. International grew from 10% to more than 45% of revenue, and e-commerce went from nothing to 16% of the global business.

What made it hard

Three channels with different service promises shared one supply chain. Demand was license-driven and event-driven. E-commerce alone added 183,000 exclusive SKUs, and planning had to reach more than 120 countries.

The clarity move

Treat the supply chain as a product competitors cannot easily copy. I built distinct ways to put product in market, each matched to a type of demand:

• Global Custom Product: customers choose fabric, color and embellishment, so their stores carry product no one else has. I commercialized it from the supply chain side.
• Hot Market light manufacturing: heat seal and direct-to-garment inside distribution centers and domestic facilities to answer moment-in-time events such as championship wins.
• Make-to-order e-commerce: custom product finished near-shore inside distribution, which also powers an endless aisle.
• Postponement: pack-and-hold at factories so final allocation waits for real demand.
• Global S&OP: I built the process, tools, operating rhythm and executive buy-in, scaled to every country New Era ships to.

Context

Acquired businesses arrived with their own factories, logistics and distribution providers, trade programs and supply chain systems.

What made it hard

Every duplicate carried cost, and every change carried service risk for brands with their own customers. Deciding late would have locked in two of everything.

The clarity move

One supply chain operating model, decided from diligence onward. I consolidated sourcing, distribution and global logistics, applied CBP trade programs across the combined business, and integrated the systems into one stack.

Context

E-commerce and international growth outran a North American network of five distribution centers and the regional sites serving other markets.

What made it hard

High-eaches picking across a very long tail, same-day order commitments, heavy customer value-added services, and wholesale, e-commerce and direct-to-store flowing through the same buildings.

The clarity move

One automated, FTZ-approved North American site in place of five, built around a three-story zone-route pick module, then the right automation for each region's labor and real-estate economics. Light manufacturing sits inside distribution so custom and event product ships from the same floor.

Context

A concentrated supply base had to carry a product range expanding into apparel, accessories and more complex construction.

What made it hard

Low cost, speed to market and complex capability rarely sit in the same country. New regions also needed consistent raw materials before factories could move.

The clarity move

Every placement answered three tests: does it compete on labor and preferential trade, is it close to the market it serves, and can it make the more complex product. I built a vertical Tier II raw-material supply chain so quality and cost held as production moved to new countries.

Context

Yakima ran manufacturing for three operating companies in Mexico, New Zealand and the U.S. while sales expanded into Europe, Australia and Asia.

What made it hard

More than 45,000 SKUs depended on tooling, equipment and Tier 2 suppliers that had to move with the work, across three companies with their own ways of operating.

The clarity move

One shared-services supply chain for all three companies, a hybrid of owned and contract manufacturing, and Lean cellular manufacturing on the floor. At Mizuno I applied the same thinking to consolidate three sites into one $40M manufacturing and distribution facility.