Carlo Del Stabile
Silea
Summary
Innovative and tenacious general management leader with more than two decades of success driving revenue growth, productivity, cost efficiency, and P&L results by optimizing business operations, supply chain, and logistics for diverse multinational companies. Experience spans three continents, in locations including Brazil, Hong Kong, Italy, and Switzerland. Strategic thinker whose extensive experience in start-up and industrial/operational reengineering situations provides broad view of all aspects of business enabling identification of opportunities for improvement and development and execution of action plans to achieve desired results. Special ability to assemble culturally diverse teams and bring them together in common goals.
Overview
37
37
years of professional experience
Work History
CHIEF OPERATIONS OFFICER
LIU JO S.p.A
01.2015 - Current
- Company Overview: International fashion brand of apparel, shoes and accessories of $500 Million turnover
- Contracted to completely reorganize the supply chain network, processes and sourcing strategy to support the expansion plan of the Company with the target to launch the IPO in early 2019. In charge of defining and implementing new approaches to product development to improve time to market and value for money. Responsible for reviewing the distribution network and Logistics as well as IT investments to sustain the program. Currently oversee 120 people with 11 direct reports. Workforce spread in three different locations.
- From the end of 2021 to beginning of 2024 also C.E.O. of EIH Logistic SpA, Modena Italy. This logistic company was born in the end of 2021 to serve the Omni channel activities of Liu Jo and all sister companies. Currently is still functionally responsible of EIH logistic operation.
- Managing Operations with full P&L responsibility. The departments that are under his responsibility are: Product development (apparel and accessories), sourcing, industrialization and pattern makers, Supply Chain management, QC, Fabric and accessories purchasing office, Logistic and distribution.
- At the beginning developed business plan related to operations (divided in three main areas: Product Development, Sourcing and Production, Logistic and Distribution) with the target to organize the company ready for the IPO in 2019. The IPO was then kept on hold due to the pandemic. Project that at the present has been started again for a near future IPO.
- Implemented the first wave during 2016 achieving a 6 million Euro saving in the 12 months through structural changes that would yield the same results going forward.
- Implemented solid relationships with suppliers in Asia, Europe, Middle East and North Africa to keep the quality and delivery well above the competitors standards.
- Started to implement the new approach to logistics and distribution from end 2017 with a new set up of warehouses, contracts and distribution logics. The new set up reduced the logistic cost by 30%. In 2021 he started EIH Logistic Spa to manage the logistics and distribution operations for all channels. In 2023 the e-commerce, which was managed from a third party warehouse entered 100% in EIH Logistic.
- From 2016 he reinforced Liu Jo Shanghai Trading as a centre for operation instead of a commercial office. In 2022 the Shanghai office was totally integrated with Liu Jo Italy and able to follow up all the orders, quality and technical issues saving QC operations in Italy.
- Introduced, starting from 2021, the RFID technology in all areas of production and logistics to trace and improve delivery and quality as well to be ready with deep traceability of products. During 2024 start to implement the RFID technology also at retail level to speed up operations at store level with great results.
- From an average of 92% of delivery fulfillment in 2016 Achieved 98% delivery performance by reducing the pool of suppliers by more than half (167 suppliers in 2016 to 67 in 2024). This fact alone permitted to reduce the overall internal operation organization.
- Successfully introduced the concept of window delivery reorganizing the collections from Product Development taking in consideration lead time of each specific style and each transport mode matching the in store delivery with order placement.
- Developed, together with the internal IT department, the SCM (Supply Chain Management) system which links all together in the same environment all the players involved in the delivery: Forwarders, Suppliers, Liu Jo warehouse and of course the Liu Jo supply chain department including the Shanghai office. This system, which started in 2024, allows Liu Jo to have 100% traceability on production and delivery date with updates in real time.
- Defined the path to implement new and up to date policies to assure that the supply chain remains in line with the higher international standards in terms of CSR and sustainability. He led the company to obtain the certification SA8000 in 2019 and still is Senior Manager SA8000 to keep implementing the system.
- In charge of implementing in all areas of operation (PD, production and logistic) the research of eco-sustainable products and processes to be ready to reduce emissions in the entire value chain by at least 50% by 2027 in comparison to 2019. Logistic already achieved the target.
- Developed with external partners the “Jarvis project” which is set to be the first step to the Digital Product Passport due to be mandatory in 2027 in all EU.
- Developed with external partners the Digital QC platform to digitize all the Quality operations from pre-production to final inspection. Next step will be to manage with the same system all the clients claims. In this way all the quality data will be in one and only integrated system.
MANAGING DIRECTOR
BENETTON DO BRASIL
07.2010 - 11.2015
- Chartered to establish company to initiate retail, supply chain, and logistics operations for Brazilian and South American markets, with full P&L responsibility and reporting to global CEO with dotted line to Commercial Director, LATAM (Benetton USA). Scope includes business plan, startup, retail/franchise network development, production in South America, product mix/pricing strategy, ERP development/integration with POS, HR structure, and recruiting/leading staff and franchisees. In charge of a workforce up to 54.
- Developed business plan, market positioning for both Adult and Kid Brand, created legal/tax business entity, opened business October 2011, and met all timelines 100% to date.
- Established all processes and procedures for sourcing, logistics, retail and franchise operations, including HR policy/structure.
- Researched and selected suppliers in Latin America to produce and supply part of the collection {minimum 50%} in a more efficient way and with better margin for both Brazil and other countries in South America
- Open 5 Direct stores starting from location definition, project, staff hiring, merchandise and local communication events.
- Supervise the production of all marketing and advertising materials.
- Defined the product strategy and market placement.
- Finalized the implementation and integration/interface with POS system.
- Ensured fiscal/legal/tax structure in compliance with complex Brazilian requirements that differ across 26 federal states.
- Developed initial franchisee, logistics, and supplier relationships, positioning business for fully operational status.
- Established good relationships with the major shopping developers to assure better locations in all new commercial developments
- Implemented policies to assure that all suppliers respect the code of conduct and product safety requirement of the mother company.
- Open the Distribution Centre to supply stores in Brazil and part of South America.
- Requested and obtained the unlimited import license {RADAR} to grant Benetton Brazil full access to import without the limits set from Brazil government.
- Achieved well above the planned 50% of production in South America arriving to almost 95% on Adult lines while remaining 70% in kids lines.
MANAGING DIRECTOR
BENETTON ASIA PACIFIC LTD
01.2007 - 01.2011
- Promoted with departure of previous MD to assume full P&L responsibility for 500M (BAP) Division focused on international sourcing and product development in China, Indonesia, Vietnam, Laos, Thailand, Bangladesh, Malaysia, Cambodia, and India, and support of sales network/retail operations across APAC region. Scope included trend analysis, supplier network development/compliance, new branch openings, IT investment/operations, product mix and pricing strategy, and financial management, cost reduction, and efficiency initiatives. Reported to Group COO. In charge of a structure of 340 people/6 first report.
- Led turnover growth from $280M USD to $500M USD over 3 years and positioned organization as center of excellence Group-wide:
- Enhanced support of retail activity in HK, PRC, and Taiwan by leveraging regional HR, Finance, IT, Legal competencies and retail operations.
- Reduced lead time to market by 15% through complete supply chain reorganization and rationalization of supplier network.
- Eliminated some of R&D costs by creating 40% smaller network of "Grade A" suppliers who took on some prior HQ activities.
- Slashed average purchase costs by 15% by expanding sourcing network within Asia, with new offices in Thailand and Bangladesh, increasing efficiency and enabling production of higher value products/brands previously exclusively produced in Europe.
- Lowered QC costs by 35% with implementation of new procedures and control gates and partnership with 6 biggest suppliers; orchestrated SGS Certification of key supplier enabling direct supplier -to-client shipment, reducing distribution costs and claims.
- Merged functions into supply chain department including logistics, shipment, distribution, and sourcing, greatly increasing efficiency and timeliness and enabling tracking from order inception to delivery.
- Successfully managed the Commercial Department relocation from Hong Kong to Shanghai. IT, HR and legal issues were particularly critical during the transition.
CHIEF OPERATIONS OFFICER
BENETTON ASIA PACIFIC LTD
01.2005 - 01.2007
- Charged with establishing structure to migrate supply chain function from HQ to Hong Kong, and then to pull additional activities such as design and R&D to new HK branch. Reporting to COO Worldwide, managed budget and operations of sourcing division, leading workforce of 6 direct/180 indirect reports. Held full accountability for all sourcing activities in Asia in support of Group’s global sourcing strategies. Contact point for coordination among R&D, Buying, Production, QA, and Logistics departments at HQ.
- Created company’s first Asian distribution center, distributing 12 million pcs at 3M€ savings, and enabled growth in total production units from 20million to 30 million pcs/year:
- Implemented socially compliant policies and procedures adopted across all branches.
- Reduced managed product costs by 15% through in-country product engineering versus reverse engineering of HQ designs.
- Enhanced efficiency through development of key long-term partnerships with Asian companies.
- Increased average order satisfaction to 98% and achieved 0% delivery delay for three consecutive seasons.
- Realized 70% reduction in post-purchase claims through new statistical QA system and monitoring panel.
- Pioneered first outsourced warehouse for Benetton for packaging and delivery.
DIVISION DIRECTOR
BENETTON SpA
01.2003 - 01.2005
- As Benetton embarked on major reorganization to move from 100% industrial/producer company to external sourcing, recruited by former boss to apply proven expertise to create new Sourcing Division from scratch. Reported to COO, with P&L responsibility for Division and oversight of 4 direct/32 indirectly reporting staff.
- Led company successfully into entirely new sourcing approach, creating new division, buying process, and team that went from 0 to 20 million unit/year, revolutionizing a production with more than 60% done this way, today:
- Used change management skills to transform corporate culture to new model and created org chart still in use today.
- Supported aggressive business expansion plan with new sourcing offices in Hong Kong and India.
- Delocalized 50% of company production with outsourcing in countries never considered possible previously.
- Merged Apparel and Accessories & Shoes divisions and moved shoe production from Italy to Asia.
SOURCING AND PRODUCTION DIRECTOR
55DSL SA
01.1999 - 01.2003
- Created entirely new supply chain in new country, fully independent from Diesel Group to maintain brand independence.
- Introduced door-to-door delivery from Supplier to Clients faster and cheaper and comprising 30% of total sales volume.
- Increased order satisfaction rate from under 80% to 95%.
SOURCING DIRECTOR
STEFANEL SpA
01.1998
- Merged Sourcing offices of Stefanel and sister company Sky Company, yielding substantial cost reduction and efficiencies. Gained timing advantage/synergies by having both companies work with hsingle supplier, enabling more volume and control.
BUYING MANAGER
SKY COMPANY SpA
01.1996 - 01.1998
- Headed all buying/sourcing for newly established JV company for production and distribution of CK products.
- Developed reliable, qualified supplier base to ensure high value/low volume items.
- Formulated and executed sourcing strategies for production of goods in Asia and Middle East for European distribution.
QA & QC MANAGER
BENETTON SPORTSYSTEM ACTIVE SpA
01.1995 - 01.1996
QC INSPECTOR
NORDICA SpA
01.1992 - 01.1995
FABRIC INSPECTOR
NORDICA SpA
01.1990 - 01.1992
SUPERVISOR, FINISHING DEPARTMENT
TECHNIGOLD SpA
01.1988 - 01.1989
Education
Technology and Organization Master -
ISTITUTO PIRELLI
01.1990
High School Certificate - Chemistry Specialization
IT IS Enrico Fermi
01.1986
Skills
- Strategic development
- Team development
- Strong organizational skills
- Operational enhancements
- Profit and loss management
- Quality improvement strategies
- Partnership strategy development
- Supply chain optimization
- Country-Specific Legal/Fiscal Structure & Tax Compliance
- Continuous improvement
- Retail operations management
- Process Improvement/Re-Engineering/QA
- Change Management
- Tailored IT solutions
- Product development lifecycle management
Languages
English
Advanced (C1)
Italian
Bilingual or Proficient (C2)
Portuguese
Advanced (C1)
Timeline
CHIEF OPERATIONS OFFICER
LIU JO S.p.A
01.2015 - Current
MANAGING DIRECTOR
BENETTON DO BRASIL
07.2010 - 11.2015
MANAGING DIRECTOR
BENETTON ASIA PACIFIC LTD
01.2007 - 01.2011
CHIEF OPERATIONS OFFICER
BENETTON ASIA PACIFIC LTD
01.2005 - 01.2007
DIVISION DIRECTOR
BENETTON SpA
01.2003 - 01.2005
SOURCING AND PRODUCTION DIRECTOR
55DSL SA
01.1999 - 01.2003
SOURCING DIRECTOR
STEFANEL SpA
01.1998
BUYING MANAGER
SKY COMPANY SpA
01.1996 - 01.1998
QA & QC MANAGER
BENETTON SPORTSYSTEM ACTIVE SpA
01.1995 - 01.1996
QC INSPECTOR
NORDICA SpA
01.1992 - 01.1995
FABRIC INSPECTOR
NORDICA SpA
01.1990 - 01.1992
SUPERVISOR, FINISHING DEPARTMENT
TECHNIGOLD SpA
01.1988 - 01.1989
High School Certificate - Chemistry Specialization
IT IS Enrico Fermi
Technology and Organization Master -
ISTITUTO PIRELLI
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