Supply Chain Management
Resume:
Dear Talent Acquisition Organization,
Earlier in 2014 I had an exciting opportunity to relocate from Connecticut to Detroit, MI for General Motors
and be part of a unique transformation within their industry. I had a very difficult decision to make when my
mother became seriously ill just five months after starting. Ultimately I chose to resign from my position and
move back to Connecticut to be close to my mother late last year. Even though it was hard to leave such an
exciting time in my career, I believe that sometimes in life you have to make sacrifices for your loved ones.
I am currently seeking a career where I can use my combination of strategy, business, operations and
change management skills to continue providing solutions that deliver results.
I enjoy and excel in roles that involve:
1) Strategic design and operational excellence
2) Innovation and implementation of progressive concepts
3) Establishing structure and insuring quality
I have a passion for exploring and thinking of new ways to make processes more efficient and effective;
placing importance on consistency and having clearly defined operational standards. Bringing proven
processes from my prior experiences is a huge value I can bring to your organization. I am an ACE
(Achieving Competitive Excellence; comparable to six sigma) Practitioner and a certified Event Leader (both
for business processes and manufacturing). You can see in my resume the results from my problem solving
and analytic skills.
I am progressive, innovative, and highly valued for translating objectives into actionable plans, and providing
decisive leadership to multi-functional, cross-cultural teams. My skills are transferrable across any industry.
Please refer to my resume for a full outline of my skills, qualifications and accomplishments. I hope to have
the opportunity to expand on my background and my transferable skills. Thank you for your consideration.
Sincerely,
Kelly Parent
acol3o@r.postjobfree.com
KELLY L. PARENT, CPSM
Winsted, CT 06098
acol3o@r.postjobfree.com https://www.linkedin.com/in/kellyparent
OPERATIONS – STRATEGY – BUSINESS DEVELOPMENT
A dynamic leadership career in high-paced environments, demonstrating fortitude and delivering results.
Combination of strategic, business, operations and change management skills with 20+ year track record
of delivering solutions. Progressive, innovative, and highly valued for translating objectives into actionable
plans, and providing decisive leadership to multi-functional, cross-cultural teams. Cultivate and maintain
key relationships with executives, strategic partners and staff. Core credentials include:
Strategic Business Planning Lean Operations
• •
Sales & Marketing Integration and Synergies
• •
Project Management Strategic Commodity Management
• •
Process Improvement Change Management
• •
CAREER CHRONOLOGY
General Motors Corporation, Detroit, MI 2014 – 2014
Senior Manager, Global Customer Experience, Strategy and Integration (May – Sept)
• Lead global strategic development for retail, digital, contact center, social and infotainment to improve
customer experience across multiple brands; integrating and standardizing customer touch points /
interactions.
o Designed and managed qualitative research for all global regions to validate the spine of the
Customer Journey Map.
• Designed, deployed and managed a disciplined multi-phased decision making process for approval
and KPI monitoring of all major programs and projects; designed process for resource requirements
planning.
• Managed Voice of the Customer (VOC) global program; responsible for deployment to all global
regions.
UNITED TECHNOLOGIES CORPORATION, Farmington, CT 2007 – 2014
Senior Manager, Business Process Management, Global Supply Chain Operations (2013-2014)
• Subject matter expert (SME) lead in transformation of UTC’s Enterprise supply chain; simplification,
standardization, systems integration and supply chain curriculum.
• Lead for Enterprise supply chain deployment strategy and governance of playbooks; standardization of
10-step strategic sourcing process (playbook), IT systems integration and supply chain curriculum.
• Core team SME for standardization of materials management and IT systems integration in support of
line back logistics transformation.
• Lead for all shared service and outsourcing strategies across supply management.
Manager, Global Non-Product Supply Chain (2011-2013)
• Managed a team responsible for $1.2B of spend in the areas of Contingent Labor, Professional
Services, Information Technology, Telecom, and Office Services; Shared Service Models.
• Provided strategic leadership and management direction to broaden the spend portfolio and implement
transformational solutions to drive value and cost reduction to our stakeholders; including supplier
relationship management.
o Exceeded savings target for 2012 to a plan of $34.5M; achieved $46.9M in hard savings and $10M
in cost avoidance; 2013 achieved $66M to a goal of $52M of hard savings.
o Core team associate responsible for integration planning and synergies of UTCs largest aerospace
acquisition – Goodrich Corporation; also recognized as the largest acquisition within the industry.
o Corporate Supply Chain lead for largest divestiture within UTC portfolio; successful to timeline and
business objectives.
KELLY L. PARENT, CPSM acol3o@r.postjobfree.com PAGE 2
Global Strategy Manager, Mechanical Operations, Hamilton Sundstrand (2010-2011)
Managed strategy development across operation facilities worldwide to meet immediate and long-term
organization priorities and goals. Led development of operating plans; site and functional strategy maps
and balanced scorecards executed to support policy deployment.
• Problem solving and analysis: identified issues, structured problem solving approaches, coached
team members and performed analyses including financial, industry, market and other strategic
considerations.
o Led transformation of sales and operations planning (S&OP) program; demand management build
to rate strategy development to maximize operational efficiencies.
o Established finished goods supply chain and procurement business model (Vendor Managed
Inventory utilizing 3PL) to reduce inventory and improve supply chain efficiencies, including
defining system and infrastructure requirements.
• Strategic leadership management: responsible for operation restructuring plans.
o Received Level 1 Award for meeting timelines, metrics and financial commitments.
Inventory Management Program Manager, Central Operations, Hamilton Sundstrand (2009-2010)
Led Center of Excellence (COE) inventory program with objective to reduce inventory, improve inventory
turns and improve customer order fulfillment rates across all HS divisions.
• Mentored all business division leaders to drive best practices and standardization across the end-to-
end value stream and fostered a philosophy of improving cash flow
• Implemented, directed and executed standard processes/strategies to optimize inventory.
• Net inventory reduction of $110M, contributing to cash flow performance.
o Customer overdue reduced by 61% (from $67M to $27M).
o OEM on-time deliveries improved from 77% to 94% over the course of the year.
o Aftermarket on-time deliveries improved from 95% to 97%.
o Inventory program shared with PWA, Sikorsky and Carrier divisions as best practices.
o ACE (Achieving Competitive Excellence; comparable to six sigma) Associate and Event Leader
certified.
Staff Business Consultant, Central Operations, Hamilton Sundstrand (2007-2009)
Business Analyst for demand planning, operations and supply chain management (Aerospace Divisions);
identified requirements that systems and processes must do in order to meet the organizational goals,
driving process improvements; applied standard work and best practices across global operational sites.
• Improved processes and systems using strategic and innovative designs.
o Eliminated excess inventory due to poor Engineering Change incorporation within the Electronics
Operations organization (approx. $3 million dollar savings) using Value Stream Mapping to improve
the flow of this dynamic, multi-functional manual process; created and implemented
electronic/automated tools.
• Optimized supply and demand in support of operations inventory objectives.
o Changed inventory management practices to tighten controls on materials management, improving
inventory turns by 1.5x.
• Developed and strengthened operations material and shop floor planners’ aptitude.
o Designed and implemented standard work to optimize processes and drive consistent results;
including training and mentoring, reducing turnbacks and escapes by 76%.
• ACE (Achieving Competitive Excellence; comparable to six sigma) Administrator.
o Led Aerospace planning organization from ACE Bronze to ACE Silver in less than twelve months.
KELLY L. PARENT, CPSM acol3o@r.postjobfree.com PAGE 3
THE ABBOTT BALL COMPANY, West Hartford, CT 1990-2007
Vice President Business Development (2003-2007)
• Directed global sales and marketing team of 12, in addition to a worldwide network of distributors.
o Developed 5-Year Strategic Plan to drive sales and market growth, and new product development.
o Increased revenues by 30%.
• Directed all branding, marketing and customer experience (voice of the customer) strategies; customer
relationship management and B2B methodologies.
• Initiated, developed and maintained long-term relationships with key accounts and strategic partners.
o Top accounts ranged individually from $1 to $10 million dollars.
• P & L responsibility.
o Instituted cost reduction program by taking non-core products out of our mainstream operation and
putting them into our low cost sourcing program.
• Process design and feasibility/case studies for new products.
o Launched new product program through joint venture; negotiated LTA with industry OEM leader
• Led mathematical and statistical analysis process to determine accurate product costs.
• Developed pricing strategies for all existing and new products.
• Sales and operating planning (S&OP).
• Procurement and negotiation of all contracts with offshore suppliers.
o Increased profits; averaging 15-75% depending on the individual product
o Worked with suppliers to improve quality systems; 12% improvement in PPM
o Improved cash flow by negotiating optimized payment terms
EARLY ABBOTT BALL COMPANY CAREER
Leadership roles included Director of Sales & Marketing, Import / Export Manager and Continuous
Improvement Manager. Managed a low cost sourcing program, developed and managed a sales and
operations planning process, executed and supervised an internal audit program and managed an
operational cost reduction curriculum using lean principles. Increased revenues by 60%, optimized profits
and improved operational efficiencies.
EDUCATION & PROFESSIONAL DEVELOPMENT
Emerging Leaders Program Univ. of Virginia (Darden School of Business), Charlottesville, VA 2013
Certified Professional in Supply Management (CPSM) Inst. for Supply Management, Inc. (ISM) 2013
BA, Women's Leadership Univ. of Hartford (Hartford College for Women), West Hartford, CT 2002
AA, Women's Leadership Univ. of Hartford (Hartford College for Women), West Hartford, CT 2000
OTHER PROFESSIONAL HIGHLIGHTS
Created a culture of total quality management.
Result: Implemented (3) international standard quality systems (ISO9002, QS9000, and TS16949)
successfully and on schedule; all third party audits passed on the first attempt with no non-
conformances; systems were stated to be “best in class” by 3rd party audit firm.
Formed and structured a student-operated nonprofit organization within The Hartford College for
Women to provide peer support to students, support networks for developing leadership and advocacy
skills, and encourage women to invest in their futures.
Result: Served as President for 3 years, sat on the Board of Trustees for the University of Hartford; in its
second year, the program was supported financially by the college.
Persuaded donors to support a nonprofit organization. Networked and promoted the organization and
its purpose.
Result: The first year was completely funded by donations, raising more than $5000.
Directed and produced a widely known play to prevent violence against women.
Result: Two sold-out shows and raised more than $4000 for a local nonprofit organization.
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