Supply Chain Manager

TOM KELLY FORT MILL, SC / EMAIL: qfv7og@r.postjobfree.com / CELL 574-***-****

________________________________________LEAN GLOBAL SUPPLY CHAIN LEADER

EXECUTIVE SUMMARY

• Plant Manufacturing Operations

• Engineering / Project Management

• Employee Coaching & Mentoring

• Strategic Planning & Vision

• P & L Budgetary Management

• MFG Variance Management

• Performance Metrics Systems

• Capital Budgeting & Forecasting

• Global Procurement Strategies ($88 M)

• Strategic Sourcing / Commodity MGT

• Multiple site Production Planning

• Multiple site Distribution / Warehouse

• Supplier Relationship MGT / Development

• S&OP Planning & MGT / Materials MGT

• Supplier Quality / Root Cause / 8D

• ISO9002/14001 / TS16949 / AS9100

• Lean Six Sigma Green Belt / TPS

• Lean Expert / Lean Enterprise Design

• Process / Productivity Improvement

• 5S / Visual Management Systems

• Lean SCM Optimization / 7 Flows

• Kaizen Leader (46 Projects)

• Inventory / Reduction / Kanban

• Make - Buy / PPV / BOM Cost Analysis

Fortune 500 / Global Supply Chain Expertise: Team & cost focused strategic leader with 12 years plus expertise managing supply chain & manufacturing teams. Expertise has been developed as a Kaizen leader in implementing lean action plans that focused on supply chain optimization improving quality, productivity, efficiency, developed, established and improved manufacturing, flow processes and systems in each supply chain discipline.

Experienced directing & overseeing all aspects of the supply chain function where multiple site responsibility was required in a global arena. Skilled in the creation of organizational strategic goals and team based actions plans which include the implementation and improvement of organizational performance metrics. Expertise has been cultivated in problem solving & lean transformation improvement methodologies using kaizen, lean Six Sigma, 5S, visual workplace, value stream mapping across a wide spectrum of processes.

A skilled leader with a history of managing supply chain & manufacturing operations, with additional skill sets in engineering in the manufacturing of products in the OEM aerospace, automotive, plastics, ceramics, consumer products, consumer electronics, & machinery industries. An insightful hands-on leader with a highly transferable skill set, who fosters working relationships between company stakeholders & their downstream customers in order to maintain a clear understanding of their daily performance, to the customer’s expectations.

Savvy sourcing leader with focus on leveraging spend in cost reduction & improving supplier relationships & performance in cost, quality & delivery with experience in the following regions of the world. US, Asia, South America, India, & Europe.

SELECTION OF ACCOMPLISHMENTS

• Successfully managed supply chain planning & implementation of $100M new plant start up meeting all projected launch curve milestones by 2 months. Led search & launched start up transition warehouse (75K SF) for new plant startup requirements.

• Led multiple Material Flow Kaizen events resulting in improved material, method, people and information flows, established POU materials, visual controls, takt time and kanban flow. Led Pack Out Kaizen that increased productivity (40%), while needing 6 less technicians in the process, (savings = $943,488 annual) while increasing productivity from 137.5K to 192.6K boxes packed annual.

• Led Setup Reduction (SMED) Kaizen event resulting in a 42% reduction in setup of slitters at change over.

• Recommended a $35M capital expansion focused on upgrading and installing equipment to increase the plant’s capacity from 40M to over 70M square meters of production annually.

• Implemented 5S processes in Kaizen throughout the deply and core cutting manufacturing processes, established kanban processes, standard work, takt time, visual controls & visual work instructions achieving $356K in annual savings in core inventories, resulted in tripling productivity from 300 cores cut daily to over 900 cores cut using pull processes.

• Implemented 5S layout and pull processes in materials distribution facility which fed 3 divisions in North America. Established a pull system between the plant and the facility ending stock outs by establishing Standard Work inventories to be maintained. Collaboratively implemented VMI supplied components perpetually reducing inventories from 30 days of inventory to 2 days.

PROFESSIONAL EXPERIENCE

POLYPORE INTERNATIONAL INC. (Global OEM Tier 2 Consumer Electronics/Automotive Manufacturer), Charlotte, NC FEB 2010 – JUN 2011

GLOBAL MATERIALS MANAGER

Directed & overseen 1 manager, 2 exempt & 21 indirect personnel in the daily production planning, warehousing, shipping, receiving and inventory control processes with global multiple site responsibility for three North American divisions and globally. 2011 Budget: 3.3M. Developed & allocated monthly S&OP Supply plan across 4 sites globally. Strategic duties include: plant manufacturing capability and material flow planning and improvement across multiple sites.

• Achieved 95+% on time delivery performance under constrained capacity and demand allocation conditions.

• Saved $42K for reducing cost in warehouse & manufacturing supplies, sourced and negotiated terms.

• Collaborated cross functionally to source additional resin (polypropylene, polyethylene) suppliers to insure adequate supply due to allocation shortages.

• Successfully led the supply chain & materials flow planning & implementation of processes for new plant startup, including layout of key manufacturing areas to previous kaizen findings. SME Lead for capacity, equipment startup & Silo system start up teams. Successfully sourced materials handling equipment for new plant requirements.

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LEAN WAY CONSULTING (Lean/SCM Optimization/Quality Systems Implementation), Charlotte, NC MAR 2008 – FEB 2010

INDEPENDENT CONSULTANT

• ICM, Charlotte, NC - Led engagements across operations, TS16949 implementation & advisory services on metrics development & establishing procedures in contract review, corrective action, shipping, receiving, maintenance, purchasing, quality & supplier performance.

• Assembly Technologies - Conducted advisory services for lean SCM optimization, layout and transformation of manufacturing area for flow characteristics, kanban, utilization of stores and visual controls.

• Hughes Supply - Conducted readiness SCM & quality assessments, advisory services for lean SCM optimization, and development of best practice operational procedures & visual work instructions in operation functions.

TEREX CORPORATION (Global OEM Machinery, Toyota Production System Manufacturer), Rock Hill, SC MAY 2006- DEC 2007

MATERIALS MANAGER

Responsible for directing materials & capacity planning, allocation, supplier quality, sourcing, supplier relationship management, inventory control & procurement with supervision of (4) commodity managers and six (6) salaried buyers. Spend of $88 Mil. & scope of 43,000 part SKUs. 2007 Budget: 1.3M. Led monthly S&OP demand forecast requirements. Strategically led material flow improvements and global strategic sourcing initiatives impacting local and corporate goals.

• Led action plans achieving savings of $1.7 Mil annual through reduction in inventory through Kanban system and material flow improvements. Ranked suppliers based on scorecard metrics, performed SWOT analysis, developed commodity strategies, standardized part type & use, returned overstock, consolidated & reduced the supply base, instituted Vendor Managed Inventory replenishment (VMI) with multiple daily delivery, worked cross functionally to restructure warehouse & supermarkets instituting 5S & visual processes, established Plan For Every Part (PFEP), limited material volume & was based on factual requirements. Improved inventory turns from 9 to 25 turns.

• Led the materials relocation of an aerial platform line from Redmond, WA to Rock Hill, SC: Led BOM costing, sourcing & outsourcing requirements for a BOM scope of 7900 Components. Achieved $100K annually savings. Led Kanban Kaizens, implemented RFID Kanban purchasing system, supermarket set up and instituted Standard Work in Process (SWIP) visual flow controls.

• Global Corporate Sourcing Team Initiatives: Steel Spend ($850M): Savings: $15.2M. Electrical Team: Spend ($466M): Savings: $5.9M, Hydraulic Team: Spend ($225M): Savings: $2.3M. Cylinders Spend ($103M): Savings $4.6M. Collaborated with suppliers finding opportunities to save through VA/VE efforts.

• Sourced/managed commodities: aluminum extrusions, hardware, fasteners, plastics, paint, foam, adhesives, engines, hydraulics, raw steel, power train, rubber components, motors & actuators, mechanical components, PLCs, generators circuit boards, fittings, lubricants, fuel, electrical assemblies & components, trailers, mufflers, decals, insulation, bearings, sheet metal & fabrications, batteries, axles, galvanized parts, rubber hose & castings.

• Led Local Strategic Sourcing Teams – Plastics/Steel/Electrical/Hydraulics: Consolidated suppliers, Reduced the supply base by 26%, leveraged spend, negotiated VMI replenishment, reduced lead time, established multiple daily delivery and eliminated $73,195 of inventory. Achieved $1.25 Mil annual savings.

MANN & HUMMEL CORPORATION (Global OEM Automotive TS16949 Manufacturer), South Bend, IN 2005 - 2006

MATERIALS MANAGER

Directed demand & capacity planning, scheduling, materials allocation, logistics, inventory control, supplier relationship management, sourcing & purchasing with spend of $27.5+ Mil. Supervised five (5) employees engaged in planning & scheduling, sourcing, purchasing, logistics and material flow. Led monthly S&OP demand forecast requirements. Led strategic materials flow improvement efforts and global strategic sourcing initiatives impacting local organizational goals.

• Strategic Sourcing: Conducted costing reviews to BOM structures, successfully led new launch sourcing initiatives (BMW & Toyota) for material suppliers and outsource manufactures of injection molding. Conducted joint customer/Tier 1 supply chain/supplier quality audits for supplier approvals.

• Sourced and managed commodities requirements of fasteners, chemicals, resins, fiberglass, filter media, plastic & metal components.

• Reduced finished goods inventory from 5 to 3 Days on Hand (DOH) & component inventory from 9 to 5 DOH, saved $713,615 annually for components. Reduced Service inventories by 61% saving $13.1 Mil.

• Implemented facility wide supermarkets, with purchase & scheduling Kanban system to improve information flow and reduce perpetual inventories. Established & maintained 100% on time delivery performance for production, warranty and service.

SGO CUSTOM GLASS WORKS, INC. (Consumer Goods Manufacturer), Mooresville, NC 2001 - 2004

OPERATIONS MANAGER

Directed the startup of a small glass manufacturing facility with responsibility of managing the daily operations. Directed & coordinated employees, equipment and materials in production, engineering, quality, and purchasing to meet accurate on-time customer commitments of structural glass and architectural products meeting 100% on time delivery.

TOM KELLY, LEAN GLOBAL SUPPLY CHAIN LEADER PAGE 3

SGO CUSTOM GLASS WORKS, INC. CONTINUED.

• Led New Business Development and Strategic Planning Teams utilizing SWOT and TQM principles.

• Directed and overseen the search and lease of the facility as well as managing the up fit contracting requirements.

• Led the development and establishment of startup procedures for processes across the organization.

• Managed and sourced materials components, supplies and complementary product offerings to grow sales.

• Outsourced selected manufacturing processes. Found 49% cost savings by sourcing an alternative glass supplier.

ANDOVER INDUSTRIES (OEM Automotive/Consumer Goods TS16949 Manufacturer), Andover, OH 1999 - 2000

MATERIALS MANAGER / FUNCTIONAL DUTIES: ASSISTANT PLANT MANAGER

Directed demand & capacity planning, scheduling, raw resin & materials allocation, S&OP demand forecasting, logistics, and inventory control. Supervised 29 personnel, including supervisors, and indirect employees. Additional duties included Assistant Plant Manager Responsibilities with broad control of 450+ plant personnel to meet customer service attainment. Led monthly S&OP demand forecast & supply plan for 4 plants. Managed fleet of company owned delivery trucks.

• Led multi-site distribution, warehouse and material allocation and planning for 4 manufacturing facilities.

• Led weekly plant staff customer service attainment meetings to insure new launch, service & warranty were understood and commitments were attainable given material flow and manufacturing capability.

• Led daily production meeting with plant operations management personnel to discuss previous days performance.

• Project Management: Led team to salvage suspect inventory stored on 40 inherited trailers, resulting in salable product savings of $375,000. Eliminated the rented trailers resulted in $32,000 annual saving.

• Improved material flow, planning & scheduling processes impacting On Time Delivery performance by 18%. Resulted in 100% on-time delivery attainment. Resulted in elimination of $52K/month expedited freight.

• Led elimination of freight carrier resulting in $102,000 cost reduction to fully utilize company owned equipment.

• Led Lean design and reorganization of plant layout collaborating with cross-functional team. Mapped Value Stream. Kaizen resulted in improved process flow, 15% reduction in manning levels & annual savings of $650K.

• Led implementation of Kanban system, reducing & standardizing SWIP, finished goods & raw inventories. Resulting in a reduction in inventory from 14 days to seven (7) days on hand (DOH).

HONEYWELL INTERNATIONAL (OEM Aerospace AS9100 Manufacturer), Torrance, CA 1992 - 1999

SR. PRODUCTION CONTROL ADMINISTRATOR/SUPERVISOR, (1995 – 1999)

Promoted to position to manage planning & scheduling, materials allocation, S&OP demand forecasting, supplier management, shipping, receiving, sourcing, purchasing ($1M+) and inventory control. Supervised 7 personnel.

• Sourced and managed MRP commodities requirements of chemicals, resins, powders, mandrels, molds, plaster & plaster components, ceramic powder, polymers, fibers (carbon), machining tools, grinding wheels, lubricants, forming materials & outsourced manufacturing processes where global supplier relationships are managed.

• Initiated/led team in improving production/material control process. Resulted in reduction in cost of purchase order approval process ($200 per PO) & improved material control. Received reward and recognition.

• Sourced cutting tools and grinding wheels due to supplier delivery & price performance issues resulted in savings of $54,000 annually. Reduced & standardized expendable supplies inventory, saved $12,000 annually.

• Initiated/led cross-functional team in redesign of shipping & receiving departments. Streamlined processes & procedures, and implemented visual controls to reduce lead-time. Received R&R for efforts.

• Developed & implemented mixed model visually controlled scheduling boards throughout the facility. Resulted in improved on-time delivery of 23% for production and 98% overall delivery attainment.

• Received reward and recognition for developing 90+ procedures for ISO9002/AS9100 certification.

• Outsourced plaster fabrication process. Resulted in a 30% savings. Received reward and recognition (R&R).

LABORATORY / MANUFACTURING TECHNICIAN, (1992 – 1995)

Technical role in engineering, developed manufacturing processes to produce aerospace & space components, tested & developed components made from highly engineered Silicon Nitride ceramic components for Defense, Energy, Space, Automotive & Aerospace. Received multiple awards & recognition for innovation and process development for achieving multi-million dollar milestones while at Honeywell.

MILITARY EXPERIENCE

• Administrative Specialist / Congressional Liaison US Army - Active 1986 – 1990

• Admin Non Commissioned Officer (NCOIC) US Army – Reserve / National Guard 1990 – 1997

EDUCATION

• BSBM Redlands University Bachelors Business Management 1999 GPA 3.8/4.0

• ASCE Hocking College Associates Ceramic Engineering 1992 GPA 3.7/4.0

• ASME Hocking College Associates Materials Engineering 1992 GPA 3.7/4.0

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