This document is a resume for Tom Kelly, who has over 14 years of experience in lean supply chain management and manufacturing operations. He has worked for several Fortune 500 companies, consulting firms, and educational institutions. Some of his responsibilities have included overseeing procurement, inventory management, supplier relationships, quality systems, and lean initiatives. He has a background in process improvement methodologies like Lean Six Sigma, 5S, and value stream mapping.

1. TOM KELLY FORT MILL, SC / EMAIL: THOMASKELLY2429@GMAIL.COM / CELL
803.517.5959
LEAN
GLOBAL SUPPLY CHAIN EXECUTIVE
EXECUTIVE SUMMARY
· Plant Manufacturing Operations
· Capital Budgeting & Forecasting
· Employee Coaching & Mentoring
· Strategic Planning & Vision
· P & L Budgetary Management
· MFG Variance Management
· Performance Metrics Systems
· Multiple Site Capacity Planning
· Global Procurement Strategies ($88 Mil)
· 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
· ISO9001/14001 / TS16949 / AS9100/9110
· OPEX / Project Management
· Make-Buy / PPV / BOM Cost Analysis
· Process / Productivity Improvement
· 5S / Visual Management Systems
· Lean SCM Optimization / 7 Flows
· Kaizen Leader (51 Projects)
· Inventory / Reduction / Kanban
· Trade Compliance / Logistics Traffic
Fortune 500 / Global Supply Chain Expertise: Team & cost focused strategic leader with 14 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 and development of process. Expertise has been
cultivated in problem solving & lean transformation 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, steel and defense industries. An insightful hands-on leader with a highly transferable
skill set, who fosters strong 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.
EDUCATION / CERTIFICATIONS
Bachelors Business Management University of Redlands 1999 GPA 3.8/4.0
Associates Ceramic Engineering Hocking College 1992 GPA 3.7/4.0
Associates Materials Engineering Hocking College 1992 GPA 3.7/4.0
Lean Sigma Greenbelt Honeywell International 1997
Lean Expert / Lean Enterprise Design Honeywell International 1997
Lead Auditor QMS: ISO9001:2008 IAQG / QualTech 2013
Lead Auditor QMS: AS9100:2009/AS9110 IAQG / QualTech 2013
PROFESSIONAL EXPERIENCE
CENTRAL PIEDMONT COMMUNITY COLLEGE, CPCC (College/Education), Charlotte, NC May 2014 –PRESENT
Part Time Faculty/Consultant
Taught Lean Manufacturing adult continuing education courses. Consulted with college on quality systems curriculum.
ABSORBENT DESIGNS/EXCITE GOLF . (Consumer Goods), Fort Mill, SC Sep 2013 –PRESENT
Consultant
Consulted on development of Business Plan, SIOP, supply chain, operations and distribution processes.
ULTRA MACHINE & FABRICATION . (Defense/Space Fabrication Manufacturer), Shelby, NC Sep 2012 – MAY
2013
Director of Supply Chain Management {Reason for Leaving – Closed multiple plants due to Obama Administration defense budget cuts.}
Directed & overseen 2 managers, 6 exempt & 12 indirect personnel across four sites in the daily production planning,
trade compliance, shipping, receiving, carrier selection & sourcing, traffic/fleet management, warehouse operations,
supplier management, inventory control, procurement and strategic sourcing processes with 28M+ spend.
· Found $425K in savings through strategic sourcing cost downs.
· Developed Formalized processes/procedures for purchasing, strategic sourcing, planning, and shipping/receiving.
· Developed and Standardized consumable stores reducing cost by $42K monthly in indirect material requirements.
· Developed scorecard metrics in OTD, cycle count, supplier scorecards, and inventory turns. Developed flexibility and supply chain capability

2. through identifying/qualifying suppliers improving on time delivery by 20%.
· Established material supermarket locations, set up POU, PFEP, Bin and buffer stock locations to facilitate improved material flow.
TOM KELLY, LEAN GLOBAL SUPPLY CHAIN LEADER PAGE 2
POLYPORE INTERNATIONAL INC . (Global OEM Tier 2 Consumer Electronics/Automotive Manufacturer), Charlotte, NC FEB 2010 – JUN 2011
GLOBAL MATERIALS MANAGER {Reason for Leaving – Project Ended, 9 month new plant startup}
Directed & overseen 1 manager, 2 exempt & 21 indirect personnel in the daily production planning, material flow,
warehouse operations, shipping, receiving, trade compliance, carrier selection & sourcing, traffic/fleet management,
freight forwarding 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.
· Successfully managed supply chain planning & implementation of $100M new plant startup launch milestones by 2 months. Led search &
launched start up transition warehouse (75 SF) for new plant.
· Recommended a $35M capital equipment expansion focused on upgrading & installing equipment to increase plant capacity from 40M to
70M SMs annually. Sourced materials handling equipment for new plant requirements.
· Led Setup Reduction (SMED) Kaizen event at Polypore resulting in a 42% reduction in setup of slitters at change over.
· Led multiple Material Flow Kaizen events at Polypore 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.
· Collaborated cross functionally sourcing resin (polypropylene, polyethylene) suppliers to insure adequate supply due to allocation shortages.
· 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 at Polypore 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 reducing inventories from 30 days of inventory to 2 days.
· Saved $42K for reducing cost in warehouse & manufacturing supplies, sourced and negotiated terms.
· Operations Manager responsibilities for distribution center – raw materials allocation across 3 operational divisions.
SELF (Lean/SCM Optimization/Quality Systems Implementation), Charlotte, NC MAR 2008 – FEB 2010
CONSULTANT {Reason for Leaving – Financial bridge during job search for new full time position}
· Led multiple consulting engagements across operations, TS16949 implementation & advisory services on metrics development &
establishing procedures in contract review, corrective action, shipping, receiving, maintenance, purchasing, quality & supplier performance.
Conducted advisory services for lean SCM optimization, layout and transformation of manufacturing area for flow characteristics, kanban,
utilization of stores and visual controls.
TEREX CORPORATION (Global OEM Machinery, Toyota Production System Manufacturer), Rock Hill, SC MAY 2006- DEC 2007
MATERIALS MANAGER {Reason for Leaving – New executive management restructure }
Responsible for directing materials & capacity planning, allocation, supplier quality, sourcing, supplier relationships, import
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 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+ cost down annually. Led Kanban Kaizens, implemented RFID
Kanban purchasing system, supermarket set up and instituted Standard Work in Process (SWIP) visual flow controls.
· Led action plans at Terex 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). Improved inventory turns from 9 to 25 turns.
· 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.

3. · 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.
TOM KELLY, LEAN GLOBAL SUPPLY CHAIN LEADER PAGE 3
MANN & HUMMEL CORPORATION (Global OEM Automotive TS16949 Manufacturer), South Bend, IN 2005 - 2006
MATERIALS MANAGER {Reason for Leaving – Plant consolidation – Corporate directed closure}
Directed demand & capacity planning, scheduling, materials allocation, logistics, inventory control, supplier relationship
management, trade compliance, sourcing & purchasing with spend of $27.5+ Mil. Supervised five (5) employees. Led
monthly S&OP demand forecast requirements. Led strategic materials flow change efforts and global strategic sourcing
initiatives impacting local organizational goals.
· 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.
· Strategic Sourcing: Conducted costing reviews to BOM structures, successfully led new launch material sourcing initiatives (BMW & Toyota).
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.
SGO CUSTOM GLASS WORKS, INC . (Consumer Goods Manufacturer), Mooresville, NC Feb 2001 – AUG 2004
OPERATIONS MANAGER {Reason for Leaving – Business closed due to economic conditions}
Directed the startup of a glass manufacturing facility 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.
· 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.
ANDOVER INDUSTRIES (OEM Automotive/Consumer Goods TS16949 Manufacturer), Andover, OH 1999 - 2000
MATERIALS MANAGER / FUNCTIONAL DUTIES: ASSISTANT PLANT MANAGER {Reason for Leaving – Moved for spouses new job with Relocation}
Directed demand & capacity planning, scheduling, raw resin & materials allocation, S&OP demand forecasting, trade
compliance, traffic/fleet management, carrier selection & sourcing 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. Led operations management and planning for 4 distribution facilities.
· 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 savings.
· 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 (FORMALLY ALLIEDSIGNAL AEROSPACE ) (OEM Aerospace/Defense/Space AS9100 Manufacturer), Torrance, CA 1992 - 1999
SR. PRODUCTION CONTROL ADMINISTRATOR (1995-1999) {Reason for Leaving – Site Wide Layoff}
Promoted to position to manage planning & scheduling, materials allocation, S&OP demand forecasting, supplier
management, shipping, receiving, sourcing, purchasing ($1M+) and inventory control.
· Led LSS project reducing variation, warping & eliminate scrap (engine seal ring), resulted in reduced scrap (18%) & $15K Annual savings.
· Sourced and managed commodities, outsourced manufacturing processes with global supplier relationships.
· 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.

4. · 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.
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.