Dorith Hakim Email & Phone Number

Cleveland, OH, US

• Directs global end-to-end Supply Chain for 11 Divisions, 25 manufacturing sites, and 2 joint ventures. Leads 16 direct reports and 1,200 total associates. Mentored 14 future leaders through rotational program.
• Implemented performance scorecard with Key Performance Indicators moving organization to 1st quartile: improved payment terms, supplier on time delivery, and customer delivery; reduced freight costs, purchase price.
• Deployed Supply Chain best-in-class tools such as Ariba for Indirect Sourcing, Seal for Contract Management, SAP Hanna ERP solution, Precision for Transportation Management, ePFEP for Inventory Optimization, aPriori.
• Implemented Planning and Scheduling best practices including S&OP and Finished Goods strategies, Kanbans, VMI and supplier Consignment reducing inventory and improving delivery to customers.
• Deployed Commodity Sourcing strategies to leverage spend across Divisions and developed global suppliers. Secured supplier Continuous Improvement commitments to deliver yearly price reductions.
• Negotiated foundational Long-Term Agreements with global partners securing capacity in a CI framework.

Radnor, PA, US

• Held P&L responsibility for major Programs. Established and led Operations Excellence, Continuous Improvement, Quality, and implemented best practices in Program Management for four Company Divisions.
• Led capacity planning process to ensure efficient Operation and support of new Programs awarded.
• Ensured capital acquisition was included in annual Plan enabling execution of delivery commitments.
• Partnered with Lean teams driving improvements in manufacturing to reduce cycle time and improve yields.
• Led Corporate-wide initiative reducing cycle times and generated $75M of incremental cash for the business.

Radnor, PA, US

• Held P&L responsibility for major Programs within 7 Operating Companies and 22 sites, overseeing delivery and quality performance, proposal estimating, and customer contract negotiations. Deployed Integrated Product.
• Enabled 30% increase in revenue by leading pricing initiatives to ensure creation of best value for existing capacity while ensuring high win probability on important Programs.
• Ensured multi-functional teams were in place to achieve Gold-standard delivery and quality performance on critical Programs while keeping up with engineering changes.
• Overhauled contract review process ensuring customer orders were in accordance with negotiated contracts.

Stratford, Connecticut, US

• Directed overhaul and repair facilities, customer service, order management, material forecasting, forward stocking locations, material delivery functions supporting aircraft after delivery. Reported to COO.
• Opened 3 forward stocking locations in Europe, Asia, and South Africa.
• Increased inventory turns 25% by implementing forecasting best practices using fleet data.
• Implemented 24/7 customer service Center of Excellence.

Stratford, Connecticut, US

• Held dual role responsibility: Managed fully integrated P&L including operations, continuous improvement, sales, engineering, supply chain, facilities, health & safety, finance, and HR to support the final assembly and.
• Tripled size of business to 1,800 employees and $1.2B revenue in 7 facilities of 354,000 sq. ft., supporting the production and deliveries of up to 250 helicopters per year.
• Led company’s first acquisition integration and transitioned business to a UTC Key Manufacturing Site utilizing UTC’s Operations playbook and ACE principles. Integration included people, processes, and implementation.
• Accomplished gross margin expansion on all commercial aircraft 10-20% depending on model.
• Opened best-in-class Customer Delivery Center enhancing experience during aircraft delivery process.
• Created Training Academy to onboard thousands of mechanics and manufacturing associates.

Dallas, TX, US

• Head of Supply Chain with a $1+B Spend budget across 6 sites and 2 subsidiaries, a team of 260 in Procurement / Purchasing, MRP, Supplier Quality, Manufacturing Engineering and Quality Engineering.
• Championed deployment of SAP 6.0. Met / exceeded material budgets on Commercial and Military Programs.
• Negotiated with global suppliers reducing costs and improving Terms and Conditions.
• Rationalized indirect supply base by implementing VMI and Kanban.
• Implementing best practices to transition Fabrication work content to Global sources.

Dallas, TX, US

• Reporting to head of Military Division; responsible for all Supply Chain for two sites including Master Production Scheduling, MRP, Production Control and Procurement, internal / external Logistics, material estimates.
• Reduced working capital investment to support Operations 25% while improving customer service 30%.
• Implemented process improvements to reduce schedule variation 35%.
• Ensured readiness for upcoming CPSR audit.

Fort Worth, Texas, US

• Accountable for revenue stream of $500M for aircraft and components. Led multifunctional, multicultural, and virtual teams in Canada, Texas, Korea and China responsible for aircraft manufacturing, delivery performance.
• Increased revenues and profitability by reducing manufacturing cycle time and increasing number of aircraft delivered 25%.
• Responded to market requirements by developing mission-specific equipment increasing sales 20%, and certified aircraft upgrades to capture aftermarket business and increase sales 18%.
• Completed competitive benchmark and developed technology roadmap increasing revenue 40% over 3 years.

Fort Worth, Texas, US

• Held P&L accountability for $150M product line including aircraft and components including strategy, product improvements, delivery performance, and customer commitments. Led total staff of 500.
• Developed and implemented roadmap achieving growth in sales and profitability. Created retrofit program extending aftermarket market for 20+ years, increased spares revenue 15%, while stopping production of aircraft.
• Improved on-time delivery and eliminated past due backlog of aircraft and spares 50%.
• Implemented a cost reduction plan to increase aircraft profitability 20%.
• Established manufacturing and repair & overhaul capabilities for commercial/military aircraft components in India expanding footprint in Asia.

Fort Worth, Texas, US

• Reporting to the Senior VP of Commercial Business Unit responsible for revenues of $1B. Led a team of 7 black belts and 32 green belts. Developed a scorecard and deployed Six Sigma resources to improve the Unit’s KPI’s.
• Acted as Program Director on V22 Program responsible for preparing the aircraft for OPEVAL.
• Completed 6 improvement initiatives totaling $7M in annualized benefits: 1) Sourcing Long Term Agreements; 2) Program Management Processes; 3) International Sales Representatives Compensation System; 4) Purchase.

Fort Worth, Texas, US

• Established Enterprise-wide Strategic Sourcing for Commercial and Military Spend of $850M. Represented Bell Helicopter on Textron’s Supply Chain Council for Direct and Indirect Spend.
• Hired and trained skilled professionals responsible for 16 Commodity teams resulting in negotiated long term agreements on $300M Spend with savings of 13-35% and YoY price reductions and volume rebates.
• Managed a pipeline of initiatives resulting in Operating Profit improvements of 7% over company Spend resulting in being the recipient of Textron’s Chairman’s Award of Excellence.
• Led Global Sourcing in Eastern Europe, Middle East and Asia for commercial and military aircraft resulting in being the first recipient of Textron’s Magellan Award in Globalization Excellence.
• Utilized e-sourcing tools including e-auction for RFPs to increase competition and accelerate cost reduction.

Fort Worth, Texas, US

• Director, Supply Chain Management | 1998 to 2002Directed organization of 190+ employees, responsible for $300M of spend. Accountable for Procurement, Strategic / Global Sourcing, Supply Chain Planning and Logistics and.
• Launched Organizational Design initiative using “Shared Leadership” increasing performance and efficiencies.
• Implemented i2 Supply Chain software APS, Advance Planning Scheduling, and CSM, Component Supplier Management.
• Rationalized supply-base 30%, increased inventory turns 20%, absorbed 30% increase in warehousing without additional staff.Manager, Subcontract Administration | 1996 to 1998 Supervisor, Materiel Administration and.

Executive Mba, Business Administration

Bachelor Of Arts - Ba, Finance