Sara Tompkins Email and Phone Number

Responsible for leading business transformation and process improvement efforts in assigned PACCAR Parts business areas. Manage the project intake and tiering process and achieve high quality and timely project delivery. While managing a team of Business Technology Analysts, also independently perform analysis and be an active Subject Matter Expert for Business Systems and initiatives.

Cross functional team collaboration: Managed and led IT projects as a liaison between the Materials business unit and the IT application support/development teams. Responsible for managing the creation, prioritization, initiation, and execution of Materials Projects across three regions (North America, Europe, Australia) and multiple environments. Led multiple efforts to develop and streamline customized processes to support division goals. Responsible for staying in tune with and anticipating business unit’s needs. · Agile Project Management: Lead agile ceremonies and ensure artifacts are up to date in Azure DevOps. Act as SCRUM Master and/or Quality Assurance Manager on an as needed basis. · Risk Management: Planning the approach and execution of Risk Management activities per project. Continuously performing Risk Analysis through identification, tracking and prioritization using various project management tools and make recommendations for mitigation. · Documentation: Lead workshops to document as-is and to-be processes, requirements gathering, and lessons learned. Tools leveraged include Visio, Azure DevOps, SharePoint, and Microsoft Teams.· Budget Management: Creating budget proposals and managing budgets for projects through to completion. Experience in request for quote processes, statement of work creation, vendor selection, and quality function deployment. Responsible for effectively escalating and removing risks to budget, including recommendations to balance project management triangle to achieve overall project goals.

· Strategy Development: Evaluate inventory plan across dealer locations for all parts in JDA and propose strategy to optimize inventory plan to maximize availability. Analyze and adjust forecast/replenishment parameters. Anticipate needs based on changing environmental factors and create proposals to mitigate supply chain risks.· Relationship Building: Responsible for growing an authentic connection with dealerships to build trust and confidence in for recommendations for inventory adjustments.

· Training: Develop training program and materials for new team members. This included the creation of process maps, standard work, and training plan. Responsible for onboarding new team members.· Negotiation: Experience negotiating timeline, budget, and scope for 2 capital projects worth $2.2M and $7.6M respectively. Develop and obtain approval for pricing strategy for new assemblies. Work with Engineering and Legal teams to obtain new business for new manufacturing facility. · Waterfall Project Management: Responsible for assembling and managing project team consisting of engineering, materials, operations, and technical SAP resources dispersed across several manufacturing sites in the United States. Successfully move projects through all tollgates from analysis through postproduction monitoring.

Work closely with truck division engineering teams and management to assess program/product requirements and communicate costs and pricing for Dynacraft assemblies/components. Coordinate all aspects of implementing a product, from quote to production implementation.

· Continuous Improvement: Manage the implementation of two cost savings initiatives with a combined annual savings of $1.2M. Additionally, I acted as Product Owner and later project manager to implement a custom Advanced Product Quality Planning (APQP) system. Led cross functional teams to develop process maps, user story requirements, and user acceptance tests. Attended daily SCRUM, backlog refinement, sprint review, and sprint planning meetings and removed/escalated roadblocks and risks as required.· Pre-Production Supply Chain Management: Manage the Production Part Approval Process (PPAP) for newly designed components from inception to quality validation and implementation. Maintained 100% on-time, first-pass for 500 parts across 70 suppliers with an average 50-day lead time. Acted as liaison across multiple divisions and departments, as well as external stakeholders including suppliers and tooling manufacturers.

· Engineering Change Notice Management: Develop and monitor supply chain strategy using SAP for new and obsoleting components in preparation for 130 new product launches, maintaining 99% material availability.

·Supply Chain Management: Develop and monitor supply chain strategy using SAP for 9,000 components across 90 vendors during peak product lifecycle. Review, adjust, and negotiate inventory plan to maintain material availability of 98.65%.

As ETL-GE, I was responsible for the service culture in our store. I scheduled the cashiers, guest service desk, and Target Cafe. I monitored our guest service metrics to assess the service level in our store and followed up with any issues that arose. Furthermore, I worked to develop my leadership team and ran floor operations 2-3 times per week.

Interact with guests, vendors, and team to ensure a Target brand experience for all stakeholders. Motivate team during store hours to drive profitable sales and guest satisfaction. Partner with Apparel and Accessories team to uphold in-stocks standards.

Partnering with the Executive Team Leaders to learn more about Target and develop the leadership skills necessary to successfully obtain a full time position post-graduation.