Tammy Callahan Email and Phone Number

Led a team that maintained, managed and supported systems, primarily SiteTracker (Salesforce App Cloud) and tools for the Operations team, provided data analytics including company-wide and executive level reporting and dashboards, and provided training and process development. New team formed in 2015.Led the launch of two new SAAS applications to provide company-wide project management. Previously, no consistent process or centralized tool was used to track customer projects. Teams utilized varying processes and tools such as Excel, SharePoint and Microsoft Project to track customer projects, which prevented standards and company level reporting and analytics.Identified a SAAS application that not only better satisfied needs than the existing, but also at a lower cost. New application was implemented in record time (6 weeks) in order to complete transition without requiring additional cost of a contract extension.Developed Executive level and operational level reporting on topics such as cycle time analysis, throughput, and financial reporting and dashboards utilizing Microsoft BI tools (Power Pivot, Power Query, Power BI) and SiteTracker (Salesforce) Reporting and Dashboards. Prior to this, very limited company or regional level reporting was available at SAC.Provided training and guidance for teams on new tools and reporting.

Led a team of six that managed the new product introduction of devices (including handsets, modems, tablets, hotspots and other wireless services and hardware) and pre-loaded applications through commercialization and in-life management coordinating with teams including vendors, engineering, communications, marketing and supply chain.Initiated development of a new device quality management system that will develop key metrics, monitor and support device quality.Implemented new processes that have improved communication, data availability and coordination throughout commercialization process.Led a major quality customer-impacting program which included managing and developing the campaign, coordinating multiple departments including Customer Service, Supply Chain, Engineering and Suppliers, and providing reporting to the executive level including CEO.

Established new team of 5 to lead and support the Planning and Logistics teams in financial and data analysis, report development, process improvement and development, and project management.Hired and developed roles on team consisting of managers, analyst, reporting analyst and financial analyst.Team Accomplishments included a new budget process which increased budget accuracy and communication, improved efficiency in report generation and data analysis, led a project implementing additional SAP modules, acted as the logistics subject matter expert on an enterprise project that launched a new sales channel in WalMart, trained Device Supply Chain in Microsoft Access and SCOR, and improved dashboards and metrics.

Led 3 Business Analysts (direct reports) in Process Analysis for a major enterprise supply chain program transitioning a third party logistics provider to a new provider and updating processes where possible. Developed guidelines and templates for process documentation in coordination with other process analysis teams. Trained and consulted with other teams on process analysis.

Led 12 direct reports (7 associates and 5 contractors) responsible for the administration of cell site, retail and office leases and processing cell site co-location applications from initial review through lease execution.Increased co-location revenue while ensuring the current and future viability of the network.Exceeded revenue goal for 2008 by $6M (29%).Developed and implemented processes and procedures to increase work flow efficiencies within the team. Led team to remediate a Sarbanes-Oxley significant deficiency by developing and implementing new procedures including creating an Access database to monitor and analyze data quality reviews to increase confidence in financial data. Successfully resolved in November 2008.Created an Access database to track and monitor progress on co-location applications. Supervised the creation, location and maintenance of database records in Accruent Real Estate Management system and files.Supervised and responded to issues and questions from landlords and tenants. Provided progress, status and summary information on cell site activities and real estate holdings.

Led the Process Improvement efforts in Billing Control Services (BCS), which consists of Revenue Assurance and Payment Control. Provided input and leadership on design of Business Support Services Six Sigma program.Conducted training in the Six Sigma Methodology to Green Belt Candidates and entire Business Support Services department.Mentored 22 Green Belts on their Six Sigma projects.Designed and developed an Access database for tracking of Six Sigma projects including scorecard and reports.Led BCS process mapping and documentation effort for the 69 identified processes in the organization.

New team focused on process and tool improvement within the Supplier Management Group. Developed an Access database to track and monitor process improvement ideas and projects. Facilitated a workshop to improve the contracting process.

Sourced, negotiated and managed contracts and supplier relationships for telecommunications services for Lucent internal use: long distance circuits, SONET rings, audio and video conferencing. Suppliers were also top customers to Lucent. Collaborated with internal business partner, Information Technology, to develop sourcing strategy, requirements, supplier selection and provisioning of services. Created Access database to track RFx’s, quote responses and implementation tracking.

Led the continuous improvement of sourcing processes to transition Supply Chain’s operation to world-class standards.Led current state assessment of direct materials and outsourcing purchasing processes in five plants including process mapping each plant’s process and understanding system interfaces. Developed Access database to track purchase orders for plants without existing systems.Created and implemented standard requisition to replace multiple processes and forms and enable centralization for all plants.Led Supply Chain Re-engineering project in four locations including gap analysis and implementation.

Managed operational issues at 10 plants with MRO storerooms operated by an integrated supplier. Included resolving relationship & operational issues and implementing new programs such as standard operating procedure processes and reporting.Led cross-functional team in developing Standard Operating Procedure processes to be used at all 33 plants with In-Plant Stores.Acted as liaison between Procurement & the Information Systems team in the following:- Led team to gather & supply needed material data for inventory management & MRO purchasing in SAP for the 33 plants (Transition complete 10/4). Created Access database to track and enter information for 4000 new suppliers to system.- Revised Procurement Standard Operating Procedures with SAP processes.- Developed and led training with team on new processes including SAP instruction.

Sourced $80M annually of wiring harnesses, lighting and turn signal switches. In 3/00, transitioned to instrument panels, instrumentation and gauges, which was an increase to $120M annually. Suppliers from US, Canada, Mexico and Taiwan.

- Utilized Six Sigma methodologies to resolve issues and provide solutions.- Created an Access database as a solution for rejected invoices to one of our customers due to incorrect customer part #’s which were 17% of our past due invoices to this customer. Database was also used to monitor process.- Led the team which included sourcing, suppliers, information technology, warehouse and material planners that implemented a new Pull (“just-in-time”) System in the service parts warehouse to reduce inventory and increase customer service level.- Created training manual and trained suppliers and employees on the implementation of Pull system.- Coordinated transition of the old Pull System to Oracle with the Oracle team.- Mentored Customer Service, Field Service and Product Planning Green Belt teams working on 6 Sigma projects.

- Negotiated price, quality and delivery of commodities (insulation, Copper, wire, hardware) with annual volume of about $40MM. Suppliers from US, Canada & Europe. Commodity leader of Insulation Commodity Team

Corporate Training Program for engineers involving extensive training and four assignments in various functions.Material Control Specialist, GE Appliances, Louisville, KY- Ordered and expedited 25% of material in building including steel, wire, plastics and corrugated products. Maintained inventory and quality levels according to production and engineering requirements. Advanced Quality Engineer, GE Appliances, Louisville, KY- Sourced and directed electrical contractor for the assembly of a Compressor Functional Tester.Project Manager, GE Industrial & Power Systems Service Center, Menasha, WI- Led all aspects of a $586k service center modernization project including all purchases. Planned and laid-out service center so as to position equipment efficiently, improve shop productivity and maximize space.Maintenance Team Leader, GE Industrial & Power Systems Service Center, Chicago, IL- Provided work direction and leadership for the maintenance team. Designed and installed a user-friendly program in Microsoft Access for the Maintenance Request System.