Tammy Callahan Mba, Cpim, Pmp Email and Phone Number

Responsible for translating the client's business requirements into high value services solutions by applying practice offerings knowledge and architectural expertise. Designs and formulates the client services solutions using the existing portfolio of Practice offerings, developing new solution sets and/or integrating third party products and offerings• Scoped, managed and implemented MS Dynamics to support a scalable solution of a $1B business including Business Developments, Solutions and Operations.• Consults with clients to assess current problem states, define desired future states, define solution architecture and make solutions recommendations.• Evaluates client business, process, systems and technology requirements during the pre-sales phases, and advises clients on best practices to help guide and solidify proposed designs.• Creates physical and logical architecture solution roadmaps for linking services solutions with client business processes and technologies.• Develops new solution sets if not available in current practice offerings.• Delivers a high value services solution to the client on time, within budget, and meeting all quality and technical specifications.• May be involved in the implementation and delivery of services solutions to the client.

Responsible for setting the supply chain solution execution strategy for Trax’ largest customer. Provided oversight & direction for developing strategic plans and deployment of new capabilities between the global logistics data refinery and Hewlett-Packard. • Actively provided leadership to accounts to eliminate escalations to Trax senior management within 3 months of start date• Responsible for scoping, quoting and negotiating final project agreements with customer• Continuously partnered with 8 project managers at HP in parallel to manage new initiatives and value added activities (project length 12-18 months)• Led, faciliated and deployed a successful, on-time separation of HP into 2 legal entities with current & new capabilities – the largest project implementation in the history of Trax• Managed global virtual teams across multiple conflicting project timelines• Actively engaged with Trax senior management to ensure goals, risks, and resources were aligned for successful capability deployment

Responsible for managing business strategy, operations, and channel management including distribution programs, inventory management and pricing approvals. Focused on developing an intimate understanding of market pricing, building value-added relationships with target distributors, and working with a global team of sales professionals and regional marketing to expand business on base products while maintaining target P&L goals.• Develop and lead the execution of Distribution business plans in target regions to achieve profit and revenue goals• Partner with strategic and regional marketing teams to achieve market penetration P&L goals• Develop RFQ pricing strategies & negotiations to achieve customer penetration• Support demand forecasting and inventory planning based on analysis & inputs from Sales• Business Operations: Data collection and analysis, business reporting, business forecast

Responsible for the design and development of supply planning & forecasting methodologies throughout the entire global supply chain to maximize margins and revenues, and streamline processes while optimizing the internal and external customer experience.• Implemented a comprehensive, company-wide supply chain forecasting system and process which improved planning, procurement and execution by maximizing visibility to worldwide build plans, mitigating demand errors and reducing inventory build (Regional Oracle ASCP & Collaborative Planning)• Reorganized and managed a 25 person Global Planning group to create synergies by function and improve efficiencies within the team - allowing resources to be reallocated to new critical positions (Demand, Supply, Order Management, Spare Parts Procurement and Product Lifecycle Management). • Created and published new weekly metrics to senior management highlighting progress to revenue plan, production output and potential risks with mitigation plans to achieve quarterly objectives• Successfully led team to support a 28% growth in revenue and improved customer satisfaction while maintaining headcount but decreasing hours worked due to improved processes, tools and teamwork• Documented and clarified roles & responsibilities and major processes to ensure standarization and clear hand-off between functions

Developed and led the Program Management Office within the Global Supply Chain creating project standards, phase-gate methodologies and implementing supply chain strategies and capabilities consistent with business objectives.• Effectively established the first Supply Chain Program Management Office (PMO) and facilitated regular discussions with Supply Chain senior staff to ensure all PMO activities were tied and tracked to the annual Operating Plan and objectives• Created, introduced and rigorously maintained project standards through the use of checkpoints, templates and common processes• Salvaged a damaged, critical customer relationship by successfully planning, managing & launching a new customer specific international factory while meeting both customer and Hypercom expedited business objectives (7 weeks)• Managed and facilitated design sessions for the integration of a $250M business acquisition; implemented Oracle global ASCP, completed process mapping, and provided report specification guidelines while being sensitive to legacy systems and processes• Led highly critical and new Joint Development Model program by facilitating the Steering Committee, collecting, organizing and tracking requirements across functions, and ensuring key milestones were met.• Transferred production facilities of the highly complex Hypercom Network products from the United States to Hong Kong within a 6 month period without any disruption to customer service• Reinvented the Spare Parts management process which resulted in 50% improved book-to-ship time for spare part orders by implementing weekly metrics, developing part lifecycle management tools, and managing a myriad of other process improvements.

Designed and led evolutions of the Notebook Supply Chain through initiatives to maximize revenue and streamline processes while optimizing the customer experience.• Created, developed and implemented a comprehensive forecasting system to enable planning, procurement and execution between the HP/Compaq supply chain team within 6 months of the merger, with additional capabilities added over the next 18 months• Selected as core team member to design a new Hyperion Business Intelligence environment which enabled systematic reporting and performance metrics for the first time since the HP/Compaq merger• Chartered and managed a program governance structure to align and design Notebook requirements throughout the Personal Systems Group, Regional Business Units, and within the Supply Chain itself to ensure a successful SAP APO implementation as well as maximize first release capabilities• Led a team that designed, developed and launched a strategic long term planning environment (S&OP), which encompassed the entire Notebook organization from product design to execution. The implementation of this strategy improved profitability by $10M annually due to increased sales, improved performance, and minimized excess inventory