Tom Kelly Email & Phone Number

Castlebar, County Mayo, Ireland

Galway, Ireland

BMR was a privately owned Irish company with over fifty years experience in the research,design, manufacture and marketing of medical grade, electrical muscle stimulation (EMS)products. The company went into liquidation in June 2022.Effectively managed the supply of product to meet customer demand, supporting customerservice goals, at optimum cost. Managed supply base and product realisation to regulatorystandards. Provided support to ensure on time, to scope and cost delivery of materials fornew product introduction. Led team of seven, reporting to Supply Chain and CustomerFulfilment Director.- Managed the company S&OP process from demand management through to inventory replenishment to agreed working capital levels.- Managed planning and outsourced manufacturing of products in Asia.- Managed suppliers, products, and process compliance to ISO standards.- Responsible for finished goods COGS.- Sourced and phased in materials for R&D as alternates and as part of NPI process.- Negotiated supplier contracts and supplier quality agreements.- Developed and executed supply risk management strategies.- Managed finished goods and materials life cycles, minimising E&O.- Reduced COGS labour costs through lean manufacturing techniques.- Empowered team to make own decisions and problem solve in their own areas.

Shannon And Oranmore

Zimmer Biomet is a world leader in in musculoskeletal healthcare, with over 30 manufacturing sites globally, including Shannon and Oranmore. Annual turnover in the region of $8b at that time.Managed Supply Chain in Shannon, and start-up in Oranmore, supplying primarily knee implants. Led team of twenty people.Was responsible for - successful development and execution of site strategies with fellow senior leadership team members - effective development and reorganisation of Supply Chain team, reflecting expanding demands - maintaining inventory levels at International Distribution Centre (DC) to meet customer service targets - immediate back order elimination and DC inventory build following product transfers - ongoing development and consistent execution of sales and operating planning (S&OP) processes - continuous improvement and cost reduction

Sligo, Ireland

Abbott Diagnostics, a division of Abbott Laboratories, is a global leader in in-vitro diagnostics, with over 10,000 employees, 8 manufacturing sites, and 2016 sales of $4.8B.Category Manager with primary responsibility for Chemicals suppliers. Chemicals are a key ingredient in the formulation of diagnostic assay solutions.Key achievements included - consistently meeting and exceeding annual targets for purchase price variance (PPV) and inventory. - key player in introduction of global and local S&OP / integrated business planning (IBP) process - proactively introducing and managing supplier service level agreements (SLAs) - setting comprehensive annual budgeting for chemicals materials - collaboratively working with Technical and Supplier Quality to introduce new suppliers - effective, ongoing management of complex supply continuity issues

Athlone, Ireland

Alkermes, formerly Elan Drug Technology, employed 450 people in pharma R&D and manufacturing at Athlone at this time.Employed as Procurement Manager for indirect purchases, reporting to Supply Chain Director. Led a team of Purchasing Specialists. - proactively changed the Purchasing Department focus from transactional to value-add. - introduced KPIs to measure and improve purchasing activity - saved 12% in 2009 on non-inventory spend of $20m - introduced Vendor Managed Inventory (VMI) for Lab consumables, generating savings of $200k p.a.

Galway, Ireland

Abbott Vascular is a global leader in cardiac and vascular care, with global sales of $5.2B in 2016.Managed endovascular customer service, inventory purchasing and management, planning, and scheduling. Reported to Supply Chain Manager, and led a team of Buyer Planners, Demand Planner, and Master Scheduler. - developed and implemented comprehensive planning and control policies, procedures, and routines as part of a successful Class A Planning & Control implementation. - effectively managed inventory spend in excess of €2.5 million p.a., from 65 suppliers. - significantly reduced inventory by negotiating and introducing supplier agreements, driving down obsolete material, increasing control of shop floor work in progress, and focusing on supplier KPIs. - KPIs included Inventory DOH, Vendor Delivery Performance, Customer Service, Production Plan Performance, and Manufacturing Schedule Performance.

Westport, Ireland

Production Manager at Multi Packaing Solutions, formerly Field Boxmore, Wesport site, supplying printed material to the pharmaceutical and medical device industry, employing approx 160 people. - Led a team of four Production Supervisors and Maintenance staff, with responsibility for all facets of supply, from generation of artwork through to production of finished labels, leaflets and booklets. - KPIs included on time delivery, cost of quality, labour flexibility and cost, output rates / process improvement, quality and EHS KPIs.

Galway, Ireland

Manufacturing Supervisor (Contract) in the coronary stent manufacturing area at the Galway site. - Successfully led 40 direct reports, on 2 production lines, on permanent nights 24x6 shift pattern. - KPIs were output per line, yield, efficiency, absenteeism and operator versatility.

Sydney, Australia

Manufacturing and Supply Chain Manager at Australian snack food manufacturer, supplying the Australian, Asian, European, African and north American markets. Workforce between 70 and 100. • Effectively led Operations team to meet production goals.• Led Supply Chain team to sustainably improve customer delivery performance by over 20%.• Reduced raw material inventories by 15% through just in time (JIT) and consignment inventory.

Sydney, Australia

Kirby Refrigeration, part of the Heatcraft Group, was Australia’s largest manufacturer of fin and tube heat transfer products, employing approx 400 people in manufacturing.Held a number of roles of increasing responsibility, including - Manufacturing Project Manager, Lennox Australia 1999 - 2001 - Manufacturing Manager 1995 - 1999 - Industrial Engineering Supervisor 1993 - 1995 - Industrial Engineer 1993

Dublin, Ireland

Technodisc was a third party replicator and assembler for the software industry. Project Manager Supervisor 1991 - 1992Project Manager 1991

Sydney, Australia

AWA Electronics Manufacturing Unit produced surface mount printed circuit boards. Production Engineering Supervisor 1988 - 1990Production Engineer 1987 - 1988

Longford, Ireland

Burlington was a US textile multinational, supplying woven denim to the apparel industry.Production Supervisor 1986 - 1987Engineering Standards Manager 1985 - 1986Industrial Engineer 1984 - 1985

Master'S Degree, Operations And Logistics Management

Diploma, Management

Certificate, Production And Inventory Management (Cpim)

Bachelor'S Degree, Manufacturing Technology