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Corporate Operations for Raytheon Company at Waltham. Operations Talent Development Program at Raytheon IDS. Trevor Schwartz's Education: Massachusetts Institute of Technology - Sloan School of Management Cornell.
Operations Talent Development Program. Operations Talent Development Program at Raytheon. Currently employed for Raytheon Company as an Operations Engineer II in the.
Take the first step today by joining our talent community. About Us; Sign In; Leadership Programs. Combining this experience with the program’s leadership development training ensures graduates will be great. Welcome to Raytheon's online newsroom where you'll find the. Search Program Manager jobs with company reviews & ratings. Talent Development Program. Welcome to Raytheon's online newsroom where you'll find the. The Biometrics Operations and. Operations Talent Development Program (OTDP). Raytheon's Operations Talent Development Program (OTDP) is designed to attract, develop and retain high potential, early career
Supply Chain Transformation in the Manufacturing Sector: Raytheon Company. Complex products, vast supply networks and strict regulatory compliance have been barriers to supply chain leadership for many companies in aerospace and defense (A& D). Raytheon is breaking out of this traditional program- driven, program- centric paradigm on its journey to becoming demand- driven. Raytheon is working toward leadership in these areas, with an end- to- end focus on people, processes and metrics aimed at customer satisfaction and integrated product development. Lift existing talent to perform to higher expectations. For key commodities, enhance supplier assessment, visibility and collaboration systems that support end- to- end supply chain integration.
Raytheon's DOMino contract is a single-award IDIQ.
For more information, see the. It starts with its supply chain leadership, both at the corporate level and in its businesses, working collaboratively on enabling the company's key strategies. Like its peers, Raytheon is engineering- and program- driven, bound by stringent regulatory compliance and has a massive supply base and demanding customers that continuously respond to both feedback from end users and to government customer developments. At any one time Raytheon may have 8,0. So how does such an organization transform into one that balances the efficiency of enterprise centralization with agility, while gaining the buy- in of engineers that are striving to innovate and comply with Department of Defense (Do. D) requirements? Raytheon's supply chain leadership team has identified six synchronized initiatives from which other discrete manufacturers can learn.
Supply chain span of control. In addition, functions with responsibility for forecasting, performance management and early supply chain involvement in program pursuit have put the company on the path to becoming demand- driven. Raytheon also invests in enabling roles within its supply chain function, including performance analytics, change management and enabling tools and technology. For example, it has a process to align engineering and supplier technology road maps, teams focused on reducing product and service complexity, and council- driven collaboration that aligns learning, technology, compliance and import/export requirements. A strong governance process, with steering committees, helps ensure this cross- functional alignment. Again, there are the traditional measures, such as supplier performance, supply base management, material sales to annual operating plan (AOP) and cost. Not so common in an A& D scorecard are material sales to forecast and on- time delivery to contract date.
These metrics look both at performance on the supply side, as well as how supply chain strategy creates value in the eyes of the customer. Using a custom- built tool to automate the dashboard, this end- to- end set of metrics encourages the right balance in behavior and decision making. This reaps benefits in optimizing the supply base, standardized processes for supplier selection and performance management and, ultimately, cost reduction.
Raytheon has embedded members of its supply chain team at the earliest stages of the bidding process to ensure synchronization between what is promised and the capability to deliver it. Its integrated product development process has multiple gates commonly found across manufacturing.
However, Raytheon has achieved a level of supply chain involvement that expands beyond mere participation to influencing designs that shape demand and mitigate risk. Key to gaining this involvement was analysis by a team, championed by the CEO, that identified early supply chain involvement that could reduce program risk at later stages.
From the supply chain leadership perspective, Raytheon looks for contemporary talent and seeks to hire from AMR Supply Chain Top 2. To retain top talent, Raytheon recognizes and has heavily invested in competency and career development programs, focusing on both specialist and generalist roles.
The organization developed a robust talent management tool used to identify skill sets and capabilities. Supply chain learning and talent development functions have also committed significant time and resources to providing industry certifications that will keep the education of Raytheon's workforce current with leading- edge practices. According to Raytheon Chairman and CEO William H. It is an integral part of our focus on delivering strong operating performance for our shareholders and the best value for our customers. Initiatives such as our center- led and cross- functional approach to supplier selection and centralized procurement enable Raytheon to maximize supplier- partner relationships while minimizing variation and risk in our supply base.
In addition, an enterprise services approach harnesses the collective strength of Raytheon efficiently while at the same time moving us forward with speed and agility.?