Meet Kelly Marchese
Principal, Deloitte Consulting LLP
Kelly is a principal with Deloitte Consulting LLP and leads the Supply Chain Strategy practice. She has over 20 years of experience leading projects in complex manufacturing industry sectors. Kelly leads the Global Supply Chain Risk service offering, a Master Black Belt in Lean/Six Sigma and is a thought leader in engineering effectiveness through manufacturing operations excellence. Kelly prides herself on her ability to help clients navigate through complex transformations. A few noteworthy examples include helping federal agency develop a multi-billion dollar global business case to streamline their aviation supply and maintenance processes, advising a life sciences company through a full lifecycle of divestiture, acquisitions and IPO and helping the executive team of largest privately held company develop one of the most ambitious business transformations in their industry.
Kelly is also a leader in recruiting for the consulting practice and has developed many innovative programs to attract top talent. She is a member of the Fuqua Alumni Council and the Howard University Supply Chain Board.
Kelly has an Industrial and Systems Engineering degree from Virginia Tech and an MBA from Duke University. She is a certified Master Black Belt in Lean/Six Sigma and is actively involved in the recruitment and advancement of woman in supply chain.
My areas of specialization
- Global Supply Chain Risk
- Lean Operations
- Supply Chain Transformation
Latest media hits
How to build an anticipatory supply chain
IndustryWeek | June 13, 2014
Kelly and Bill Lam discuss the increasing need for supply chains to be designed and built to anticipate disruptions and reconfigure themselves appropriately to mitigate their impacts.
Supply chain threats increasing but risk management is not
Supply Management | February 13, 2013
The article mentions the recent Deloitte Consulting LLP report, The Ripple Effect, and quotes Kelly on the risks faced by companies in the increasingly complex global supply chain system.
Deloitte survey: Executives face growing threats to their supply chains
Supply Chain Management Review | February 11, 2013
The article mentions the latest Deloitte Consulting LLP report, The Ripple Effect, and quotes Kelly Marchese, principal, Deloitte Consulting LLP, on the risks faced by companies in the increasingly complex global supply chain system.
Is your risk management program itself a source of risk?
Industry Week | February 7, 2013
The article mentions a recent Deloitte Consulting LLP's report titled, The Ripple Effect, and quotes Kelly on the risks companies face in the current global and increasingly complex supply chain system.
Command and control: Managing supply chain risk
CIO Journal | November 1, 2012
Kelly discusses four technologies that are helping global companies create stronger, more resilient supply chains.
Bouncing back: Supply chain risk management lessons from post-tsunami Japan
Industry Week | March 9, 2012
Kelly Marchese, principal, Siva Paramasivam, senior manager and Michael Held, specialist leader discuss how a well-built and robust supply chain may help companies in speedy recovery from any potential future disruption(s).
Supply Chain Risk: After the aftershocks
Manufacturing Executive | February 28, 2012
Kelly shares her insights on mitigating risks and managing supply chain operations in the event of natural disasters.
The ripple effect
The report takes a look at the numerous and evolving problems associated with supply chain risk, identifies those risks with the greatest impact, and proposes key attributes critical to achieving supply chain resilience.
Supply chain resilience
Supply chain resilience provides a framework for identifying and analyzing all forms of supply chain risk.
Which way to grow: Horizontally or vertically?
Throughout the downturn, you’ve made adjustments and hopefully have a store of cash and liquid assets. Now, it’s time to invest. Do you expand your vertical strength? Or broaden your business with horizontal expansion?
Be relentless about what matters most to people and flexible around everything else. What matters most (both internally and with our clients) is how people are treated and therefore respond to change. When we get that right, selflessly, is when execution exceeds our wildest imagination.