SCM organization transformed to Global Supply Chain Organization (GSCO)with effect from 25th March 2023. Role change to lead global category domain for Mechanical Fabricated Components ( Machining, Frame & Sheet Metal, Stamping, Casting, Forging, Plastic Fabrications , PFA tube assemblies, Injection Molding & Secondary Processes, etc.) & Metal - Plastics Raw Materials• Orchestrating category strategies, robust business cases, and annual productivity leaps.• Driving supplier optimization, championing supply chain resilience through strategic de-risking amidst US-China geopolitical dynamics.• Leading initiatives in supplier development, conduct quarterly business reviews and expertly navigate supply line escalations.• Championing localization sourcing, ensuring agility, and masterful supplier capacity planning, propelling the organization to unprecedented heights of strategic prowess and operational excellence.• Signification Leadership Impacts Team lead: Staff on Team: 15 │ $350m in global category/fabricated mechanical component spend │ $7m -$8m cost savings despite challenges in high inventory issues

The company's line is a leading developer and provider of critical subsystems, components or parts, and ultra-high purity cleaning and analytical services, primarily for the semiconductor industry. • Led Asia Strategic Supply Chain team managing $1B to spend, overseeing 3 sub-functions: Component Engineering, Supply Chain Programme Management, and Category management, and transforming the team to a more strategic one with 20 new hires located in various sites in Asia.• Established CE team for alternate technical sourcing, reduced supply chain issues and increased revenue by 2X through vertical integration of Fluid Control components.• Achieved 50-60% implementation hit rate on dual sourcing and BCP, 80-90% on localized supply chain, and 15-20% reduction in BOM cost for various products/tools through Supply Chain Programme Management.• Developed a 3-year Category strategy and plans to 2025, reassessed supplier technology gaps, and onboarded 6-7 new suppliers in 2023 for QMS qualification in preparation for growing business.• Attained $17.6M and $10.8M cost savings in FY21 and FY22, respectively, despite Covid and severe supply chain shortages.

Website: www.tothems.comPPE Solutions providerWe offer high quality reusable, washable, biodegradable medical polymer grade mask which far better than a surgical mask, KN95 or 3M1806, Nitrile gloves (OTG & Production buy from SEA), see photos and specifications below link. Interested genuine buyers, please feel free to contact me directly.Also have high-quality sanitization equipment, chemical solutions- nanocomposite disinfectant for commercial buildings, hospitals, clinics, offices, entertainment centres, etc., removing COVID. - Products ordered are guaranteed according to specifications and certifications providedSleek looking Digital infrared thermometer - OEM with low MOQ volume, the solution below $10Low-cost medical face shield OTG manufactured in US > $2Nitrile gloves from SEA - M'sia, Thai & Viet

ResMed Inc., a US public listed company , corporate based in San Diego with approximately US$2.4 Billion annual sales revenue focus on respiratory medical devices, market leader in CPAPs and respiratory mask products, Portable Oxygen Concentrator and life support ventilator. 80% of products manufactured in Singapore and 20% in Sydney, Australia.👍 FY18 Key Milestones Achievements :☑ Re-structured & built inventory category procurement organization, transformed operating model to focus upstream achieving > $100M cost avoidance & savings for new CPAP project.☑ Introduced Upstream project sourcing management collaboration process (i.e. Advanced Procurement) with NPI & Product Development to ensure effective engagement in appropriate supplier selection, risk management & cost avoidance.☑ Established procurement engineering resources within Inventory Category organization to deliver >$3M VAVE cost savings for FY19

A $1.7Billion Back end semiconductor package solutions provider. Was hired to transform the procurement & supply chain organization. Managed spend of $700M, both direct and indirect categories. Direct technical categories includes substrate, EMC, Underfill, gold, copper, etc. & Indirect was focus on CAPEX in assembly-test equipments, new manufacturing facility project management in Korea, facility-renovation-maintenance, insurance, travel, IT, logistical cost, etc. Transformed entire supply chain management organization to address key challenges in COST (TCO concept utilizing TQRDCEB approach).👍 Key Achievements & Contributions :☑ Transformed strategic corporate procurement organization to focus upstream working withfunctional stakeholders (R&D & NPI teams) to deliver effective cost reductions plans.☑ Restructured corporate and site’s procurement procedures to control supplier rationalization.☑ Achieved 30% total cost reduction through localization of the company’s supply base for specific manufacturing sites.☑ Optimize inventory mgmt. of direct materials at the various sites (i.e. Korea, Malaysia,Taiwan,China, Thailand and Singapore) thru establishing VMI programs and regular weekly review of high S$ value customized material inventories.☑ Revamped internal cross-functional qualification processes/procedures to accelerate materialcost reduction breakthrough levels upstream through establishing executive steering committee.☑ Initiated and built a brand-new technical or advanced project sourcing management team towork upstream with R&D to develop a low-cost substrate solution MIS technology that reduced substrate cost by 15% and die cost by 30-35%.☑ Drove new device costs down 15-20% by integrating advanced sourcing and qualificationprocesses with R&D and sites’ NPI, enabling competitive dual sourcing or best value BOM upfront.☑ Achieved 3% cost savings by introducing Annual Volume Incentive Rebate programs forsubstrate vendors.

A EE Market Schneider Group Corporate Category Purchasing Executive that led & managed over 3 Billion Euro P&L encompassing Electronic/ Electro-mechanical & Electrical components (170 Technologies), 60 EMS partners worldwide and EE market procurement teams in the different entities of Schneider ( approximately 200 entities). Responsible for conceptualizing and implementing global corporate initiatives for the CPO to streamline procurement & outsourcing strategy towards achieving lean manufacturing, increasing corporate leverage through rationalization & supply base reduction, organization transformation achieving optimal quality cost, & On-Time-Delivery objectives. 👍 Key Achievements & Contributions ☑ Reduced operational costs, increased OTD to 97%, and ensured quality standard of 1KPPMfrom ODM-EMS partners by designing and implementing EMS controls and performancemonitoring metrics☑ Successfully drove approx. two-thirds of $3 billion electronics & electrical components spendto emerging countries☑ Produced estimate $50MM savings within a year by launching the Group Purchasing Synergy project to drive supplier rationalization, pricing, spend consolidation and implementation of cost models for electronics & electro-mechanical commodities☑ Achieved 30% increase in supplier concentration, maximized continuity and quality, and attained high rates of internal partner and customer satisfaction through the implementation of Total Quality Management system☑ Captured a 10% increase in pre-production productivity by working with the design team toreduce BOM cost thru the integration of sourcing process into the product creation process☑ Secured 20-30% in cost avoidance by providing cost and supply chain flexibility throughupstream design supply chain risk management control processes

Hired as Sr Director, Global Sourcing to manage JDM to ODM projects in the upstream phase. Promoted to VP in recognition of outstanding performance in implementing innovative strategies providing $4M bottom line profitability in FY '05 within 6 months.Built and developed at global sourcing organization of 70 from stretch within 3-4 mths. Devise and drove to completion a plan to increase Mobile products group from $4-10B in 3 yrs. The company became established as a Top WW cell phone mfg. Developed and implemented a plan to centralize and streamline component engineering, reduce redundancy, and enhancing leverage buying power. 👍 Key Achievements & Contributions☑ Managed ODM projects revenue worth US$1.2B for 5 business units namely Mobile, Computing,Automobile & Power Management within 4 months.☑ Cut redundancies and enhanced buying power by driving aggressive implementation plan that centralized sourcing process and streamlined component engineering function.☑ Established key supplier technology partnership & cost road-maps through early engagement with customer’s ODM product road-maps☑ Increased ODM project business wins by 22% thru cost effective technology solutions☑ Increased internal & external customer satisfaction by cultivating suppliers that consistentlymet cost, quality and delivery requirements.☑ Established design win rebate incentive with key strategic suppliers which gives Flexadditional cost savings when we win the ODM projects.

Hired as Procurement Manager and promoted to BU Procurement Director in one and half years in recognition of a significant productivity achievements and assigned to Corporate as Technology Sourcing Director. Developed a sound risk management process for technical solutions and components thereby increasing on time delivery 32%.Co-driven with CPO new company wide initiatives to restructure and create procedures to rectify redundancies and facilitate growth from $10B-15B. Established over 120 new supplier partnerships for over $250M components and resulting in $11.6M bottom line profitability 👍 Key Achievements & Contributions☑ Increased OTD 32% by initiating sound risk management processes for technical solutionsand components strategies that were pivotal in attaining time, budget, and quality goals☑ Achieved $11.6MM increase to bottom line by establishing 120+ new direct supplierpartnerships for $250+MM components

Global leader for semiconductor commodity management, drove all Domestic, Strategic Silicon Alliances and WW Semiconductor Supplier partnership initiatives to achieve supply and quarterly cost reduction. 👍 Key achievement and cost reductions:☑ Met corporate and customer's cost down objectives every year of 6-8%. ☑ Lead Procurement interface representative managing programs with Apple, IBM & Compaq for for new project BOM costing, supply escalation and supplier pricing issues. ☑ Resolve C&K switch supply issues within a week which met Apple's quarterly revenue targets.