• Analyze business performance related to sales pricing, logistics costs and market dynamics. • Drive strategic initiatives in collaboration with business and logistics divisions to enhance netback achievement.• Present a summary of in-depth scenario analysis and identify optimal business strategies for management’s decision making. • Lead and coordinate with various business support units and suppliers to launch and implement new business. • Furnish long term strategic plans and market insights for the monomer products. • Develop and manage sales budget, forecast revenues and establish pricing strategies.

• Lead contract negotiation with the storage tank terminal and relevant service providers. • Conduct short term and long term analyses of storage tank requirements and explore tank arrangement options in response to potential changes in business strategy. • Evaluate the cost-to-serve for each storage tank and develop strategic storage tank plan.• Optimize operational workflow as needed to enhance efficiency. Ensure seamless operations at the tank terminal and assist in resolving any complication that arises. • Review and enhance the terminal HSE audit checklist to ensure safety measures for vessel discharge/loading, daily operation and truck loading are effectively implemented at storage tank terminal.• Perform monthly cost analysis of vessels, comparing spot and dedicated vessel arrangement.

• Responsible for strategic material planning to maximize netback and meet demand forecast.• Execute business unit strategy plan by ensuring material delivery in alignment with planned requirement. • Lead supplier negotiations with a deep understanding of plant status to secure optimal delivery.• Respond to unplan shutdowns by developing and implementing revise plans in collaboration with internal stake holders within tight time frames. • Ensure moth end inventory target achieve.

• Team leader of 3 in managing 30 new products across 4 Wafer FAB, and 9 suppliers.• Derived monthly/quarterly capacity plan, to secure the allocation and delivery commit and achieved 15% above target plan for consecutive 2 quarters revenue records• Collaborated with suppliers to achieved operational excellence and designed Planning Framework to reduce NVA (Non-Value-Added) activities• Leaded and coordinated RMA rework of 300Mil units to fulfil demand index

• In-charged of STM internal reporting system improvement across 13 suppliers in various processes and successfully improved STM Loyang warehouse inventory turn-around time by 5%• Improved 10 suppliers’ SPE rating (Accuracy KPI) from 60% to 90% within a year• Designed semi-automated tracking system for supplier to self-manage the delivery index• Lead suppliers in daily operation, i.e. shipment requirement, data integrity & business flow• Cooperated between division functional teams to achieve quality services to stakeholders