Didi D. Email & Phone Number

Shanghai, China

• Plan and execute financial, operational, compliance, system, and management audits in Greater China.• Discuss findings with line management; align and follow up improvement measures.• Proactively support deficiency analysis and risk management• Contribute to the continuous improvement and the Internal Audit Process• Ensure established SOPs are followed. Overall follow-up on all Business Process related topics within the Greater China areaKey Achievements:- Vendor Management Process Implement- Credit control setup- Monthly PRODUCTIVITY methodology establishes- As-is process mapping for the operation team with pain points to senior management- Sustainability – PAPERLESS Project Leading/Driving- Master Data Management setup- Cross-Trade business guidance establish

上海

• Pipeline set up for Central + North AIR team;• Onboard package/buddy plan set up;• Process Optimization;• Take the lead the project regarding Restructure the C&N China: top-down migration;• Operation Matrix ( KPI ) improvements;• Take responsibility for the business development with Commercial Team;• Joint development of new business landing/farming together with Key Account team;Key Achievements:- The Whole North Asia Complaint handling Tool/Customer Survey system establish;- Productivity Improvement: 40%+ productivity improve 2021 vs. 2020;- Implement the Inditex project including team set up;- Talent pool/internal promotion channel implement;

• Internal Operation Process / back-up system set up• Talent pool with internal promotion system set up• Scorecard system establish• Cross function collaboration, commercial review, customer hunting ongoing• Process optimize by Root Cause Problem Solving mindset implement• Being the sponsor of Key Account Customer and responsible for performance as well as new business implementation; Key Achievements:- Reduce 2 headcounts to 0.2 headcounts for ONE position by establishing a new process with tool implement- Service failure regarding rate validation reduce to 0 from 2% on a monthly basis- Take lead of the implementation for TOP 1 customer, which is to clean up invoice backlog from +120 days to 0 by the total amount over 20 Million;

Shanghai City, China

• Leading the team to be an enabler engine for the organization to continuously• Optimize the DAMCO business system for the benefit of our customers, shareholders, and employees.• Enable the team to be very hands-on and improve processes by leading the process analysis projects and• change the management efforts• Coach, support, and monitor leaders to establish a Lean & 6Sigma management system from 5 areas:• Voice of Customer; Performance management; Process efficiency; Organization and skills; Mindset.• Operation process efficiency excellent project Benefits :• Cascading KPI setup from department - team - individual• All staffs skill matrix work out and PDP plan designed• Lean management system setup Key Achievements:- Increase productivity by 115 % to last year; 106% compare with budget- Decrease the 3rd party outstanding 30+ from 65% to 25%.- Decrease the turnover from 45 % to 0 % in the first year- Gross margin increased by 25% in the year-end Finance book

Shanghai

• Restructure Ocean Import Team and streamline the operations by function• Implemented the standard operation procedure and set up ISO import workflow• Customer hunting together with the commercial team which is involving not only pricing but also the door to door service Key Achievements:- Shorten the DSO from 180 to 75; Extend the DPO from 12 to 45.- Minimize miss/late pre-alert from 5% to 0.1%.- Decrease the monthly netting invoice failure from 25% to less than 1%.- Successfully secure the Jack Wolfskin business with Geodis Wilson by KPI improvement- Successfully implement VOLVO business by process innovation – improve the OTP by 40% compared with general process OCEAN

Shanghai

Freight Forwarding Management:• Formulation of long term & short term strategic procurement planning cost control;• makeup budget and be responsible for cost control;• Manage all central China sea freight export operations for America and other routes• Initialized and fully built-up import department for Center and North China, supporting to set up Shanghai, Ningbo, Suzhou, Wuxi office The team’s local profit rate always comes up to No. 1, twice as much as any other department. The productivity was almost 3 times more than average within the company. Provided reliable service to achieve rapid growth of 30% a year on average. Logistic company:• Overall in charge of the logistic project for the whole of China. Set up the logistic team in Beijing and Tianjin.• Implemented the SOP for logistic CN, including but not limited to customs clearance, warehouse, labeling, sorting and door to door delivery, etc• Plan, set up, and manage the implementation of an efficient and economical supply chain system. Ensure that the company displays the most significant effectiveness. Continuously enhances the staff's work achievements and working ability. The logistic company grew from 15 staff to around 100 staff while the import team was zero to 50 staff. As part of its long-term business strategy, the team successfully executed multi-million dollar projects for JCB, ZARA, HUGO BOSS, etc. It turned a five-year loss company into profit five months by controlling the cost and providing value-added service.