Project 1 | Global food & beverage corporation | Managing team of 12 consultants to implement and roll out SAP S/4HANA for selected entities in Singapore & Malaysia. Cross-functional stakeholder management in high-tempo environment.

Business development initiatives – supported deal closure of ~US$2.6 million and other RFPs in pipeline, represented IBM at external events (Asian Supply Chain Forum 2022, Procurement Leaders APAC Congress 2022, IBM THINK 2023)Project 1 | Global lubricant company | Functional Lead | Drove alignment on client’s S&OP priorities and developed business case and implementation roadmap for to-be supply chain planning solution in APAC – Functional Lead responsible for managing 2 consultants, client’s key point of contact for project delivery, conducted discovery workshops, developed detailed process mapping of client’s supply chain planning workflow, translated business requirements into techno-functional specifications, liaised with potential solution vendors to conduct demos, facilitated solution selection, identified and prioritized key solution capabilities for ~2% revenue lift and ~10% operational cash flow improvementProject 2 | Singapore-based healthcare group | Training Manager & Advisory Consultant | Supporting SAP Ariba eProcurement implementation across ~28 client entities – performed project management and advisory consulting roles for data migration, client training and KPI measurement workstreams, collaborating across multiple client stakeholders to define optimal approaches and translate complex business requirements into specifications for IBM functional teams

Contributed to business development and service offering development in IBP/S&OP and inventory optimizationProject 1 | Improved client’s APAC-wide IT (WMS/TMS) sales strategy by harmonizing priorities across client’s business development, solution design, and IT teams – developed customer segmentation, constructed customer personas and user journeys, created playbooks and consolidated marketing collaterals for more streamlined go-to-market strategy Project 2 | Put together blockchain strategy for client – provided PMO support, analyzed client’s portfolio of blockchain activities, identified strategic areas and made recommendations on target operating model, worked with Legal, Blockchain leadership and Corporate IT to develop phased execution approach

Directly responsible for demand and supply planning (i.e. statistical demand forecasting, master production scheduling, inventory management) across ~100 SKUs, 5 new product launches and 2 OEM cutoversKey driver in resolution of operational challenges (i.e. production constraints, transportation issues, compliance issues or rework/RTV, market regulatory changes, COO change management, or unexpected demand swings)

Developed cross-functional process to harmonize demand and supply forecasts for 5-year integrated business planLed supply chain mapping exercise of major downstream players (based on publicly available data) for should-cost analysis and pricing corridorsWorked with business functions to create a single streamlined dashboard from multiple external sourcesIntroduced a new metric to measure and compare performance of ~600 retail sites, engaging Sales, Marketing, and Business Support to identify a ~US$4 million/year margin improvement opportunity

Led Management of Change (MOC) to automate and migrate pricing operations from Pacific Islands to Singapore officeConceptualized new management reporting framework and led a team of interns to develop a new dashboard on Tableau, giving management increased visibility of performance while replacing ~12 hours/week of manual spreadsheet processes