Kam Chun Email and Phone Number

Manage the maintenance, improvements, and modernization of Matson’s entire State of Hawaii’s facilities. Additionally, facilitate the development of a premier long-term strategic modernization and maintenance plan for Matson statewide projected at 25 years and beyond. Acquire executive approval for capital expenditure requests to facilitate terminal enhancements and execute projects accordingly with minimal impact to customer service and operations while in alignment with the corporate budget, schedule, and safety consideration parameters. Provide engineering solutions to projects and facilities through feasibility and comparison analyses and develop recommendations to maximize corporate return on investment.Institute the implementation of energy savings project alternatives to achieve tax rebates and credits in support of GAP savings initiatives and assist with the provision of research to pursue viable energy resources for specified aspects of terminal operations.Evaluated statistical case analyses and data studies for vessel and container yard operations to accommodate the deployment of simultaneous Roro/Lolo operations concentrated at Piers 51C, 52, and 53 to confirm the viability to maximize productivity and efficiency while minimizing vessel berth time at port and ensuring customer service standards. Similarly, perform assessment and evaluation of Pier 51 A/B commercial harbor parcel (37 acres) acquisition for future expansion of Matson Terminals operations in 2023/2024 and develop strategic conceptual plan of maximizing vessel/yard operational productivity and efficiency while maintaining customer service level and gate turn-time standards.

Manage and maintain operational efficiencies and effectiveness to ensure that safety, productivity, quality & environmental compliance and customer service standards are maintained for all aspects of the Honolulu Hub operations. Administrator/manager of the management staff and bargaining unit faction personnel within the container yard, container freight station, automobile operations of the terminal in addition to the system support teams of Data Integrity/CMC, the Production Logistics Process Teams, and the Vessel/Barge/Yard planning teams in Salt Lake City, Utah. In addition to the above...assumed interim F&M Manager capacity responsibilities (in excess of $30M budget) from April 2017 to December, 2017.

-Managed all aspects of Terminal operations for the Kahului, Maui and Nawiliwili, Kauai ports including but not limited to CVS/CY/CFS/Autos and systems related aspects of operations. Worked collectively with the District Sales Managers accordingly to ensure that customer service levels were optimized to exceed customer expectations. Maintained labor relations with dual island factions to insure that operations were executed according to contract and in compliance with the agreements (both written and unwritten). Coordinated terminal facility operations and harbor usage protocols with the DOT Harbor’s Division Harbormaster and the USCG to ensure that harbor traffic, safety/security measures, and emergency response protocols were maintained at all times.-Implemented innovative transformations to the management systems to improve productivity and efficiency levels by steadily improving the productivity, on average, by 1 net mph/port, reducing loss time accidents, and minimizing damage claim exceptions for autos to below 1% for both ports. Enhanced labor relationships with the ILWU to improve morale thereby reducing grievances to 0. Fostered a stronger relationship with the District Sales Managers and the DOT Harbormasters which ultimately resulted in improved serviceability and efficiency levels.

-Managed all aspects of the industrial engineering projects for the Pacific Division’s headquarters including but not limited to productivity analysis, container yard capacity control, trucker gate turn-time efficiencies, statistical analysis of yard equipment availability/utilization relative to manning requirements for CVS/CY operations, container yard analysis involving equipment utilization versus capacity, manning analyses due to ECA schedule impacts, ACEP (A Continuous Equipment Program for Equipment Repair) for empty returning equipment types,CVS Weekly productivity reports, various Capital Expenditure Request projects (including the acquisition of the Guam based Horizon Lines Assets), and HHUGS (Honolulu Harbors Users Groups) secretarial responsibilities.

-Maintained administrative support to MTI’s Executive Management/P&EC Department through the generation of operational processes and equipment forecast analyses. Coordinated with CVS/CY stevedoring operations to optimize crane/manning/CHE requirement utilization for crane productivity and efficiency maximization enhancement. Developed “A Preview to CVS Training” document to assist with the orientation of incoming CVS Superintendents.-Orchestrated administrative support to MNC’s Salt Lake City Planning Department via the development and implementation of the “SLC Planner’s Training Manual” to assist planners and trainees with a standardized planning protocol to maximize planning efficiency and minimize variance within departmental operations. Achieved a full vessel and yard control planning status disposition to remotely service MTI’s operation from Draper, Utah.-Provided executive support in all aspects of MTI’s Team 2000 $32 million Honolulu SI Terminal capital expenditure improvement project to ensure the return on asset/investment and provided expertise involving but not limited to conceptual engineering redesign, statistical capacity analyses, production studies and simulation models, civil/electrical/mechanical/industrial engineering and construction, financial accounting, budget monitoring, implementation of new technology systems/upgraded planning software programs, processing of MOU litigation issues, maintaining liaison support w/labor negotiations and other regulatory agencies. Developed presentations for agencies and assisted meetings with minutes support accordingly.-Revolutionized a new strategic "makeover" program within the CFS/VPC Auto Ops to achieve timely processing and serviceability of customers. Achieved the Matson 2009 & 2010 Presidential Awards for CFS/VPC leadership endeavors while most notably the department was recognized by American Auto Logistics with the Platinum Award for 3 consecutive years.

Responsiblity descriptive included in HD&CC description below....

Responsibility descriptive included in HD&CC description below....

-Provided project management, supervision, and engineering on over 60 heavy construction capital expenditure improvement projects in excess of $65 million in corporate revenue. Scopes of projects consisted of the construction of roads, tennis courts, parking lots, clubhouses, comfort stations, a beach activity center, bridges,watertank reservoirs, hotel / commercial sitework infrastructure, concrete culverts, trapezoidal drainage channels, aircraft hardstands, airport infrastructure, airport taxiway resurfacing, airport runway safety areas, parks, golf course irrigation systems, pumping wells, sewer by-pass installations, grubbing, grading, and tunneling spanningthe nation from the East Coast (Maryland, Virginia, Washington D.C.) to Colorado and the Hawaiian Islands.-Contractor’s liaison with owners, developers, architects, engineers, unions, and regulatory agencies. Managed manpower / equipment / subcontractors to execute projects as per plans and specs on schedule within the budgets and the OSHA regulations. Processed project feasibility analyses, estimates, bids, change orders, correspondence, financials (budget vs. actual), accounting, and procurement of long-lead materials. Maintained strong labor relations for all trades.