Career Mentoring

• Demand & Supply Planning: Developed statistical baseline forecasts using the Holt-Winters method and led forecast alignment with the commercial team by incorporating uplift factors• Inventory Management: Established/Monitored depletion plans for excessive and short-dated stock to maintain a lean inventory level, and optimized stock reallocation among distribution centers to maximize sales opportunities• Exports/Imports Management: Oversaw exports and imports between Korea and the US, resolving FDA and US FWS (Fish & Wildlife Service) issues through close communication with a customs broker to ensure OTIF (On-Time & In-Full)• Warehouse Management: Led the implementation of a Korea 3PL project for global B2C shipping, transitioning fulfilment from the US 3PL to a new Korea 3PL; conducted cost efficiency analysis, finalized the 3PL candidate, drafted and signed the 3PL contract, led system integration with the 3PL, and finalized initial assortment lists for global B2C shipping

• S&OP (Sales & Operations Planning): Led S&OP process for a consensus demand plan and Y/E stock projection, identified R&O (Risks & Opportunities) and aligned planning parameters with HQ such as safety stock coverage and lead time• Inventory Management: Set up/Monitored consumption plan for excessive stock to maintain a target inventory level, and leveraged stock reallocation among channels to maximize sales opportunities• Planning Accuracy KPIs: Redefined planning accuracy KPIs – Sales Capability Index, Sales Forecast Accuracy (for demand planning) and Order Fill Rate, Transit Performance, OTIF (for supply planning)• Store Supply: Drove a new store supply model with auto replenishment by applying ABC analysis and each store’s sales actual to balance store inventory level (avoiding OOS (Out-Of-Stock) and excessive stock)• Warehouse Management: Monitored warehouse operations and KPIs by regular meetings with a 3PL provider and led 3PL bidding process to select an optimized provider for efficient warehouse operations and desired service level

• S&OP: Led S&OP process for Health Functional Food & OTC drug to reach consensus with internal stakeholders (Sales, Trade Marketing, Brand Marketing, Finance) on a single plan and identified risks of supply and stock shortage situation• Inventory Management: Maintained optimal stock level with safety stock, identified risks of excess stock/slow moving stock to make action plans, and managed inventory projection to achieve Y/E inventory target• Downstream KPIs: monitored downstream KPIs such as MAPE to enhance forecast accuracy and to contribute to healthy inventory level

• Demand & Supply Planning: Created 18-month aligned demand plan by cross-functional meetings with sales, marketing, finance and communicated with HQ Supply Planning to secure timely stock availability; provided guidance and monitoring for stakeholders to ensure correct Product Life Cycle (phase-in/out) information in the demand plan• S&OP: Led S&OP meeting by escalating critical issues for decision-making by top management covering sales outlook, OOS, stock aging, KPIs (Demand Plan Accuracy, Stock Cover) and followed up action items• Enhancement of Planning Templates: Improved Pre-S&OP/S&OP templates by providing baseline forecast from demand planning perspective and by adopting impacting factors, R&O and strategic buffer not to lose sales opportunity for key items

• Strategic Business Planning (SBP): Led annual SBP meeting to set company’s long range plan with sales, marketing and finance by discussing business projection assumptions and risks & opportunities• Integrated Business Planning (IBP): Generated 2-year aligned demand plan by leading cross-functional meetings with sales, marketing and finance; DPR (Demand Plan Reliability) enhanced by high single digit % in Fall/Winter 2018 YOY• Operational Demand Planning: Chaired demand consensus meeting to align seasonal buying forecast for 1,000+ SKUs with sales and merchandising, and led collaboration with SCM on resolution of supply chain issues and on root cause analysis and performance improvement; BVA (Buying Volume Accuracy) improved by mid-single digit % in Spring/Summer 2018 YOY• Inventory Management: Led monthly inventory projection (P.S.I) by reviewing inbound (purchase) and outbound (sales) cost, and established a clear out plan for old stocks by actively leveraging clearance channels in wholesale and retail; monitored stock turn on monthly basis to achieve year-end inventory target

• Strategic Business Planning (SBP)• Integrated Business Planning (IBP)• Demand Planning Dashboard: Developed Demand Planning Dashboard with IT team to provide executive summary for tactical and operational demand plans from fiscal year & seasonal perspectives

• Strategic Business Planning (SBP)• Integrated Business Planning (IBP)• Business Reporting: Developed Demand Volatility report to monitor tactical and operational demand plans from fiscal year & seasonal perspectives; monitored IBP progress, BVA and the alignment of tactical and operational demand plans

• Global Supply Planning: Established supply allocation plan as per consideration principle with specific weight (business plan, profitability, sales forecast accuracy, shipping fulfillment), and communicated supply plan with internal key stakeholders• Supply Chain KPIs: Improved operational efficiency by redefining five Supply Chain KPIs, developed calculating formula, and reviewed past KPIs performance, which enhanced sales forecast accuracy by high single digit % in 2012 YOY

• Global Demand Planning: Validated 18-month rolling forecast with sales and marketing and communicated supply allocation plan in cross-functional forums such as Pre-S&OP and S&OP meetings• Inventory Management: Redesigned optimal level of company inventory and set up a clear out plan for stocks; company inventory reduced by high single digit % in 2012 YOY• Order Fulfillment Monitoring: Communicated with logistics team for vessel schedule (ETA/ETD) at port of loading to make sure the fulfillment of planned shipment to achieve MTD/YTD revenue target• Supply Chain KPIs

(Including 1 year of internship)• Revenue Projection: Created monthly revenue projection based on consolidated global sales forecast, analyzed profitability by regions, and reported to C-level• Inventory Control: Managed inventory level and monitored inventory surplus or deficit to support decision-making between inventory capacity increase and stock replenishment• Export Operations: Supervised order placements to factory, shipping arrangements, quality assessment coordination, demurrage settlement and negotiation (late loading/discharge penalty), and payment process; the team ranked No.1 in 2008 customer satisfaction survey• Ship Vetting: Established pre-acceptance criteria (ship vetting system) for chemical tankers with chartering team and IT operating team such as admissible maximum age and hull types