Shuang Huang Email and Phone Number

Award additional scope to manage forging category after SLB & Cameron Merge. Cameron business model is product selling and high spend are mainly in forging and casting categories. Total forging category is around $350M/year in 2016 and 23% in Asia. The company objective is to find the best country to source and thus reduce the cost and outperform our competitors. I lead a team of 4 people and conduct 15+ critical sourcing projects in 2017 for both raw material and forging. Though metal prices increased in 2017, my team manage to save $2.4M for forging category and $0.9 for raw material through moving products from Western suppliers to Asian suppliers, negotiation with Asian suppliers to maintain prices, and develop new capable supplier. And the effort and achievement are recognized by senior management. Quick adaptability to Cameron business model, understand the core needs and look for synergies from supplier portfolio and product development. Visit key Cameron plants to gain internal customer trust and convince them to buy from Asia, win first trial order from Cameron France plant (2017 Jul) and Italy (2017 Nov) after long-time effort.Develop strong coaching and communication skills because I need to manage Cameron team who has different mindset and way of doing things. I pass SLB vision to Cameron team, and use Gallup Engage to Excel tool to improve the way of managing the team. Attend Gallup StrengthFinder Workshop in 2017 Jun to better understand individual’s strength and apply team coaching to evoke their biggest potential.

Explore and develop Asian suppliers in China, India, Korea, Malaysia, Japan and Vietnam for SLB raw material category, mainly steel, tungsten carbide products, diamond cutter, forging products and casting parts.Developed 10+ suppliers over the years. And add around $20M/year to Asia suppliers such as non-magnetic steel bars, 9Cr housing, various tungsten carbide powders and parts, drilling bit leg forging and diamond cutter.Add supplier management duty since 2015 Jan to have strong leverage with suppliers as Souring and Supplier Management strategies can be better aligned and executed. Lead team of 5, including 1 Indian team member.Attend 2-week strategic workshop to propose Future Roadmap for SLB Manufacturing Supply Chain Organization. Total 5 participant, and final proposal reviewed by both SLB Shared Service VP and Manufacturing VP. Rolled-up by other teams in 2016 onwards.

Doing perforation product planning and supply for North America Land locations. Being a strategic member in selling new products to US Land locations, convince them for better product, lower price and quick delivery (<7 day lead time). Build up consignment to support the strategy. Yearly revenue increases by $2M.Lead Regional Distribution Center for perforating parts, around 100+ high runner parts. Use forecast data together with stocking model to determine inventory level and maintain high customer service level. Visited 3 major locations from time to time to have direct customer feedback and work on improvement actions.Also initiated field good transfer between different locations to reduce low-moving parts for one location while benefit others. This helps reduce total SLB field dead stock and increase liquidity.The competition in the US Land perforation market is fierce so the delivery time and quality are the keys. It’s quite interesting and challenging to deal with different people with various needs. And I feel proud for the team when we make so many “Mission Impossible” possible!

Exceed customer expectations by providing high-quality products, fast delivery, prompt and professional service and some support and initiatives to solve their problems and make both lives easier.We produce high value/mid volume/low variety assets of Drilling Bits and mid value/high volume/high variety spear products to perforate oil reservoirs.The ways to manage demanding customers of various products are quite different and requires communication techniques at most time. Dealing with customers and making them happy even when you can't 100% satisfy them is quite challenging. And it makes us proud when our hard work is appreciated by customers recognitions and praises.CPIM (Certified in Production and Inventory Management) in 2011 Dec.

It's part of my Tech & Field program in SLB, to start working as a Wireline Field Engineer first and then go back to Product Center.Wireline FE mainly log the well with high-tech tools, and provide data to the client (Oil companies) to define the reservior.It's a important job and challenge job for young people, requiring strong ability to work under pressure, master different high-tech tools, provide accurate data, lead your team, deal with much-experienced client, and win the trust from them.

Assisted in providing Company IT Service Consulting for Shanghai Mobile, Yutong Vehicle, Pudong Development Bank.Certified for ITIL (Information Technology Infrastructure Library).Assisted in ITIL Version 3 Launch.Recruiting summer intern.