Responsibilities• Work with 4 global commodity managers and 4 supply chain managers as part of Clients Peripherals Team in a global matrix procurement set up comprising around 500 procurement professionals, and report to a Procurement Director (line manager).• Manage bundled and stand-alone client peripherals products with annual spending of around USD 35M across different categories such as Dell-branded docking stations, cables & adapters, security products as well as 3rd party-branded client peripherals. • Develop innovative and creative output based on interpretation and analysis that improve business performance and contribute to corporate goals and strategic intent.• Drive the analysis & negotiation of product cost and contracts and negotiate product cost & contracts as appropriate.• Drive alignment between Supplier roadmap & Dell LOB roadmaps. Identify cost targets for relevant roadmap products.• Perform and communicates supply chain cost forecasting within the commodity as required to support the business.• Cultivate, develop and manage strong & lasting supplier relationships at senior management level.• Identify opportunities and make recommendations for supply chain optimization, and implement as appropriate.• Conduct Continuity of Supply Risk Analysis and recommends mitigation strategies.• Track and monitor new technology development and support supplier integration with Dell strategy.• Participate in cross-functional commodity team and drive commodity metrics, strategies and objectives.Achievements• Delivered USD 2.0M (2%) of annualized cost savings in FY15.• Developed a 3rd party playbook including spend landscape, demand pipeline, fulfillment model, and pricing models.• Successfully introduced new 3rd party products of 3D mouse and Wi-Fi router delivering high margin to Dell. • Recognized as a SME (subject matter expert) on 3rd party products.

Provide a wide range of consultation on outsourcing contracts with 3rd party providers such as meal service and facility management in light of government regulation and budget management

Reported to a regional directorSupervised the purchasing organization merger with Wyeth Korea: established purchasing rules and integrated five decentralized purchasing procedures into one; reduced the Wyeth purchasing organization staff by 3 workers (100%).Headed the Continuous Improvement Project for the PO (Purchase Order) process: streamlined business process procedures by centralizing the duplicate business procedures at the purchasing team; shortened the PO processing time by 70%, accelerated the in-house customer inquiry response time by 60%, and decreased in-house customer complaint by 100%.Identified procurement cost reduction opportunities, and proposed competitive bidding, strategic negotiation, and the Preferred Vendor Program; reduced cost by USD 1.6 million (13%) in 2010 and USD 2 million (9.5%) in 2011.Organized a working group at Purta, a forum of multi-national pharmaceutical companies, with top 5 pharmaceutical companies and discussed vendor management: promoted joint purchase in non-competitive areas and shared best practices on cost reduction; contributed to the cost reduction of USD 2 million by Purtra member companies.

Reported to APAC regional managerLed the 3-month project to establish Event Marketing strategy for the APAC region with teammates from China, Japan, Australia, and Singapore; integrated different Event Category strategies of the five countries into one. Participated in the “Spot Buy” project, a Global Business Process Outsourcing project, for 3 months as the Korean representative: handled communication with the HO/APAC team, the Country Leadership Team, and the Accenture team. Established the Category Vendor Evaluation Process that defined evaluation targets, methods, timing, and procedures; evaluated 10 vendors in 2007, 20 in 2008, and 30 in 2009, covering 80% of the total purchase amount.

Reported to team leader and CFOExecuted the Development Council Project of 8 engineers and 3 IBM BCS consultants; achieved 30% standardization and 20% part number reduction in the electronic part (RLC) area with the cost saving effect of USD 3 million.Co-headed the Purchasing Organization Innovation Project as the sub-leader for 4 months; structured innovation roadmap for companywide purchasing organization, roles, compensation, HR, and training.Led the Commodity Council project in conjunction with IBM BCS for 6 months; reduced companywide cost by USD 4.5 million in the electronic part (RLC) area. All the project members received a prize after final report in 2004.

Participated in the 4-months Doosan Infracore Purchasing Cost Reduction Project as a team member; reduced costs by USD 470,000 through supplier network integration, competitive bidding, and design improvement activities.Engaged in the 12-months Doosan Heavy Industries & Construction Change Management Project team of 17: identified a total of 130+ ideas, 30 of which implemented with Quick Win; reduced operation costs by USD 1 million.

Participated in the Asia Sourcing project team with Category Sourcing Leaders from Korea, Japan, China, India, and the US; adopted eAuction, reverse bidding, and low-cost country sourcing, and reduced costs by USD 8 million

Spearheaded activities to reduce purchasing costs of electronic parts used for home appliance products; localized 20 parts, sourced 30 parts from China, and implemented new technologies; reduced costs by USD 10 million (8%) over 2 year span.