Swire Shipping (formerly The China Navigation Company) is the wholly owned, deep-sea shipowning and operating arm of the Swire Group, a Hong Kong- and London-based diversified conglomerate. The company operates a global network of liners, bulk and logistics services through its three business divisions: Swire Shipping, Swire Bulk and Swire Bulk Logistics.My responsibilities include setting up spend analytics and KPI reporting for the Global Procurement function, driving improvements in Procurement processes, policies and procedures, managing procurement systems and tools. I am also the Procurement Subject-Matter-Expert in Digital Transformation.

Secondee on behalf of John Swire & Sons, working on implementation of Marine Book & Claim system and various decarbonization projects

The Kraft Heinz Company is an American food company formed by the merger of Kraft Foods and Heinz. Kraft Heinz is the third-largest food and beverage company in North America and the fifth-largest in the world with $26.2 billion in annual sales as of 2017. It is responsible for over 25 brands including Kraft, Heinz, Planters, Grey Poupon, Oscar Mayer and more.I was the APAC Performance Leader responsible for end-to-end process of Management-by-Objective (MBO), including annual goal setting exercise, KPI data management, MBO updates and quarterly appraisals. I managed ~150 KPIs for over 1,000 white collar employees including mid and senior leaders. My team includes 1 direct report and 7 indirect reports in businesses across APAC.

Orica is the largest provider of commercial explosives and blasting systems to the mining and infrastructure markets, the global leader in the provision of ground support in mining and tunnelling, and the leading supplier of sodium cyanide for gold extraction. In internal consultant-type role, I set up the analytics team in Supply Chain Excellence and drove continuous improvement initiatives within global supply chain. I was responsible for formulating, reporting and tracking key KPIs for global supply organization, including OTIF and forecast accuracy. I was the work stream leads in various supply chain improvement projects working with external consulting firms. Also, I was the Supply Chain Subject-Matter-Expert for SAP Hana roll-out.

I was the Global Packaging Lead for Packaging, accountable for global spend of AU$40M for strategic Packaging items and responsible for end-to-end sourcing, negotiation, contracting and supplier management.

Commercial Performance Improvement (CPI) is an internal management consultancy function in BP which focuses on helping the portfolio of businesses drive performance improvement across all aspects of financial, commercial and operational performance.The CPI team works with portfolio businesses, their leadership teams and external consultancy houses (KPMG, Deloitte) to conduct high impact engagements by applying six-sigma methodologies and a private equity approach (i.e. rapid speed analytics, financial analysis, baseline modelling, priority based budgeting, and market & comparator insights) to identify performance improvement. Improvement opportunities include top-line growth, cost efficiency, operating effectiveness and working capital improvements. The CPI team has delivered in excess of $3B in value with an ROI of over 20x for BP.I delivered financial baselines and other analytics to support identifying opportunity areas and benefits of US$6m - US$12m.

Formerly known as Philips Semiconductors, NXP Semiconductors is a global semiconductor manufacturer which creates solutions for the Connected Car, Cyber Security, Portable & Wearable and the Internet of Thing to a wide variety of industries.Within the Global Procurement function, Operational Excellence team drives continuous improvement across all locations by managing procurement systems, processes and other critical change initiatives.I was lead to scope and implement Corporate Social Responsibility (CSR) requirements in the supply base from ground zero to ~80% compliance.

Internal consultant role to the Procurement organization, I formulated and reported Monthly KPIs on Balanced Scorecard, performed various business analytics and implemented procurement systems and processes across multi-countries.As an added responsibility, I managed indirect procurement suppliers for NXP Singapore (~S$10M annual spend).