최재혁 Email & Phone Number

대한민국

 Inventory management- Monthly E&O stock report- Shortage report maintenance Daily PP(Production plan) review and export shortage report To prevent Over stocks as blocking SA in ERP system and adjusting CP(coverage profile) Raw material procurement from overseas and local suppliers To manage 3PL vendors Control stock in/out with a consideration of warehouse space EI & KWE ocean & air cost monthly review KPI review- OTIF (on time in full) and OTD( on time delivery)- CoPQ(cost of poor quality) – complaint process to supplier or customer side- PF (Premium Freight) management- To reduce logistics costs (Ocean & Air cost, clearance fee and trucking fee)

대한민국 서울 강남구

 ERP system change from E-Count to Happy mall- API integration between DHL & FEDEX & Web site and Happy mall- Raw data back up and uploading from old ERP system to Happy Mall Warehouse Optimization- To divide work roles in detail to picking, packing and good receipt- Training warehouse team members to obtain effective and productive performance Monthly S&OP meeting with sales, marketing and CS team- Sharing issues, such as demand change, promotion & NPI plans, and etc. Inventory management & adjustment according to classification from A to E- Inventory optimization through classifying stocks- P.O. management according to safety stocks and MOQ Leading OEM project- Numbing cream and Gel OEM project with MFG company- To maintain waterfall chart to manage several OEM project on the daily basis

서울

 Weekly S&OP meeting with sales, marketing and production team- Creation production request under demand forecast- Sharing issues, such as demand change, promotions, NPI plans, production schedule and etc. Inventory management & PO submission to suppliers- Daily stock in & out monitoring and upload to the-Zone system- PO creation and submission to local/overseas suppliers to prevent avoid shortage issue of raw & sub -materials Titanium rod to Carpenter in US, Instrument Retractors to DE, US, Stainless rods, peeks, packing materials and others to local companies Transportation lead time maintenance- With a consideration of lead time for each supplier from ordering to shipping date, maintaining PO sheet separately within an Excel file to tracking cargo locations and to foresee arrival date.- Periodic communication with suppliers to improve shipping schedules and to discuss prices discount rate Monitoring customs clearance accuracy- Receiving monthly report to review CoO and duty rate- Have shared products list with a customs broker to check HS code accuracy of Implant and Instrument- Imported sub-material’s CoO review- Sharing foreseeable duty & VAT with finance team to secure capital in advance  Export shipping scheduling- Regarding production lead time, to close back ordered products, setting up export shipping schedules to customs a weekly basis

 Report to Director of International Trade in China(Canadian) Co-work with GTM (Global Trade Management solution) development in Brazil- Published Im/Export module integrated with ERP, including PO/invoice creation, material/vendor master, inventory control, customs declaration, FTA and financial functionality.- Analyzed GTM solution's logics and workflows, and reported translation & system errors. Research local customs regulations and understand market condition Consolidate local requirements of special schemes, such as ‘duty drawback and bonded warehouse’. Visiting to customer site to introduce GTM solution and collect specific needs or difficulties against overseas expansion.- Communication with Samsung SDS to conclude MOU with their logistics IT solution ‘CELLO’- Survey Mexico’s special scheme ‘IMMEX’&‘PROSEC’ to support KIA suppliers.  Support and train sales team to understand GTM’s value proposition & roadmap Analyzing current competitors leading the KR trade market-SI companies Translate GTM brochures and prepare materials for SCM Seminar or SAP forum

 PO(Purchasing Order) monitoring and following in system- Review SAP PO conditions with shipping documents before ASN(Advanced Shipping Notification) creation including material/vendor codes , QTY, UoM, and TP(Transfer Price).- Chasing non-POs to avoid GR(goods receipt) with RPT(Regional Planning Team) →to improve and imprint RPT’s poor services, have collected and consolidated their non-PO cases and reported statistical data to regional managers directly since I joined JNJ at 2012. Hereby non-PO rate has been reduced from 65% in 2012 to 0% in 2013 and also warehouse team came to proceed with GR on time without delays. Import team management - Set up import team members KPI- Monthly report review with team members→ maintain lead time of customs clearance strictly (within 8 WH after cargo arrival)→ create and maintain product master data for NPD and existing products according to import license Int. transportation performance analysis- Execute monitoring cargo damages occurred by logistics companies and ensure a progress against action plans to develop cargo safety in transit. →with monthly analysis report, damaged cargo rate of 5 major logistics companies have been reduced from 9.3% to 5.6% → extremely reduced DHL's cargo damage rate from 25% (per a month from Sep. 2013) to 5.4%(per a month in mid of 2014) as strongly compel them to change main cargo airline - Escalate complaints directly to suppliers against over/short-shipped products, picking misses or wrong prices Credit & Debit claim for financial discrepancy - reconcile- To clear balances between GR(Goods Receipt) & IR(Invoice Receipt) in system which have been caused by over/short-shipped products, or wrong prices (Procedure for work instructions should meet SOP conditions).  KPI and cost analysis of 3PL(Schenker) and service providers- Monitoring lead time of cargo transportation and customs clearance- Monthly cost closing with 3PL and global forwarders under fixed rate

익산/서울

 Established T&T(Cargo Track & Trace) project with the Singapore SAP BP(Business partner) team- Joined the national Logistics conference held at Singapore in Mar. 2010&2011- From May.2010, cargo shipping schedule could be shared with inter-company customers through T&T portal site connected by SAP Delivery Notes (once shipping schedule has been input in Delivery note, customers can check the schedule on the portal site without logging on SAP) Demand planning and procurement of packing materials- Regarding stock levels in warehouse and production plan fixed by SOP meeting, have ordered packing materials to 30 local venders and 3 inter-companies- Proceed with GR(goods receipt) & goods transfer to production team in system after cargo visual inspection Blind stock counting - Have done 'blind counting' of warehouse stocks for an financial audit once a year (2009~2011) performed by KR & SG finance team  Import (Total volume : 6,000~8,000 tons & 1,000TEU / year)- Receipt shipping documents and commercial invoice and inform customs broker of correct HSK code & duty rate(in case of new materials, broker's dogmatic decision on duty rate or HSK code is not allowed, all information should be shared by Syngenta Trade officer) Export (Total volume : 4,000~5,000 tons & 1,100TEU / year)- Self customs clearance by using EDI system without customs broker service- Scheduling shipping schedule with forwarder and informing ETA of customers- Created CoO (Country of Origin) certificate at KR chamber of commerce for EU, Swiss, SG- Understand trade agreement between KR and exporting countries, receipt and issuing CoO in advance for duty reduction Month closing and report- Monthly, report a result of OTIF, Duty, Non-duty(Primary distribution costs) and other costs- Reconcile between GR(goods receipt) and IR(invoice receipt) with finance team- Manage Bonded factory stocks and report to Ik-San customs on a quarterly basis