Max Wu MCIPS

Category manage 47% of total direct procurement spend and supported 30-50% sales increase of strategic SKUs through securing competitive supply in 2017. Manage and develop supplier base to secure competitive price and drive category growth and profitability. Lead supplier negotiation to maximise profits and ensure stock availability and service level. Work cross-functionally to identify sourcing needs, ensure product quality and drive collaborative planning, forecasting and replenishment. Develop market intelligence for spend categories to identify opportunity and/or recognise risk and apply mitigation strategy across the category portfolio. Lead continuous improvement projects including S&OP, inventory management and process improvement, work with various departments to assure the successful implementation.

Reviewed existing business processes and performance measures, provided commentary on their relevance and effectiveness and identified the issues that disrupt the supply chain. Worked with functional heads to design a suite of aligned KPIs that promote end-to-end supply chain development, improve working capital and drive behavioural development across the business. Recommended areas of change and improvement methods to facilitate the implementation of aligned supply chain KPIs. Designed a methodology to tie in KPIs to performance management and incentivisation systems.

Successfully delivered more than 20 consulting projects with a total value of approximately £2.2m as key project team member; responsibilities comprised project planning, primary and secondary research, information and data analysis, report writing and presentation preparation and client facing activities. Formulated a group sourcing strategy and successfully decreased a leading South African apparel retailer’s China sourcing cost by £60m (15%) per year as a result of the strategy implementation. Lowered project costs of an Australian mining company’s £65bn copper-gold assets in Papua New Guinea by 20% through evaluating the feasibility of China sourcing and identifying appropriate equipment suppliers and services providers. Developed a growth strategy which focuses on China outbound investment in oil & gas and mining sectors for a £4bn UK-based global engineering company; analysed opportunities regarding region and service, evaluated competitive landscape and identified target customer groups. Formulated an Asia market entry strategy for a £1.4bn multi-national logistics company's German and South African operations with a focus on the pharmaceutical, automotive and online retailing industries. Framed a transformation strategy for a Chinese oil & gas equipment manufacturer in terms of business scope and organisational structure and recommended detailed ‘quick-win’ action plan to enable it to compete in the global market as an EPC contractor. Supported BD activities and developed proposals, successfully obtained new projects from existing clients. Effectively led client interaction (respond to customer needs, discuss issues and key findings, manage client expectation), ensured effectual relationship and continuous customer satisfaction. Ranked in the top 10% in the annual performance appraisals 4 years in a row. Coached junior staff and interns’ progression to independent analysts.