Giang V.

Lead ChampionX Supply Chain Digital Transformation in close collaboration with business, finance, and sales teams in a highly matrixed organization. Development and integration of new technology allowing visibility, automation, and managing by exception * Developed a consolidated Global Supply Chain digital roadmap in close collaboration with marketing, finance, sales, IT, and corporate digital teams. Multi-year Global Digital Roadmap allows concerted effort to ultimately allow complete Autonomous Order Replenishment from Order to Cash, Demand to Consume, and Procure to Pay. * Identifying, developing, and deciding/recommending digital priorities against business priorities and resource constraints * Responsible to lead and build out cross-functional strategic digital team for SC with other functions * Ensuring design and implementation of Supply Chain data architecture to meet current and future internal & external needs * Lead, develop, and implement digital tools allowing real time SC decisions using cross-functional analytics. * First Order tracking tool integrating multiple ERP, external 3rd party, planning systems, and other internal spreadsheets allowing order visibility for sales and SC globally. * Evaluate strategic alternatives and translate into actionable projects to drive value in alignment with overarching Digital Strategy

Led Global Negotiation Cross-Supply Agreement team to consolidate sales and supply contract contract in Ecolab’s divestiture of Ecolab’s Upstream Business (ChampionX) to new entity resulting in: No disruption in supply key products from Ecolab, No disruption of raw materials supply to ChampionX, & an executed global agreements that minimized monetary risk to ChampionX.

Led team that ensured close collaboration with global business leaders in strategic growth markets (Middle East North Africa, Latin America, Russia, Eastern Canada, and US Offshore & Onshore). Led SC design & implementation teams in winning multi-year contracts with business leaders. Key member of the sales team that worked on strategic accounts.

Led Global S&OP, Quality, Business Partners, Analytics, and SC projects organizations. Strategic support of SC functional directors and business leaders around the globe for Nalco Champion Energy Services Division. Drove strategic alignment of Supply Chain capabilities that met business/customer needs. Key leadership team member that supported strategic decisions to build capabilities (capital & people) to meet growing business demands.

Led global consolidation of procurement organization for Ecolab in Champion Technologies acquisition that resulted in no supply disruption of key raw materials or services. Executed and documented significant savings for combined entities.

Global procurement leader in Energy Services Division. Direct report to SVP Procurement and dotted line to Energy Services President. Strategies developed and executed in concert with SBU; ensuring security of supply and supporting growth, while maintaining lowest total costs of goods and services. Directed and coordinated with Global Purchasing Managers supply strategy of key raw materials. Global coordination of 3000 raw materials with total spend of $500+ MM associated with Energy Services Division. Consulted Energy Services Business Leaders on macro market trends impacting raw material costs; Better understanding and more visibility results in alignment with business actions (sales strategies & support of price movements).

Start-up company serving steel manufacturing industries that provides new, unique, intuitive, graphical, multi-dimensional thermal modeling of work rolls while optimizing cooling system configuration resulting in significant lower capital expenditures for steel manufacturing equipment and increased production. Successful in leading team in establishing corporate infrastructure and by-laws. Responsible for customer acquisition strategy which includes overall sales & marketing. Identification of client prospects, preparing service models & proposals, and contract negotiations.

Led global (Asia, Europe, US) corporate team to increase efficiencies during merger of companies. 10 professional personnel responsible for implementation of SC related IT software through higher asset utilization of existing IT ERP functionality/capabilities to reduce margin leakage. Significantly increased collaboration within the Americas and European operations groups to tightly align business processes and procedures resulting in higher utilization of corporate contracts and promoted higher level of collaboration as well as faster execution of joint initiatives/projects Drove forward key projects to establish new longer term multi-faceted program accounting for lower capital resources due to downturn in economy

Directed Global Pricing Team for planning and execution of new pricing system (VENDAVO) which includes redesign of business processes for all Chemicals Business Units globally. Created, developed, and built global reporting platform (Price Waterfall) utilized by Sr. C-Level Executives, business managers, and analysts throughout corporation to help make real-time business decisions. Profitability “Price Waterfall”: simplified graphical dashboard showing revenue, variable costs, fixed costs, taxes, and other details by customer, or region, or business unit. System utilized existing platforms (BW & SAP ERP) coupled with new technology and has ability to be utilized in Procurement analytics as well as other support groups within the corporation.

Appointed by Sr. Executives for prestigious assignment to lead largest department at European Headquarters; Pricing analysts, Customer Service Representatives, Delivery Planners & Schedulers, and Project Mangers. Annual budget of $5.5 MM with 6 direct reports and over 48 personnel with diverse cultures. Customers in mainland Europe and England, Russia, Middle East/Africa, & parts of Asia Designed comprehensive, scalable departmental strategy to take advantage of automation capabilities and more streamline SC processes. Aligned tactical roadmap with SC corporate strategy of growth, increase customer service level, and decrease overall personnel costs

Appointed by SC executive and SC Directors to represent SC in implementation SAP 5.0 globally onto single platform (Sales & Distribution Module) Achieved understanding of SAP systems and new capabilities in order to execute and extract increasing value from ERP system; executed global enterprise wide business processes and procedures ensuring continuous optimum configuration of SAP assets Led global team in process redesigns and implementations of Global Financial Reporting tool (SAP BW)

Led department responsible to oversee support and maintenance of SC Order to Cash processes globally; included SAP enhancements process optimization, database development, and procedures updates Responsible for implementation of new ERP functionalities within SC; economics, change management, adoption, value realization Execution of role included: ideas and enhancement generation and proposals to business management, value analysis and approval, collaboration with SAP developers, business process change management, training strategy & execution, and continuous improvement Experience in following areas: CustomerXpress (Extranet), PICASO Planning System, ChemConnect/EDI transactions, Distribution Network Design Modeling, Global Supply Chain Metrics database, Lyondell's Analyst Toolpack, and new database developments Implemented global work processes within Supply Chain resulting in more consistent and disciplined execution of projects using Enterprise Stage Gate Process (process based on LEAN Manufacturing, Six Sigma, and Project Management Institute principles)

Developed and executed new processes for inventory planners resulting in reduced travel expenses by 50% for inventory reconciliation count (5 distribution centers) Implemented SAP Vendor Portal resulting process efficiency for company as well as logistics and distribution providers Reduced overall transport costs through better procurement contracts and the adoption of distribution network design modeling tool Responsible to manage and optimize rail fleet of over 8000 rail cars

Developed and deployed new economic modeling tool for global Capital Projects Economic analysis. Results: standardize global analysis for more uniform and consistent evaluation of capital expenditures; Developed and implemented new business model for Ethylene Oxide and Derivatives business unit. Results: adopted and utilized in net income projections, annual budgeting, and overall critical business decision making

Lead integration of newly form southern procurement region serving 5 manufacturing sites from legacy ERP onto new corporate ERP platform (Materials Management Module); Additional accomplishments: Led region in adoption of corporate sourcing processes & procedures, effective utilization of corporate contracts and corporate ERP system, proper analysis of client needs, and economic modeling to support buying decisions (total cost of ownership) Initiated and championed strategic suppliers performance tracking program including supplier pre-qualification process and standardized performance measurements

Strategic procurement consultation and management of key supplier relationship in support of 5 major manufacturing sites. Lead the development and execution of critical sourcing initiatives: Industrial services, Consulting services Basic feedstock chemicals, Additives, Catalyst, Industrial gases Laboratory equipment Enterprise computer hardware and software Developed and implemented corporate sourcing strategies in alignment with best practices (bids and strategic partnerships)