J. Y.

Consumer Products Division / L’Oréal Paris Responsible for demand planning by leading S&OP meeting as well as analyzing forecasting tool

Demand Planner (2013-2014). Responsible for demand planning development by leading S&OP with multiple stakeholders while analyzing statistical forecasts, as well as global supply chain management. Active Cosmetics Division / Vichy, La Roche-Posay, SkinCeuticals • Generated monthly a rolling 18 month demand forecast at the SKU level by leading S&OP meeting and analyzing product trends, seasonality, promotion and stock in channels. • Established safety stock levels through statistical method and communication with marketing and sales team. • Collaborated with 5 factories overseas for procurement and shipment schedule, and communicated with warehouse for goods to be ready timely as well as FIFO management. • Maintained and evaluated KPIs such as stock analysis and discrepancy between forecast and actual sales. • Implemented Sales Forecasting Tool launch project; identified history data and set up the model to each product.

Project Manager (2014-2015). Successfully initiated CPFR (Collaborative Planning Forecasting Replenishment) as a project leader by leading cross-functional teams. Consumer Products Division / L’Oréal Paris, Maybelline New York • Integrated process and developed collaborative relationships with internal and external stake holders. • Created optimal sell-in, sell-out, inventory level and promotional inputs for a rolling 6 months while driving consensus with stake holders. • Recognized for forecasting accuracy which increased by 10% in 6 months; the project was introduced to other countries of group as a best practice in terms of well-balanced relationship and improved KPIs.

Managed production plan, materials and inventory level, and built strategic relationships with suppliers. • Implemented production schedules with internal manufacturers and suppliers within the limits of capacity, lead time and batch sizes. • Ensured that inventory, raw materials and other necessary resources required for completion of work orders are in stock and available in advance of production while maintaining optimal stock level. • Led S&OP meeting and collaborated with sales and engineering to consolidate internal and external demand • Formulated long-term strategic plans for investment on equipment in collaboration with stake holders. • Developed and monitored annual department budgets to manage the resources to achieve budget goal. • Analyzed transportation efficiency to optimize productivity as a 6 sigma project, cost has decreased by 20% in 6 months. • Founded new supplier and set up the process by auditing whole process to strengthen competitiveness • Assessed suppliers and provide effective challenge on their operation activities based on standard operating framework

Boston & San Francisco Focus on finance