Tong Weng

• Took the leadership of planning and reshaping the future global manufacturing network of 7 plants across 4 zones (China, Americas, APAC, and EU) in the next 10 years, evolving from the future business / category strategy and backed up by multiple scenario design / cost analysis, to report and align with the board in the end • Led to identify the supply chain interim solutions for the US-China import tariff increase by reallocating the production volume, stocking policy adjustment, renegotiating with the current suppliers, exploring new supplier / OEM opportunities, etc. and kept the final cost increase within 15% while the tariff went beyond 100% at its highest • Global supply chain overall PMO for multiple corporate-level transformative projects such as product packaging size rationalization, new facilities (new plants in Malaysia & US, new production line in China, etc.) design and implementation, 5-year COGS improvement master plan, warehouse consolidation in the US, etc.

Selected topic / project experience: Warehouse Operation Optimization and Cost Reduction (Project Manager) • Led the team to design and implement warehousing cost saving levers across the area of operations optimization, warehouse rental, and external labor sourcing for one of the largest 3PLs in China and realized 7% cost reduction Distribution Network Optimization (Project Manager) • Redesigned the distribution network structure in Asia North (CN, JP, KR) for a world-leading chemical manufacturer and achieved an annual logistics cost saving of ~€5.4mn Sourcing Strategy Design (Workstream Leader) • Resolved a major disruptive situation at one of the key incumbent suppliers and ensure supply continuity for a world-leading consumer electronics company by optimizing and implementing the sourcing / negotiation strategy Inventory Planning and Transition Implementation (Project Manager) • As a follow-up of the sourcing project, modeled an inventory planning tool to simulate future stock level given multiple scenarios and led the team, client, and new suppliers to implement the SKU-level supplier transition plan

Selected topic / project experience: New Warehouse Design (Workstream Leader) • Conducted conceptual design and detailed planning of a greenfield national distribution center (30,000 m2) for the largest fast food and beverage chain in the world; Led the work package of material flow & process design Lean In-house Logistics in Plants and Warehouses (Workstream Leader) • Enhanced the intralogistics productivity for 6 plants of the largest automobile manufacturer of China and generated an annual cost saving of more than 800 million RMB; Led modeling the inhouse logistics processes on shop floor from goods receiving, storage, sequencing to line feeding Transportation Network Optimization (Workstream Leader) • Developed both strategic (i.e. DC set-up) and tactical (i.e. route planning, milk-run) planning approaches to achieve an annual cost saving of 15% for the national inbound logistics of a world-leading 1st-tier auto supplier

• 2-year supply chain rotation program working on international logistics, road transportation & warehousing, supply planning, continuous improvement, before ending up as Logistics Process & Project Engineer at Dow AgroSciences