I lead supply chain projects from diagnosis and greenfield setup through automation and operational go-live.

Improvement initiatives spanned procurement, logistics, and data, but lacked a single framework to prioritize work, assign accountability, and connect delivery to institutional objectives.

I led the Center of Excellence roadmap and managed a portfolio of approximately 89 initiatives covering digitalization, process engineering, performance indicators, data management, and workforce capability.

I consolidated multiple development streams into one leadership-level program, linking Oracle enhancements, process gaps, and capability requirements to manageable delivery priorities.

The organization required a forward-looking program that connected supplier development, sustainability, inventory optimization, operational resilience, and contract enhancement within one executable direction.

I designed and managed the 2025 roadmap, defining the scope, priority, and interdependencies of approximately 21 initiatives across supplier relationships, sustainability, demand forecasting, and performance dashboards.

The roadmap gave leadership a practical basis for decision-making and resource allocation, with a clearer path to higher maturity, stronger supplier performance, and greater operational efficiency.

The procurement function sought to strengthen institutional readiness and undergo rigorous external assessment against a globally recognized procurement excellence standard.

I led the qualification and gap-closure program, coordinating work across leadership, strategy, policies, supplier management, contracts, sustainability, and risk.

Procurement advanced from a transactional function into a more mature strategic partner capable of demonstrating its value to external assessors.

Completed the procurement function's qualification for a recognized Procurement Excellence Standard Award.

Inbound shipment tracking was fragmented across suppliers, freight forwarders, customs, and warehouses, limiting management's ability to see actual status and intervene at the right time.

I designed and led the implementation of a digital platform connecting the full shipment lifecycle—from dispatch through receipt—with Oracle integration, mobile receiving, automated alerts, and management dashboards.

The platform established a single source of shipment information, reduced manual follow-up, and enabled teams to manage clearance, receipt, and payment readiness more proactively.

The project began from a true greenfield position: no established supply chain function, operating model, trusted item master, or ERP-enabled transaction cycle.

I established the function, designed its processes, and implemented Infor Lawson across requisitioning, distribution, inventory, and mobile operations, while leading user acceptance testing, readiness, and go-live.

I launched an operationally ready healthcare supply chain with a structured data foundation, stronger inventory control, and clear processes supporting continuity of care.

Procurement relied on manual transactions and disconnected documents. Moving to Oracle Fusion required the operating process to be redesigned before it could be digitized.

I led the full procurement transformation across process design, supplier portal, sourcing, purchasing, contracts, user acceptance testing, training, and go-live.

I connected the procurement stages within one digital cycle, clarified ownership and approvals, and enabled users and suppliers to execute transactions through the system with greater confidence.

The ERP was live, but overlapping requirements, weak process ownership, and continued off-system follow-up limited operational stability and the return on technology investment.

I led operational stabilization across procurement, sourcing, supplier management, inventory, finance, and accounts payable, linking accountability to transaction controls and performance indicators.

I repositioned Oracle as the authoritative transaction platform, strengthened accountability, and gave management clearer visibility into performance and operational bottlenecks.

Leadership needed a diagnosis that separated root causes from symptoms and identified what to address first, rather than spreading effort across a long list of issues.

I led a maturity assessment across 13 capability areas, then translated the findings into practical initiatives, quick wins, and an execution sequence with clear priorities and ownership.

Development decisions became grounded in structured diagnosis, enabling leadership to direct resources toward the highest-impact gaps instead of fragmented initiatives.

Invoicing, procurement, inventory, and finance operated through fragmented manual processes, causing business growth to outpace the company's ability to coordinate and control operations.

I led process restructuring and implemented ZX ERP as the central business platform, managing system transition, training, usage follow-up, and adoption challenges.

I brought core operations into one platform, strengthened execution discipline, and gave management greater control as the company continued to grow.