YANG XING

· Direct leadership initiatives to maximize product, segment profitability and strategy execution through scenario analysis, retailers pricing strategies, product portfolio positioning

· Boost CHF1.5m COP by propelling change of product promotional plan,strategic product shift, channel management

· Lead strategic business plan to improve sales outlook (CHF1.8m) via product portfolio optimisation/channel expansion, strategic distributor management

· Accelerate commercial team’s in-market agility by automating profitability assessment tool in 4Ps analysis

·Coach and develop BI/commercial manager in strategic planning, forecasting, performance tracking, inventory mgmt

· Analyze ROI of product launch in terms of industry trend, pricing, costing, resource allocation

· Drive aligned trade terms, assess new business opportunities;

· Foster spirit of excellence through leading SCM BP to deliver accurate inventory forecast, efficient demand planning, optimum inventory mgmt with CDIs reduced to 2 months

· Drive successful claim S$350k from 4PL - DKSH (BCM ) and effectively negotiate competitive distribution margin

· Accountable for E2E planning, forecasting, decision support and engagement

· Lead team to collaborate with global & KL SSC project leads to achieve successful roll-out of SSC project

· Coordinate with cross-function teams in building and implementing OTC process for frontier markets

· Develop teams by coaching on b planning, risk identification and cost enhancement opportunities

· Develop and maintain local finance organization and governance with global DC and Roche Finance Framework

· Ensure quality compliance of mgmt.. and statutory reporting requirement & Manage external service providers

Engage KPMG in transfer pricing documentation deliverables and lead annual internal transfer pricing exercise

• Lead reporting team of 5 in FTSE 250 Company’s ASEAN division of 6 BUs with turnover of S$250m.
• Report to CFO.
• Regional Reporting & Budgeting Drive in streamlining and automating reporting shortening divisional monthly closing process by 2 days Revamp consolidated KPI Dashboard report identifying trends in key financial and operating metrics providing direction for improving performance and achieving goals Initiate functional planning, forecast process for budget and forecast goals narrowing variance by 10% Guide team member to independently accomplish group tax reporting – especially deferred tax.
• Cost Control & Treasury Mgmt.
• Reduce yard O/H expenses of $500k by implementing spending procedures and tracking systems Negotiate for shortened AR collection period and revolving of credit facility to improve cashflow cycle Supervise centralised cash mgmt mitigating forex loss of S$200k through FWC hedging, minimizing financing cost of S$100k through internal funding.
• Process Improvement and Project Mgmt Initiate standardisation in purchasing procedures for control and integrate purchase policy in ERP Co-lead ERP implementation, initiate process streamline by built-in EBS, I2P and R2P, local/divisional reports.

• US$300m revenue global coverage. Report to Group FM and 3 direct finance reports.

Ø Group Reporting & Financial Analysis:

· Consolidate monthly mgmt. reports, update financial KPI dashboards

· Identify revenue trend and deep-dive project profitability by product line, customer, geography

· Highlight under-utilized assets, support investment decisions (hire/purchase) via ROI/cost-benefit analysis

· Establish KPIs and centralized inventory modules achieving logistics cost reduction of 1.5% and reducing overstock and aging inventory by 5%

Ø Tax & Audit Compliance:

· Monitor group level tax, minimise group tax of US$300k via Mgmt Fee & Equip Hire.

· Plan group audit schedule and coordinate group, statutory auditors with respective subsidiaries