Tze-Beng Lim

• Develop tolling expertise within the China manufacturing, commercial and procurement team with selection of manufacturing partner in Shanghai and setting up production within 6 months, instead of the typical 12 months.
• Led the project to build a new plant in India.
• Technology selection for industrial production from lab scale bench sample.
• Business case review and supply chain optimization.
• Supported the development of new suppliers for existing Ashland products in China in order to increase profitability in global accounts.
• Trained and mentored junior staff in manufacturing processes and procedures.

• Worked to streamline manufacturing process and outsource part of supply chain from China to Mexico as part of a team.
• Developed and maintained courteous and effective working relationships.
• Excellent communication skills, both verbal and written.

• Achieved Financial Independence and took time off to manage a private family fund.
• Returned to corporate work because I found corporate work to be more stimulating and challenging.

• Identified and solved complex strategy obstacles to promote growth and guide business direction.
• Built and maintained relationships with key suppliers and customers to support seamless operations.
• Improved price yield and profitability.
• Manage P/L for all distributors in Asia (excluding China/Taiwan) while accounting for 34% of gross profits for Ashland Asia.

• Demonstrated strong organizational and time management skills managing multiple projects across 3 large Ashland plants in China and a tolling plant in India while getting an MBA.
• Exercised leadership capabilities by successfully motivating and inspiring others.
• Used critical thinking to break down problems, evaluate solutions and make decisions.
• Saved $12million in raw material costs on all the cellulose ether plants in China while expanding the CMC plant in China.
• Started tolling operations in India from scratch, contributing more than $5million in GP per year.

• Managed a private family fund

• Led a cross Functional/Divisional project named HRAS (Hercules Reporting and Analysis Strategy) to redesign a company wide Hercules reporting system through SAP/Business Warehouse (BW). Hercules was later acquired by Ashland.
• Asia Pacific Chair in the Global IT Business Team.
• Supply Chain Lead for MCW Plant in Missouri, Louisiana.
• Led a cross Functional/Divisional supply chain reorganization project for international logistics.

• Provide Process Technology support for all product lines in the Pulp and Paper Division within the Asia Pacific region (A total of 10 production plants : 5 own, 2 Licensees and 3 Tollers) for blending, emulsion technology and reaction chemistry processes.

• Led a team of commissioning engineers from United States to commission $400 million Aromatics complex in Russia, China, South Korea, Taiwan and Indonesia.

• Constructed technology development plans to create value for organization.
• Subsequent commercialization of catalysts in development.