Business partnering with MT in the application of Customer Contribution and performance measurement.
1. Champion for Nestle Continuous Excellence Program (LEAN) in promoting new work culture resulting in transparency, synchronization and efficiency.
2. Sales division needs to generate revenue. I provide support with sales measurements by region, dealer and sales representative. Assisting sales from RM660m (2010) to RM791m (to 2013). Incremental revenue of 20% within 3 years
3. Dealing with MT indirect customers would require alignment and contract agreement. Co-develop Retailer Scheme to secure sales target, permanent homeshelves and space buy. Performance was monitored, contributing to the sales growth above.
4. Retailer Scheme incentive payout was initially paid through dealer’s credit notes. I substituted it with Nestle cheques, eliminating error and reconciliation (RM2m annually).

Business partnering with SCE Department ensuring engagement effectiveness and sampling efficiency.
1. It’s a newly formed department. Co-develop the brand building KPI. Periodical review on shoppers’ engagement, brand conversion vs activity cost. With gathered information, it became a benchmark for 2016 operations. It also being used as an alignment with Brand Sponsor.
2. The plan was to increase Sampling Van (MPU) coverage and fortify engagement. As CAPEX custodian, I collaborate with SCE Department and BU on analysis of asset requirements. 30 units of MPU value at RM4.8m were approved in 2015 and additional 8 in 2016.
3. Unavailability of MPU measurement and the need for performance tracking. After gemba walk, together with Regional IT, we launched an application Automated Field Systems (AFS). Visibility on journey plan, sampling cups and stock consumption was acquired.
4. SCE Department is promoting offtake by institutionalizing promoters at retail outlets (Perfect Stores Power of One). The pitching require evaluation that includes consolidated BUs commitment, number of outlets, activity days and manpower. Project successfully launched in 2016.
5. I am responsible for internal control and support audits. I identified previous gap and potential risk. Together, we secured the items before internal audit commencement resulting in satisfactory.

Driving sales growth with customers. Custodian of sales operations efficiency ensuring products distribution, merchandising and stocks management.
1. Generate top-line demand with double digit growth (11% in 2020 and 19% in 2021) during pandemic lockdown. Focusing on right SKU with sufficient stock depth.
2. To improve sales operation efficiency, I recalibrate route to market. Selected products are assigned to specific channels avoiding cannibalization. Increase merchandiser effectiveness by being focused with simpler planogram. Resulting 22% growth in minimarket and 18% in Pet Specialty channels.
3. FELIX was launched in 2019 with limited distribution point. I used FRISKIES as a benchmark and measured it by regions. Within 6 months, the coverage has increased by 220% (2,400 to 5,300 outlets).
4. I gemba walk sales operations, after gathering feedback. I coached 8 sales talent, implement systematic sales operational and customer’s review. Introduce techniques to identify risks and capitalize on emerging opportunities. The entire sales team hit their target 10 months consecutively.
5. E-commerce activity flourished. It comes with multiple challenges. During operational review, I delisted ALPO big bag delivery to reduce operational cost, regulate pricing, reduce price promotion and scheduled packaging plan. Resulting in channel’s profitability and on-time delivery.

1. Supply Chain dispute settlement with suppliers (Lotus, Gold Cold & Schenker). Gemba walk with various parties, team reconciliation followed by leadership alignment. Resulting in RM1m recovery.
2. Clearance of Supply Chain 3rd party transportation claims backlog since 2022. I identify error patents, classify it in a selected group subsequently working with a team to apply the required solutions. Easing up the list of outstanding claims by 84% (5,000 claims).
3. To increase yield on marketing expenses. I deconstruct company expenses into Business Units and vendor dimensions. Identified the non-working marketing expenses (content creations & intellectual property), which then re-route to Nestle Inhouse Shared Services resulting in 3% improvement (RM14m).

Professional Certification. Member number 20609