ZhenXin Chen

Working as Team Member of Leadership Team of B2B Business, report to B2B GM 1. Support the 7 segments of Lubricant B2B business in Power, Auto Component, Metal, General Engineering, MQC, Fleet and Construction, especially focus on Top 45 customers with 56000 KL annual volume. 2. Work out the Yearly top-down Target Breaking down into each Sales team with each segment Manager. 3. Discuss and finalize the yearly T&R with Leadership Team. 4. Work with Key Account Manager to develop, manage the KA Performanc

1.Annual Volume: 120 ML *24 hrs/7days operations• 2.Annual Opex spending: More than 2 M USD 3.Equipment &Facility Value: Over 60M RMB 4.Capacity utilization: 85% 5.SKU: 700 6.9 direct report staffs,34 plant staffs and over 200 contractor operators. 7.20% capacity increase 8.Annual production cost 5% reduction. 9.5S and 6 Sigma. 10.HSSE (Health, Safety, Security and Environment) management of Petroleum Plant

*To effectively perform Business Analyst role for Global SAP LSC inventory/ warehouse management. *To take part of LSC GSAP leadership responsibility and report to London Headquarter

Working as Leadership Team Member of NEA Supply Chain Management Committee. 1. Join the Leadership Team to settle down the Yearly T&R and Strategy for NEA in compliance with headquarters’ guideline. 2. Discuss and make up Local KPI in compliance with the Global KPI. 3. Break Down the KPI into functional operation unions and make up department action plan. 4. Take in charge for all the projects across different functions. 5. Work as assistant of GM to coordinate all the issue among NEA business.

1 .Monitor all the transportation contract and the transportation fee and storage-handling fee. Yearly Delivery volume is about 200 thousand ton, and total route is more than 10 million KM. 2. Manage all the hauliers severed our 5 DC. 3 .Manage and coordinate comprehensively all the WH operation in these 5 DCs. 4. Monitor the KPI of the whole Logistics Department monthly and yearly, report to Logistics Manager. 5. Host to draft and edit the Operation Manual of Logistics Department.

1. Manage all the Finish Goods in Tianjin Warehouse. 2. Manage the Operation within the 3000 M² indoor WH, 6000 M²outdoor WH and 7200 M² 3rd-party WH. Average stock is above 6000 ton, more than 700 SKU. Daily Stock Handling volume is about 1000 ton. 3. Manage FLT drivers, stevedores, and other contractors, total 30 staffs. 4. Have worked in Zhejiang DC for 2 months to support the Customer Delivery Liaison, which supply the South and Southeast China. 5. Design the Zhejiang DC Storage Raking System