Seoul, South Korea
As an experienced supply chain and logistics leader with a proven track record, I have successfully managed procurement, production, forwarding, warehouse operations, logistics, and reverse logistics over global e-commerce platforms and retail channels. I specialize in designing and implementing end-to-end supply chain and logistics processes that fulfill customer demand with OTIF(on-time, in-full) delivery across key international markets as well as domestic market in Korea. Through strong partnerships and a relentless focus on operations and logistics excellence, I drive success and business growth across diverse markets and industries. My expertise spans a wide range of areas including partnership management, contract management, S&OP, performance and cost optimization, and KPI management. I ensure seamless execution at every stage of the chain, and particularly work closely with the partners in developing optimal solutions to drive continuous improvement and render alignment with business objectives. I have also played a pivotal role in strategy development, process design, and system integration. In addition, I have successfully launched warehouses and delivery centers, implemented intra-logistics solutions, established best-in-class fulfillment processes, optimized capacity management during normal and peak seasons for order fulfillment, initiated inventory placement programs over multiple warehouses, and driven cost management and reduction initiatives. My experience extends to developing return policy, managing reverse logistics, offering effective solutions to address management issues, leading the team with people management, and providing coaching across teams.
• Leading cross-border logistics expansion to three regions of the world • Achieved 2026 fulfillment(operation) rate reduction as compared to annual increase rate of 2025 • Accomplished 2026 packaging material rate reduction in comparison with that of 2025 in spite of geopolitical issue in the Middle East • Attained 2026 last-mile delivery rate reduction of US-bound, UK-bound, JP-bound, and CN-bound parcels with new carrier sourcing, negotiation and selection • Expanded warehouse outbound and storage capacity through the redesign of operation process and layout change without increasing OPEX • Effectively managing the delivery of war-impacted countries in the Middle East by sourcing and switching the carrier with a minimal rise in cost
• FC(Fulfillment Center) launch: WMS configuration/integration, WMS-WCS test for system performance and exception clearance, location management, 5S floor setting, and inventory ramp-up • FC closure: Inventory ramp-down, inventory clearance via transfer, reverse logistics, and scrap • Automation/robotics deployment and system integration: AMR/AGV, robot arm, auto-bagger, automatic box/case erector, conveyor, sprial, transport conveyor, induction, and CBS/PBS/Re-batch/Wheel sorter • SOP development for FC launch/closure, automation/robotics, and user acceptance test [Key Performance] • Launched 2 FCs: YON5 fresh center (Go-live date: Sep 2022) and ECH2 non-fresh center with phase 2 (Go-live date: Dec 2022) - Implemented autonomation with AGV/AMR along with conveyor, spiral, wheel sorter, pop-up sorter, cross-belt sorter, and plastic-bag sorter. - Conducted WMS integration test in the development server, normal tote flow test, empty-tote flow test, and stress test for capacity verification for user acceptance. - Successfully conducted inbound and outbound smoke tests, and then fully integrated autonomation with WMS system on the go-alive date for importing and fulfilling the customer order. - Tackled the issue logs for improvement in the maintenance phase after going alive. • Achieved ASP(Average Selling Price) project with Geek+ AGV. - Hypothesis: When customers are provided with quantity choices through bundling, the sales of specific snacks will rise. - Result: Existing and new customers purchased bundles more by 9% and 48% respectively while those purchasing single item declined by 17%. As a result, GMV rose by a monthly avr of 37% with 900 units and 350 units per hour/person for put-away and picking operation respectively. • Implemented RBS(Robotic Bagging System) project with OSARO. - Integrated the robotic arm with DH auto-bagger to achieve the success criteria of packaging beyond 350 units per hour with an uptime of 99%.
• Managed the whole capacity of Coupang FC(Fulfillment Center), middle-mile transportation, and last-mile logistics through manpower planning, network change, and order-cut. • Managed capacity scale-up programs with a delivery type and mix of Coupang friend, quick-flex, flex, and 3PL delivery. • Deployed capacity leverages by bumping-up and shift/attendance control of the current capacity. • Managed capacity performance gap through coverage breakdown analysis by network, region, and camp level and mitigation plan to deploy new capacity leverages(measures). [Key Performance] • Developed the demand forecast tracker in order to plan capacity by coordinating a delivery type and mix of CPF(in-house delivery partner), Quick-flex(contracted delivery partner through a subsidiary, Coupang Logistics Services), 3PL(third-party contracted delivery partner), and Flex(flexible delivery partner) based on S&OP(Sales and Operation Plan) and order trend. • Initiated the capacity planning war-room and achieved Chuseok festival capacity management project by developing the risk tracker with peak volume management through capacity ramp-up initiatives. • Developed the benchmarking tracker as to the real-time order on a benchmarked date with a similar order pattern to alarm the stakeholders and support the control tower to execute order-cut, de-badge sellable SKUs, and transfer some order to other FCs for network capacity adjustment.
• Devised projects as to in-house consulting for last-mile process innovation and productivity improvement. • Targeted to eliminate idle time in the existing process and promoting the extra delivery time with a new process for productivity enhancement. [Key Performance] • Bulk-loading project: Process alignment of sorting, loading, and delivery - Achieved a rise in delivery productivity by 21% or 35 APD(Address Per Day, a number of households delivered per day) with a conversion of reduced time to additional deliveries. - Attained a AM(time between work start and camp departure for delivery) lead-time reduction by 46%, from 70 minutes to 38 minutes on average. - Confirmed a positive qualitative effect on stamina conservation used for more efficient delivery through the survey. • Plan 11 project: Route management - Maximized delivery time by planning working hours based on order density and sub-route optimization via delivery productivity - Achieved a PM(time between the last delivery time and leaving work) lead-time reduction by 80%, from 45 minutes to 9 minutes on average.
• Managed the strategic suppliers for LCH/LAH(Light Civil/Armed Helicopter) development and mass-production programs. • Managed in-stock level of LCH/LAH through S&OP(Sales and Operation Plan) and CPFR(Collaborative Planning Forecasting and Replenishment) to support the manufacturing plants. • Managed forwarder and 3PL for international logistics, import customs clearance, and inland transportation to the plants. • Launched the repair MOU(Memorandum of Understanding) with overseas suppliers to reduce and standardize the rate based on trouble magnitude. [Key Performance] • Attained 10% price reduction through price negotiation campaign with overseas suppliers for the mass-production phase. • Achieved above 99% of on-time delivery management of the strategic LRUs(Line Replaceable Units) supplied by Airbus Helicopters for 1 LCH helicopter and 4 LAH helicopters for the successful launch to the government. • Averted LRU delivery risk in collaboration with 2nd tier supplier, LISI Aerospace, to cope with the shortage of oil tank by co-sourcing an alternative overhauled part by design owner, Airbus Helicopters, for the functional integrity with an extension of life cycle.
• Managed the 4th KUH(Korea Utility Helicopter) mass-production program with risk and change management. • Managed the initial phase of LCH/LAH development programs with the successful Launch of Initial prototype helicopters. • Procured strategic LRUs(Line Replaceable Units) and parts from Airbus Helicopters along with other European and American suppliers. • Supported the TFT(Task Force Team) to attain AEO(Authorized Economic Operator) certification from Korea Customs Office by arranging and providing the import track record and related supplier information. • Improved reverse logistics process and spare management for customer support. [Key Performance] • Managed the 4th KUH mass-production program risk by keeping abreast of the service bulletin issued by EASA(European Union Aviation Safety Agency), problematic MGB(Main Gear Box) chip detectors were once retrofitted with reinforced/upgraded parts without disrupting the aviation operation of the customers. • Accomplished a reduction of 5% in overall purchase price of the 4th KUH mass-production program as to drive system, AFCS(Automatic Flight Control System), and rotor mast for the 4th mass production program through PO rolling and 10% advanced payment. • Won financial awards for quick six sigma projects regarding SAP S/4HANA MM(Material Management) module.
• Managed the 3rd KUH(Korea Utility Helicopter) mass-production program with risk and change management. • Strategically procured only from Airbus Helicopters drive system, AFCS(automatic flight control system), and rotor mast for the 3rd KUH mass-production program. • Managed the weekly capacity based on supply and demand with the program and quality managers of Airbus Helicopters. • Managed the trouble-shooting with engineers and reverse logistics with the CS(customer service) manager of Airbus Helicopters. • Conducted on-site support in Korea for the visit of Airbus Helicopters for working-level discussion and technical issue resolution. [Key Performance] • Successfully launched the 100th KUH helicopter through strategic procurement from Airbus Helicopters. • Took part in in-house consulting for SAP upgrade from R3 to S/4HANA as to MM(Material Management) module.
• Planned and coordinated the entire logistics for military supplies through procurement, warehousing, transportation, distribution, and return for repair. • Controlled the inventory level for military apparel, equipment, spare parts for maintenance. • Ensured stock availability of high priority, high-end value and long lead time. • Improved warehouse management; storage space, location, FIFO, docking, receiving, put-away, storing, picking, and packing. • Coordinated transportation mode and schedule for on-time delivery. • Planned and directly supplied peacetime and wartime ammunition and fuel for storage. • Planned inspection and repair process for combat-ready missile launch pad, radar system and engagement control center by coordinating maintenance schedule and work. [Key Performance] • Achieved approximately 20% improvement in operation uptime by leading in/cross-cluster inventory transfer project • Designed logistics network for inventory support and completed the inventory inspection or cycle count of all supporting sites under the brigade • Balanced the stock according to the past turnover rate by transfer near to the site in need, which secures item availability and reduces operational downtime • Deployed safety stock for mission-critical items with a long purchase lead-time.