Aenna Loh

• Lead collaboration review on projects annual Budgeting & quarterly Forecasting. (SEA portfolio value: YR2021 - USD30m; YR2022 - USD33m; YR2023 - USD18m; YR2024 - USD14m).
• Drive strategic alignment and delivery on portfolio goals with effective stakeholder communication and management.
• Lead a team of 6 personnel to support and provide project services for an average of 170 projects per year
• Advisor for financial workflows and SAP issue resolution.
• Coaching through training sessions.

Key member in the organization digitalization roadmap to deploy and leverage digital, data and technology in automating activities.

• Imparted as-is process flow to develop to-be process tiles for Manufacturing Execution Systems (MES). I am the global business analyst in introducing and integrating SAP products (SAP MII, SAP Fiori, SAP UII5, SAP Hana) with existing process control systems (PCS).
• Coordinated the automation of Overall Equipment Effectiveness (OEE) system for manufacturing plant, provided support and training on the ground, drove continuous process improvements with data analysis.
• Initiated digitalized forms and checklists for the plant.
• Deployed digital displays in plant for better information sharing and dissemination to the team.
• Designated Representative for Tuas LOBP-GMP Energy Transition reporting and initiatives to pilot and scale practical steps in reducing the C02 footprint sustainably. In YR2018, reported carbon emission reduction by 14% (against YR2017 result).

Shell Marina project is the highest CAPEX investment in LSC business, partnering with Total and Sinopec to build industry's first shared Lube Park. This new facility is expected to have an increased capacity of approximately 40% against the existing facility, to support the expected demand growth for over 30 countries in the Asia Pacific region.

• Authored and implemented procedures for project information management activities. Created newsletters for global stakeholders, summarizing project delivery status.
• Executed trainings and initiated library system for folder management and files cataloging to streamline project handover process while promoting operational continuity.

Embraced opportunity to acquire knowledge across functions due to organizational change during project, facilitating successful project closure.

• Led the review of required site facility services, negotiations with site facility vendors and cost optimization. Outcome, I had reduced the monthly expenses by 30%.
• Supported turnover engineering, such as closing punch list and sign-off on RFSU certificates.
• Review Procure to Pay and asset capitalization process.
• Possess working knowledge of project setup and facilitation of simple project closeout

Shell Business One - Application Delivery ERP Functional Assist team is to provide SAP support and customer service for highly confidential data repository that collects and aggregates forward-looking data for Business Planning, Portfolio and Project Delivery Reporting captured at a local (project or asset), regional and corporate level.

• First point of contact for business users with technical and functional queries to troubleshoot, resolve issues and advise users on the appropriate and effective solution.
• Business process testing and data validation for finance related change requests.
• Initiated and delivered the IT Service Management process improvement for system's access management and data request procedures in ensuring the data repository sharing is secured.

• Coordinate Balance Sheet Review for presentation to Country and Regional Controllership regarding company financial performance.
• Led implementation of Journal Entry Workflow Tool for EMEA region, achieving global template standardization. Executed comprehensive tool testing while escalating technical issues promptly to central team. Facilitated end-user training sessions, promoting efficient use of the tool. Enhanced transparency in audit processes by minimizing resources on documentation.
• Process Lead for Balance Sheet Review (BSR) Contra Revenue with aim to standardize the process and presentation across global countries. I led a team of 3 finance analysts in reviewing the as-is model which is unique in each country and proposed a single to-be model that meets the corporate requirements for efficiency and cost effectiveness.

Shell Global SAP project is a major business infrastructure investment that replaced the majority of the existing 123 ERP and 120 management information systems for Downstream Shell. Objectives are to define standard and efficient global business processes model in meeting the challenging business demands, as well as to implement key IT system that supports the simplification and standardization of business processes defined.

• Administered Shell Thailand GSAP FI/CO master and transactional data management processes. Conducted data mapping to align local data with global structures. Executed data cleansing and maintenance to ensure accuracy and reliability. Implemented data controls and monitoring to prevent adverse changes affecting global structures. Managed data load and validation during trial conversion and production systems.
• Stage Gate planning and Effective Communication to stakeholders in delivering full understanding on each stage gate activities and its progress.
• Troubleshooting, testing and deployment of the solutions - FI/CO checks, localize training materials (Train the Trainer), Preparation and Execution of confirmation testing, post go-live support.

• Dual roles as finance analyst and business analyst. Conducted gap analysis of 'as-is' and 'to-be' processes to identify areas for improvement. Proposed solutions for integration points between GSAP FI/CO and modules such as PP, MM, SD. Acted as change agent to facilitate process optimization efforts.
• Developed a detailed understanding on new Streamline processes and policies design (i.e. Product Costing, Transfer Pricing/Stock Reconciliation, and Valuation/Activity Based Costing).
• Reviewed the local business model to adhere to the SOX control, local and fiscal policy/requirement.
• Facilitated Singapore's leadership as pathfinder for Global Base Oil business and participated in ERP business blueprint team to define global data and finance processes.
• Represented Woodland-North Lubricant & Grease Plant's involvement in Profit Impact of Market Strategy (PIMS) project aimed at benchmarking effectiveness. Managed planning and coordination of data aggregation related to personnel, cost, and production. Interpreted collected feedback to drive improvements in efficiency and competitive positioning. Compared plant performance with other Shell plants and relevant competitors across the globe.

• End-to-End payables process.
• Drive the SOX controls implementation when it was introduced.
• Promoted to Bitumen business Freight Accountant and served as Team Leader backup. Initiated data management processes for freight accruals and payments.