ALAN QUAH

• Lead 200+ supply chain professionals across purchasing, demand planning, production planning, and logistics supporting Healthcare/Life Sciences and Aerospace programs in a high-mix, low-volume environment.
• Reduced Inventory Days on Hand (DOI) from 222 days to 160 days, lowering total inventory from USD 165M to USD 125M through S&OP, lead-time reduction, SCM programs, and supply chain optimization.
• Improved On-Time Delivery (OTD) from 75% to 95% across 37 customers by deploying advanced planning strategies and supplier collaboration models.
• Expanded SMI/JIT adoption from 15% to 40%, reducing supply variability and enabling 4–8 weeks of material flexibility.
• Implemented Bonded Inventory programs with 9–12 months buffer and 18–24 months freshness controls; executed LTAs securing allocation and cost stability over 12-month cycles.
• Introduced critical-supplier purchasing model positioning 3 months of ending inventory across a 9–12-month horizon, strengthening supply chain resilience and supporting revenue growth from RM260M to RM380M.
• Accelerated B2B supply chain automation from 50% to 85%, standardized reporting, and deployed matrix supplier management, increasing buyer productivity by 15%.
• Drove lean initiatives and CI workshops improving warehouse efficiency by 30% and reducing material labor cost from 1.74% to 1.40%.

• Led purchasing, logistics, and warehouse operations for a USD 300M business, managing 150 supply chain and logistics staff across 2,500 models and 49,000 components.
• Improved Inventory Turns from 1.2 to 3.8 through supplier engagement and collaboration; expanded VMI/JIT coverage from 0.5% to 30%.
• Increased buyer productivity by 46% and improved material availability (CTB) from 75% to 98%.
• Optimized warehouse operations by segmenting storage zones (SMT, middle-end, bulky), improving material flow efficiency.
• Re-engineered racking configurations, increasing storage density by 25% and reducing pick/put-away cycle time by 30%.
• Led end-to-end WMS validation, UAT, and deployment, improving labor productivity by 25%, achieving 99.5% cycle count accuracy, and reducing inventory adjustments by ~RM150K annually.

• • Directed Production, Manufacturing Engineering, and Equipment Engineering in a regulated medical device environment, with full P&L accountability.
  • Drove CI and automation initiatives (SMT automation, robotic soldering, backend AOI and multi model wave soldering), reducing direct labor cost from 4.4% to 3.7% and delivering USD 350K annual savings.
  • Improved RTY from 93% to 95.5%, reducing scrap cost by USD 275K per year.
  • Increased monthly revenue from USD 4.2M to USD 5.9M and improved customer service metrics from 4.0 to 4.5.
  • Secured Malaysia’s first MedAccred PCBA accreditation.

• Led materials and production planning for a USD 48M–60M operation, ensuring demand-supply alignment and operational agility.
• Improved Inventory Turnover from 2.4 to 3.3 while maintaining CTB >95%.
• Expanded SMI/CRP adoption from 0.8% to 20%, delivering USD 60K annual savings through supplier development.
• Executed rapid transfer and ramp-up of the Brooks RFID program (150 models in 3 months), generating USD 1–2M incremental revenue.