Joyce Kee

Strategic supply chain and portfolio management leader with 12+ years of experience driving complex cross-functional innovation, commercialization, and operational transformation programs across APAC markets within FMCG environments. Experienced in influencing senior leadership on business strategy, leading end-to-end product lifecycle innovation, operational transformation, supply network optimization and translating complex business requirements into scalable execution roadmaps. Proven track record of building and executing insight-driven innovation pipelines, establishing governance frameworks, delivering measurable business impact and achieving cost savings across multi-market environment.

Recognized for strong structured problem-solving, business acumen, executive communication, and ability to drive alignment across Product, Commercial, Finance, Supply Chain, Manufacturing, and R&D teams in highly matrixed environments. Adept in managing budgets, timelines, risk mitigation, and cross-functional execution highly matrixed organizations.

Initiative Leader at Procter & Gamble (2022-08 – 2026-03)

• Led end-to-end execution of multiple initiatives simultaneously in Babycare Category in Korea Market within APAC portfolio, managing timeline, budget, delivery and supply readiness of each launch while balancing business growth, cost, speed to market and feasibility across initiatives.
• Led product portfolio strategy and commercialization planning with partnership of cross-functional teams (Commercial, Finance, R&D, Manufacturing, Supply Chain) to align portfolio strategies with market growth priorities, conducted market and competitive assessments to identify portfolio whitespace opportunities and competitive gaps, build financial guardrails and cost structure, prepared launch readiness and gate deliverables.
• Translated strategic plans into product roadmaps and scalable operations, transfer of new product formulas, sourcing models, and supply chain processes into operational execution across manufacturing plants and external suppliers.
• Established governance frameworks (project charter, RAID frameworks, milestone tracking) to ensure visibility and accountability across stakeholders, execution discipline and cross-functional alignment.
• Developed strategic recommendations and executive briefings for senior leadership to guide portfolio prioritization, commercialization trade-offs, and operational investment decisions. Served as a strategic bridge across global and regional functions, synthesize potential risk assessments with contingency plans, post initiative reviews to share learnings or wins.
• Delivered 100% on time launch by collaborating with 30+ people from different cross-functional teams (Plant Operations, Supply Planners, Technical Leaders, Material Planners, R&D, Sales, Logistics, Market Planner, Brand Team, Regulatory Team) and overdelivered 120% YoY vs target 110% on some years in Korea Babycare.
• Spearheaded large scale strategic sourcing transformation and portfolio optimization within 5 months (accelerated timeline by 60%) which enabled ~$30M savings regionally, consisting of ~20 SKUs and collaboration of ~40 team members across markets and functions.
• Achieved 5% year on year savings (~$1-2M) in Product Supply Network by optimized regional operating model and network efficiency through data-driven planning and cross-market harmonization initiatives, while not losing market share to competitors.
• Contributed 3-8% increase in market share in the category through successful innovation pipeline and strategic partnership with external manufacturers in China and Korea, co-developing new product solutions and market launch within 2 years.

Initiative Operations Leader (concurrent role) at Procter & Gamble (2022-08 – 2026-03)

• Achieved execution excellence of initiative supply delivery by establishing weekly operating cadence to ensure successful commercialization by reviewing demand and supply scenario planning, risk assessments, contingency planning, and operational readiness. Established escalation pathways and executive review drumbeats to drive accountability and cross-functional alignment.
• Partnered with Finance Team and delivered KPI targets such as Cost (Scrap, transport & warehouse, tooling etc) and Cash (Inventory holding across DCs) while maintaining service levels for customers.
• Drove data governance and execution roadmaps to enable reliable planning across teams, act as a central point of contact across functions to align priorities, and standardized project management practices.
• Built strategic partnership with external suppliers across APAC markets, driving alignment on pipeline requirements, and ideate on cost saving opportunities
• Met 98% of service levels target during initiative period (first 3 months of launch) amid market volatility and supply chain headwinds by driving proactive scenario planning and cross-functional execution management.
• Improved team execution process and efficiency by 10% through deployment standardized operating workflows (SOPs/SLEAs) across supply chain nodes, during situations such as importing SKUs from other new regions such as P&G EU and North America Team, or new changes in supply chain design networks. This enables scalable and repeatable implementation across supply chain networks.
• Optimized cost (~$0.1M) and lead time reduction by 33% (45d to 30d) with suppliers, identify inefficiencies via Value Stream Mapping and process redesign to evaluate opportunities such as MOQ, palletization method etc.

CSNP Capacity Supply Network Planner at Procter & Gamble (2021-01 – 2022-07)

• Performed analysis and executed regional supply and capacity planning across APAC countries, involving 8 different lines for rolling 18 months horizon by evaluating operational scenarios, capacity trade-offs, inventory strategies, and resource allocation models to support business continuity and growth objectives.
• Managed APAC market's yearly inventory targets with data-driven insights, balancing service level with inventory days, established KPI frameworks to ensure adherence to service and inventory targets.
• Conducted strategic analysis to identify trends and inefficiencies in supply-demand planning, driving continuous cost optimization, improved supply chain efficiency through data-driven insights and network optimization.
• Implemented capacity planning strategies to enable cost saving of ~$1-2M, such as line speed reduction for different portfolios, improved capacity utilization with line and formula re-allocation, resource flow over across global and regional functions.
• Assessed and successfully implemented production network changes with no service disruption (line shutdown/startup), with scope including but not limited to 1) inventory pre-build requirements, 2) material management, 3) staffing and downtime, 4) line allocation changes of formulas.
• Reduced unproductive (excess/obsolete/blocked) inventory by 5% while maintaining 98% service level through inventory optimization, strategic forecasting alignment, portfolio reorganization of underdelivering SKUs, operating strategy changes with market planners.

Business Planner at Procter & Gamble (2019-06 – 2020-12)

• Ownership of market-level strategic planning of Korea and Vietnam Babycare markets to align operational goals with business priorities and market growth.
• Managed budget forecasting, portfolio reporting, and executive visibility processes with Finance Team.
• Evaluated operational processes, conducted cost-benefit analysis and identified opportunities for cost optimization and efficiency improvements across supply networks, such as packaging design savings, sales expenses reduction etc.
• Piloted and delivered portfolio optimization ideas of $0.2M in Korea and Vietnam markets with the help of different function groups: 1) Localizing material suppliers, 2) Triggering alternative transport routes, 3) Improving packaging design.
• Ensured Artwork and Print plate spent is within 5% tolerance of target, by tracking forecast vs actual spend monthly with Artwork team and Initiative Operation leaders, initiating tough choices across cost and service when there was overspend risks.
• Improved supply chain resilience by establishing contingency shipping lanes to additional ports in case of vessel congestion, having 3 months advance orders from customers to reduce volatility, exploring P&G plant direct shipment to customer warehouse to improve efficiency.

Assistant Supply Chain Manager at Unilever (2018-07 – 2019-05)

• Managed end-to-end supply chain execution including order fulfilment (Make to Order vs Make to Forecast) and delivery tracking from production plant to customer warehouse
• Executed end-to-end customer service in APAC region which includes but not limited to order processing, supply planning, delivery tracking, master data setups etc.
• Delivered ~95% of customer orders on time in full despite operational complexity, while engaging customers proactively on progress or discrepancies to ensure low complaint rates.

Senior Executive at ST Aerospace

M.Sc. in Supply Chain Management – National University of Singapore

B.Eng in Material Science – Nanyang Technological University