Supply Chain Manager

Job description

About LINE MAN Wongnai LINE MAN Wongnai is Thailand’s Leading On-Demand Delivery and Lifestyle e-Commerce platform services. We build technology to help Thai people live better, to empower all local businesses by creating an end-to-end food ecosystem through our channel LINE MAN and Wongnai. Connected consumers, riders, and local businesses and improved the daily life of all parties with restaurants nationwide. And because we are local, we provide the deepest variety and services that are tailor-made for Thai people. Supply Chain Management (SCM) at LMWN owns inventory and fulfillment infrastructure company-wide: from merchant-facing hardware (POS terminals, Soundbox, EDC devices) to fleet and rider equipment (jackets, delivery boxes, SIM cards) and beyond. It's a cross-BU backbone function, and it now runs on an inventory stack deeply integrated with SAP. The Mission Your mission is to be the "Owner of Truth and Flow." You will own the accuracy of every unit of inventory as it moves through our systems — from the moment it's ordered to the moment it reaches a merchant — across an inventory stack that is now deeply integrated with SAP. This isn't a caretaker role: you are inheriting a system fresh off a year-long SAP integration, and your job is to convert a team that has been reactive and dependent into one that owns its own data, escalates early, and runs the operation with discipline. What you'll Do Own Fulfillment Performance, by Product Line: Own the end-to-end delivery scorecard across every product line we ship — POS and accessories, Soundbox/QR Box, EDC and Mini EDC, and the rest of the cross-BU portfolio. That means: Lead time from order cut-off to merchant receipt SLA compliance rate and net delivery success rate against the agreed service windows Delivery backlog — total quantity and root-caused by driver (warehouse, transportation, customer postpone, information change) Own the Reverse and Exception Flows: Claim, cancel/return, repairing, grading and SKU re-sync, refund and deposit return. These are where inventory truth and merchant experience both break down, and they are today the most manual part of the operation. Own Supply Planning and Replenishment: Maintain the rolling supply plan (inbound, closing stock, outbound, days-of-stock by SKU), and trigger replenishment before stock-out — not after. Negotiate production and inbound delivery dates with vendors, secure budget approval with the BU owners, and hold the line on stock availability across all BU stock. When actuals diverge from forecast, you re-plan and resolve; you don't only escalate the stock-out. Own the SAP-Inventory Integration End-to-End: Be the final checkpoint for inventory data accuracy across SAP, Inventory Service, and Fulfillment — Item Master sync, Vendor Code mapping, Movement Types (GR/GI, Z05/Z06), serial/batch tracking. You don't wait for Accounting or Product to flag discrepancies; you catch them first. Convert Reactive Operations into Proactive Ownership: Redesign how Inbound, Outbound, Return, and Stock Take workflows are owned within the team so decisions and requirements come from Supply Chain itself — not from Product or PM stepping in to compensate. Drive the Automation and AI Agenda. We are actively converting manual SCM work into automated workflows — a central SCM portal, auto-created delivery and return orders, automated tracking and data hand-offs to partner teams, OCR and digitisation, AI-assisted case handling. You will own this roadmap and be the driver. Build Team Capability, Not Team Dependency: Develop a team that can operate and troubleshoot independently. Identify capability gaps early and close them through coaching, delegation, and — when necessary — honest escalation on resourcing, rather than absorbing the gap yourself. Escalate Early, Every Time: Surface capability, resourcing, or scope risks within weeks of them appearing, not months. Bring in senior stakeholders and cross-functional partners (Product, Accounting, Purchasing, Engineering) from the kickoff of any new initiative, not after problems compound. Drive Operational Cadence: Own the rhythm of reconciliation — stock accuracy, FIFO compliance, discrepancy resolution — and report status transparently, including when the team is behind. Manage the 3PL Relationship: Partner with SCG and other logistics vendors to resolve day-to-day fulfillment issues and drive process improvements upstream rather than firefighting downstream. What you'll Need 6+ years of experience in Supply Chain, Inventory Management, or Fulfillment Operations, with direct, hands-on exposure to ERP/SAP-integrated systems — not just "used SAP," but understands movement types, Material Master, and GR/GI logic well enough to diagnose discrepancies independently. Proven people leadership: track record managing teams of 5+ with clear evidence of delegating and developing , not doing the team's work for them. Demonstrated escalation discipline: a real example of surfacing a capability or resourcing risk early — before it became a crisis — not just a lesson learned in hindsight. Strong data fluency: comfortable reading and reconciling data across systems (Excel/Google Sheets required; SQL or Redash a strong plus). Bilingual communication (Thai/English), with the ability to work cross-functionally across Field Operation, Accounting, Product, Purchasing, and 3PL partners. Prior involvement in an ERP/SAP go-live (as a contributor, not necessarily the lead). Experience managing 3PL/warehouse operations at scale. Background in POS, Payments, or hardware-heavy operations.