Corporate Vision from roughly 50 to 500 daily orders—while service stayed steady. He also oversaw the regulatory function, ensuring trade, customs, and product compliance kept pace with growth so brand promises were never compromised. Nike (Southeast Asia Manager): The art of flow At Nike, he strengthened the connective tissue of a regional network: partner performance, cross-border options, and cost control that doesn’t slow the brand. He spearheaded a land-trucking corridor from China to Singapore, reducing the impact of airfreight costs while protecting speed-to-market, supported by smarter ocean schedules and store-ready playbooks. L’Oréal (Senior Manager – Warehouse & Distribution): Building the backbone At L’Oréal, Vinoth led the Kuala Lumpur regional hub for Malaysia and Singapore inventory, harmonised SKUs to cut storage complexity, and secured AEO certification with Malaysia Customs (Jabatan Kastam Diraja Malaysia) so crossborder flows moved faster and with fewer surprises. CEVA & Malaysia Airlines (Operations / Lean / Quality): Where habits were forged Vinoth’s operating habits—clarity, cadence, and quiet confidence—were formed early. At CEVA he ran focused lean waves across warehouses, coached managers on 5S, and installed performance tracking that outlived the projects. At Malaysia Airlines, he helped cargo and baggage operations achieve ISO 9001 and ISO 14001, served as a lead auditor, and reduced mishandling through tight process control and operator training. Aviation taught him that resilience is built on simple habits, repeated well. A people-first philosophy, looking ahead Ask Vinoth what changes first in a turnaround and he doesn’t start with technology. He starts with people and pictures. When everyone can see the same picture—credible forecasts, trustworthy inventory, realistic lead times—they spend less time debating and more time improving. From there comes rhythm: short, honest weekly reviews; monthly conversations that reconcile ambition with capacity; and quarterly partner reviews that balance performance with partnership. The next frontier, he believes, is where real-time data meets simple rules—so decisions move to the front line, customers feel stability even when conditions change, and sustainability becomes the by-product of good design, not a bolt-on afterthought. Outside of work, Vinoth enjoys spending quality time with his family—blessed with two beautiful kids and a loving wife. He also loves traveling and food hunting, which keeps him curious and grounded. Best Supply Chain & Logistics Transformation Leader 2025 (Asia Pacific): Vinoth Haiqal For over two decades, Vinoth Haiqal has helped organisations across Asia Pacific build supply chains that are clearer, faster, and more resilient. A Lean Six Sigma Black Belt, he combines calm leadership with data-driven discipline, turning multicountry networks into systems that deliver—without drama. GMG (Supply Chain Director – Asia): Turning moving parts into one rhythm At GMG, Vinoth oversees end-to-end flows across Malaysia, Singapore, Indonesia, and Hong Kong—serving 150 outlets from four distribution centres. He works closely with Planning and Merchandising and acts as the key liaison to GMG headquarters in Dubai on all supply chain and logistics matters, aligning strategy with day-to-day realities. His priorities are simple and effective: make performance visible, set a steady weekly cadence, and empower the people closest to the work to decide. When seasonal freight came under pressure, he coordinated vendors, forwarders, and merchandisers to protect store availability—then tightened forecasting rhythms and capacity planning so the fix became the new normal. Honeywell (Director of Logistics – Asia Pacific): Digital discipline at regional scale Before GMG, Vinoth led an APAC-wide logistics portfolio across four businesses—Aerospace (Aero), Performance Materials & Technologies (PMT), Honeywell Building Technologies (HBT), and Safety & Productivity Solutions (SPS). He coordinated a large network of distribution centres and storage sites, introduced real-time visibility, and strengthened vendor governance so leaders could see issues early and act decisively across borders. During the pandemic, he steered a complex site consolidation in Australia that protected service while simplifying the network. He also owned the region’s logistics P&L, bringing consistency and accountability to how performance and cost were managed—without losing sight of the people doing the work. Valiram (Senior Vice President, then Vice President – Supply Chain & Warehouse Distribution): Omnichannel without the drama At Valiram, one of Asia’s fastest-growing luxury and lifestyle groups, Vinoth removed friction while scaling e-commerce. He redesigned the organisation, established a disciplined sales-andoperations-planning rhythm, and set clear standards for warehouses and replenishment across 175 premium brands. Fulfilment capacity expanded tenfold— Making Resilience and Clarity the New Normal in Asia Pacific Supply Chains
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