Father · Practitioner · Mentor

Ken FongA life in lessons

Thirty years. Eight countries. One lesson: success is not measured by wealth. It is measured by friendship, kinship, and the people who are better off because you were there.

Today
Full-time senior management — a complete supply chain professional: Procurement, Production, Logistics — land, air and sea · 30 cumulative years
My Aspiration
To become an adjunct lecturer & coach — ready to pass 30 years of real cases to the next generation
Ken Fong
30
Years as a hands-on practitioner
8
Countries lived & worked in
3
Children, three paths — all positioned early
100s
Of staff, interns & students taught
Where I Am Now

Full-time senior management, with 30 cumulative years in supply chain. Trained and proven across procurement, production and logistics — land, air and sea. Today I direct group-wide procurement, process systems and digital transformation for a multi-site food manufacturing group across ASEAN: USD 2.0M savings over three years, a full Power BI reporting suite, and a Learning Hub documenting the group's end-to-end SAP manufacturing process.

What I Bring

30 years of end-to-end supply chain, run first-hand — procurement to distribution, across eight countries. Negotiation earned at real tender tables. And a rare skill: turning non-technical teams into confident users of BI and AI.

Where I'm Headed

My aspiration: adjunct lecturing and coaching. I have not started this chapter yet — but I am preparing seriously for it: full teaching modules built from my real cases, ready for the classroom. The aim is part-time lecturing at tertiary institutions first, growing into my main work as I move toward retirement. The conversation can start today.

How I Try to Live
i.
Keep it simple, keep it practical — and easy to understand
ii.
Lift the people around you — leave them happier, valued and confident
iii.
Be considerate — see things from the other side first
iv.
Be respectful — from the boardroom to the factory floor
v.
Be generous at the right occasions — with time, credit and help
01

The Journey

Not a job list. Each chapter is here for the person it made me — not the title it gave me.
1990–1994Singapore → USA

From Ngee Ann Polytechnic to Wichita State University

A polytechnic boy with one dream: to live and work overseas. America said yes. It gave me a Bachelor's, a Master's — and my first taste of teaching, helping students who were struggling.

1994–1997USA

The dream realised — my working years in America

1994 was a hard year to find a job. Calidad took me. Then K-TEC. Process and manufacturing engineering, then quality — serving Compaq, Dell, Applied Materials. Three years in America. The fundamentals, learned on the floor.

1997–1998Taiwan & Singapore

Tefen — a year inside a semiconductor fab

Recruited into engineering consulting: optimising spare parts and consumables inventory where downtime costs a fortune. Then home, through Taiwan.

1998–2002Singapore

DHL — building Asia's express backbone

Project manager for the first and largest transhipment hub in Changi Airport's freight zone — a USD 33M build at the heart of DHL's new Asia-Pacific network. The promise it had to keep: Tokyo to Sydney in under 24 hours.

2002–2006Asia

DHL Supply Chain — when the deadline is measured in hours

Critical spare parts across Asia: cross-border inventory management and express transit, with fulfilment due in hours, not days. I designed the hub-and-spoke distribution network and set up the call centre operations behind it — warehouses across twelve countries.

2006–2007Malaysia

Headhunted to the port — closing the loop

Sea freight and seaport operations at one of Malaysia's major ports. The missing piece. Land, air and sea — the loop was now complete.

2007–2009China

China — where procurement became a craft

Chinese culture and language added depth to everything: cost control, sourcing process, the intricacies of procurement. I learned how to run a clean procurement organisation — and how to harvest millions in savings through strategic sourcing. Fifteen people on my team. My Mandarin was imperfect. Trust spoke louder.

2010–2013Malaysia

Co-founding my own venture — backed by trust

My former boss from China became my shareholder. Mining. Commodity trading. Then a world beyond supply chain — private equity, acquisitions, restructuring, public listing. The venture ended. The friendships didn't.

2013–2015Malaysia

PureCircle — the discipline of regulated food

Stevia. A regulated food business — GMP, Halal, audits everywhere. I ran procurement and planning, cut packaging inventory by 30% with just-in-time, and delivered an ERP implementation. Precision became a habit.

2015–NowSingapore · today

Group supply chain leadership — and a turn toward passing it on

Group procurement and process systems across a multi-site manufacturing group in ASEAN. And in my fifties, teaching non-technical staff to use AI. The learning never stops.

What the journey adds up to
The full supply chain, run first-hand — end to end.
Procurement Production & Manufacturing Production Planning Logistics Distribution
Powered along the way by: ERP Data Analytics · Power BI and now, AI
Not managed from a distance — every link in this chain is a job I have personally held and run.
And in recent years, instrumented: I built a full Power BI reporting suite covering procurement, inventory, production, maintenance, quality control, and sales & operations — plus a Learning Hub that documents the group's entire SAP manufacturing process, end to end.
02

Lessons I Want to Pass On

Short on purpose. Each card is a story I'm happy to tell in full — over coffee, in a classroom, or to my own children.
1

Helping struggling students taught me more than my Master's did

Under Dean Jim Kelley, I ran Wichita State's Supplementary Instruction programme. Five courses. The tutors: last semester's A-students. The learners: those who were struggling. I went to organise. I came back having learned.
When you teach, you learn twice.
2

The right crowd in your team makes all the difference

At K-TEC, 80% of the floor was Vietnamese. Management was mostly white. I was neither — a young Asian engineer in between. Thu Pham and Thoa Sutphen took me in and taught me to work the western way. Their people earned close to minimum wage. They were the hardest-working, most quality-serious people I have ever seen.
A company's numbers look good when the right people fill the team.
3

Eight countries taught me one thing: respect travels further than authority

The United States. Singapore. Malaysia. China. Taiwan. Indonesia. Vietnam. The Philippines. A title means little in a country that doesn't know you. Respect opens every door a title cannot.
Respect is the one currency accepted everywhere.
4

When my business ended, my friends did not

Three years of mining and commodity trading. The venture closed in 2013. The people from that chapter are still in my life today — including the boss who backed me with his own money. The balance sheet zeroed. The relationships compounded.
Ventures end. Friendships are the asset that survives.
5

The best deals are the ones where both sides win

At PureCircle I cut packaging inventory by 30% with just-in-time. But JIT is not a formula — it is a relationship. It only works when your supplier wins too: steady volumes and honest forecasts from me, reliability from them. Squeeze a supplier to the bone, and JIT collapses on the first hiccup.
A supplier who wins with you will save you when it matters.
6

Enriching others enriches yourself

I mentored interns on real projects. Trained staff across nine sites. Every one of them made me sharper, more patient, better at my own job.
What you give the young comes back with interest.
7

Don't fear the new tool — I learned AI in my fifties

I'm not an IT person. I learned AI in my fifties anyway — then rolled it out to ordinary, non-technical staff and watched them get better at their jobs. If I can, you can.
AI doesn't replace a competent person — it makes one more valuable.
8

Rules don't work until you teach them yourself

I wrote six operational policies for nine factories in four countries — procurement, inventory, planning, quality, compliance. Writing them was the easy half. I ran the rollout training myself, site by site. A policy that stays a PDF is not a policy. It is a suggestion.
A rule is only as strong as the training behind it.
9

Trust built in one job became a partnership for life

In China I built trust — with my team, with my seniors. It outlasted the job. Years later, my former boss became a shareholder in my own venture. Trust opened doors I never expected: private equity, acquisitions, restructuring, public listing.
Do the work well and treat people right — the relationship outlasts the role.
10

You don't need to be the smartest in the room

My job was never to know the most. It was to find the people who did, bring them together, and get out of the way. Harness expertise. Don't compete with it.
The best managers are conductors, not soloists.
11

Groom them early — at home and at work

Three children. Three paths. All positioned before graduation. I do the same with interns and staff. Develop the young, and develop them early — it is the greatest value a senior person can pass on.
Developing the young is a leader's real legacy.
12

My children built something together — that's the real report card

My son founded a swim school. His two sisters coach beside him. Careers on weekdays. Family business on weekends. I never lectured them on kinship. They watched. Then they built.
The values you live at home become the things your children build.
03

The Fongs

One belief, proven twice — grooming starts young, and it works.
"Groom people early — from young, through the first stage of their career. I do it with my children, and I do it with my staff. It is the greatest value a senior person can pass on."
Dylan
The Entrepreneur

Twenty-two. NTU Year 2. Founder and Head Coach of 02H Swim School — a competitive swimmer with national-competition medals of his own. He built the business end to end with AI as his toolkit: the website, the SEO marketing, and the app that runs schedules, students, parents and payments — all created with Claude Code, Claude Design and Claude Cowork. Now on his second internship, at Igloo, stacking industry experience before graduation.

Mandy
The Professional

The eldest. She earned her stripes at TotalEnergies — a two-year graduate programme completed, with half a year stationed in Geneva — before moving on to Orient Oil Express. On weekends, she is the patient coach every beginner hopes for at her brother's swim school.

Renee
The Carer

A nurse at KK Women's and Children's Hospital, caring for others as a career — and the family's champion in the pool: a string of national medals, Sportswoman of the Year at Nanyang Girls' High School, and Singapore colours worn in Indonesia and the Philippines. She coaches alongside her brother at 02H — the two of them completing their national NROC coaching certification.

At Home

Each child positioned before graduation — internships, ventures, and guidance matched to who they are, not who I wanted them to be. They walk into interviews ready to shine.

At Work

University interns mentored on real projects. Non-technical staff trained on AI tools and made more capable. Team members developed across nine sites in four countries.

The swim school is not Dylan's alone. His sisters coach beside him. Careers on weekdays, family on weekends. Kinship was never a lecture in our home. They live it.
04

From Managing Well to Developing People

I was a good manager for thirty years. Tracking, resolving, reporting, delivering. Then my view expanded: develop my people so they perform as well as me, or better — and reach my level sooner than I did.

That is why I channel my attention into building real-life training material — for my staff, for my company, and for the classroom in my next chapter. Experience kept to yourself retires with you. Experience passed on keeps working.

How I Teach & Coach

Every session is built on real cases — tenders I ran, shipments that went wrong, teams I turned around, tools I rolled out to non-technical staff. Not frameworks from a textbook: decisions I made and lived with. The ones that failed teach the most, and I share those too.

How I'm Available

My aspiration is adjunct lecturing at tertiary institutions — a natural fit, since adjunct roles are built for part-time, flexible engagement: evenings, weekends, one or two modules a term. I am in full-time employment, so any engagement begins with my employer's consent. As I move toward retirement, teaching becomes my main work. The conversation can start today.

a.

Coaching managers

For younger managers finding their feet — how to see things, how to learn things, how to harness the resources and expertise around you.

  • Leading people older or more expert than you
  • Managing across cultures
  • Growing your team while growing yourself
b.

Lecturing supply chain

Practical, plain-language teaching for working adults — from someone who has run these functions, not just read about them.

  • Strategic Sourcing & Negotiation
  • Purchasing & Supplier Management
  • Integrated Logistics
  • AI & Data Analytics for SCM
c.

AI enablement for the non-technical

I'm not an IT person — that's exactly why I can teach this. Helping ordinary professionals use AI to become more capable, not more afraid.

  • Everyday AI tools, plainly explained
  • From fear to first productive use
  • For teams and for individuals
Foundations
M.Sc. Industrial EngineeringWichita State University, USA · 1994
B.Sc. Industrial EngineeringWichita State University, USA · 1992
Diploma, Mechanical EngineeringNgee Ann Polytechnic, Singapore · 1990
Ending with the Beginning

This all started with two generous teachers

At Wichita State University, two men shaped what teaching means to me.

The first was a professor whose name time has taken from me — but whose lesson never left. He walked into class one day telling a story: how he had witnessed a disease spreading through a township. At the climax, he stopped and asked: so how do we calculate how many more people will be infected? And from that question, step by step, he built the differential equation in front of us — every parameter earning its place in the formula. A subject that frightens most students became a story I wanted to know the ending of. I got an A in that class. More importantly, I learned what teaching could be.

The second was Dr Jim Kelley, Dean of University College — my boss. He trusted a young graduate student from Singapore to run the university's Supplementary Instruction programme across five courses, recruiting the top A-students of previous semesters to teach those who were struggling. He was so proud of what the programme achieved that he coached me, then urged me onto a stage in Dallas in 1994 to present its results at a national conference — my first time speaking in public. His generosity was of a different kind: trust, opportunity, and a push at the moment I needed one.

What I am today — the manager, the mentor, the teacher I am becoming — was shaped in no small part by these two men. I am deeply grateful, and that is why this page pays tribute to them.

Everything here — the coaching, the teaching, the training material, the belief that good lessons should never be lost — is my way of returning what they gave me.

Dedicated to Dr Jim Kelley
Dean of University College, Wichita State University — and to the professor whose name I have lost, but whose lesson I never did.

If Any of This Speaks to You

Whether you're a young manager, a student, or simply someone figuring out what success should mean — I'm happy to share what I've learned. The coffee is on me.

The next chapter of this page is still being written. Perhaps you are in it.

Email Ken
Ken.fongyk@gmail.com  ·  LinkedIn