Sam Tanetvitayavet is a Global Procurement Manager for PepsiCo's APAC region, based in Bangkok, Thailand. Over his career spanning over 20 years, he has consistently reduced procurement costs by over $5 million through strategic sourcing and negotiations. As Global Procurement Manager, he is responsible for regional RFPs and has optimized total cost of ownership, secured supply bases, improved price predictability, and driven sustainability initiatives. He has extensive experience in supply chain management, process improvement, and strategic thinking.

1. Sam Tanetvitayavet
1655/551 Petchaburi Road,Rajthewee, Phone: +6685 488 4288
Makkasan,Bangkok 10400 THAILAND sam.tanetvitayavet@gmail.com
GLOBAL PROCUREMENT MANAGER – APAC REGION
Results-oriented, highly productiveprocurement professional with a demonstrated ability to consistently reduceprocurement costs
for more than $US5MM over 4 years period from secondary packagingcategory. Good grasp on PepsiCo commodity hedging,
playbook and control policies locally and regionally. Possess extensiveknowledge and insights on resins (LDPE) and fiber market.
Well managed supplier relationship through PepsiCo CoC fosteringvendor trust and credibility. Shareknowledge gained with other
GP team members, support diversity and inclusion workingcultureand firmly established oneself as the leader of secondary
packagingcategory in APAC region.
PROFESSIONAL EXPERIENCE
Global Procurement Manager – Secondary Packaging, Jul 2013 to present
 Analyze and implement risk management strategies for secondary packaging categories including (Multipack
shrink film, Beverage labels/sleeves, BIB bags, Stretch films and Corrugated carton) for APAC region in order to
secure supply bases for COBO business. If needed, develop mitigation plan and execute. E.g. Risk management
strategy for multipack shrink film was identified. Primary raw materials are LDPE and mPE - metallocene
polyethylene. Major resin producers in APAC region were identified. Work with converters to develop strategic
partnership with resin supplier (PTT and Exxon mobile) to lock up both price and supply capacity. Alternative
resin suppliers were also identified (Borouge, Capco and Dows) as backup. Import options were also mapped
and explored. Alternative converters have been identified and BCP plan was exercised. Hedging option wasn’t
able to be done due to small COBO volume leverage. Strategies were aligned with team. Innovation for resin to
further productivity was also considered and some were implemented to get productivity.
 Responsible for regional RFPs for secondary packagings (total yearly spend of US$40MM). Optimize total cost of
ownership (TCO) across supply chain by analyzing category, developing sourcing strategy, driving competitive
market bids, negotiating commercial terms and executing long term purchase contract with key suppliers and
have saved more than US$5MM worth of combined productivity since 2013 including credit term extension from
45days to 75days.
 Plan on saving implementation and develop structure to sustain benefit. Align benefits with finance team.
 Improve price predictability by locking up or establishing price reviewing mechanism to mitigate price inflation.
Also support business by proactively providing sensitivity analysis on effect of commodity price impact using
guidance provided by corporate.
 Go upstream of supply chain to find partner and lock in raw material prices.
o Beverage label: Successfully partnered with Jindal (The biggest base film supplier in the world) to lock up
base film price for THBev with future productivity pipeline.
o Multipack shrink: Explored possibility of locking up price with brokerage (Ginga) on LDPE and LLDPE.
PepsiCo Services Asia (APAC Region) Bangkok, Thailand

2. o Corrugated carton: Explored possibility of locking up fiber price with CellMark, one of the world largest
providers of raw material for pulp and paper industry.
 Work with APAC commercialization team to understand packaging testing protocol and appearance standard. Be a
part of a team to develop proper trial protocols for all secondary packaging and ensure that suppliers are
supportive.
 Drive sustainability agenda for secondary packaging including corrugated carton, beverage label and sleeve by
identifying roadmap and follow up as per planned. E.g. PVC label has already been eliminated from APAC COBO
supply. Work with PEP NYHQ team (Eric Yuen) to develop roadmap for APAC corrugate supply to become fully
forest stewardship council certified. Non-toluene ink was introduced into market for beverage label.
 Lead benchmarking program for APAC secondary packaging leveraging PEP internal resources - AMENA sector
and NYHQ - to benchmark for secondary packaging. Opportunities have been identified with productivity project
pipeline and also shared with other region. E.g. Being the first one to implement light weight monolayer
beverage label in APAC and shared knowledge with NYHQ team (Steven Le and Ben Buchanan) on how to
implement and problem occurred with solution of ink scuffing. Benchmark corrugated carton with AMENA sector
to explore downgauging productivity by leveraging Smirfit and Kappa software for Thailand, Pakistan.
 Maintain tight coordination with people from various countries in APAC (Vietnam, Pakistan, and Malaysia) to
support productivity and sustainability agenda.
 Ensure that given sourcing recommendations are implemented, compliance monitored, and benefits tracked in
close collaboration with the transactional procurement teams in markets, and in line with policies, practices,
controls, and appropriate disbursements of authority.
Global ProcurementManager, Jul 2012 to July2013
 Setup PET and Aluminum forward coverage plan for Thailand Beverage in conjunction with Resin COE (Jason
Sun) and Cans COE (Mark Thorn).
 Execute aluminum coverage plan per playbook together with cans COE and report coverage taken to business
and provide reporting to finance.
 Leveraging COE learning and setup supply chain for rigid packaging (bottles, closures and cans) for THBev.
Supply Chain Manager, Jun2007 to Jun2012
Build Supply Chain Competitive Advantage
 Develop should cost model to mitigate commodity price inflation and to support hedging activities for palm oil,
broken rice, corn and tapioca.
 Lead packaging size reduction project for all snack product lines (Lays, STAX, Twisties, Tawan, Cheetos and
Doritos) giving significant productivity saving to THMU.
 Continuously audit and improve end to end supply chain process throughout the supply chain (Procurement,
Agro, Manufacturing, Logistics and Engineering) to improve efficiency and find opportunity to leverage IT system
to enhance process control and reduce risks.
PepsiCo Trading Co., Ltd. (Thailand Market Unit) Bangkok, Thailand

3. Modernize Supply Chain Processes
 Lead Oracle supply chain planning software implementation. Develop tools/reports for Supply Chain department
to improve efficiency of supply chain planning process. Manage all aspects of the project as per PEP’s
methodology to get the result as planned.
 Build new Agronomy IT system to increase working efficiency/accuracy of information, eliminate redundancy and
reduce acquisition cost per ton of local supply potato. Thailand Agronomy system was adopted to be best practice
for APAC region.
 Lead Demand Planning best practice process and software implementation for sales department improving
demand forecast accuracy for at least 5% nationwide level.
Special Assignments and Extra curriculums
 Lead Ops department to pass PepsiCo Global Control Standard (GCS) Audit Program with “Effective” rating for 2
times during 2008 and 2011.
 PepsiCo Annual Productivity Award winner for Packaging size reduction project
 Change Management Program Training
 PepsiCo Diversity and Inclusion Training
 PepsiCo Train the Trainer Program on Customer Demand Forecast and Supply chain planning best practices
 PepsiCo Strategic Logistic Network Analysis Training
 Train the Trainer Program on PepsiCo International Global Control Standard
 PepsiCo Asia Region Key Manager Best Operational Practice Site Visit held in Saudiye, Turkey in 2010.
 Strategic Thinking training
Senior Supply Chain Consultant, 2006 to Jun2007
 Manage team of consultants (10 members) for business process improvement projects within time and budget.
 Analyze and make recommendations to customers on how to improve working process and leverage IT tools to
improve work efficiency. Processes covered are Purchase to Pay, Material Management and Sales order.
 Manage project timeline and budget (US$1-2MM) to meet company’s resource utilization target and profit
planned of each project.
 Manage expectation of customer throughout the entire project cycle to ensure smooth project closure.
Industrial Engineer, 2000 to Jun2006
 Perform rough cut capacity planning for the company to ensure enough capacity to support yearly sales plan.
 Schedule master production plan and raw material requirement planning to accomplished 90+% filled rate.
Monitor forecast accuracy and perform root cause analysis.
 Achieved and maintained raw material and finished goods inventories to desired level, tracks process of
production and reviews factors that affect the schedules.
 Improve preventive maintenance program to ensure minimal machine downtime to production lines.
QAD (Thailand) Ltd. Bangkok, Thailand
Delta Technical Coatings, Inc. California, USA

4.  Lead new product planning/costing procedure that improved ability of marketing to launch new products more
effective in term of price and launching time.
 Supervised/Audited wall to wall inventory cycle count in year 2000 and 2001.
EDUCATION
Master of Science, Industrial and System Engineering, 2000
Business Administration Certification Program, Concentration on International Trade and Commerce, 2003
Bachelor of Engineering, Industrial Engineering, 1997
The University of Southern California California, USA
The University of California, Los Angeles California, USA
Kasetsart University Bangkok, Thailand