Feng Xu, Director of Strategic Sourcing & Procurement and Supply Chain at Shanghai Disney Resort, has built a career shaped by operational excellence and a deep understanding of business needs. With extensive experience in new operations and park openings, Feng plays a pivotal role in sourcing and supply chain functions that drive seamless resort operations. In this interview, he shares insights into technology, sustainability, and the evolving landscape of supply chain management.
How did you get into your current role?
I feel fortunate to have this rare opportunity. I believe my extensive experience in launching new operations, a results-driven mindset, and a focus on addressing real business needs were key factors in my selection. These attributes were essential during the opening of a new park.
What is your current role and responsibilities?
As Director of Strategic Sourcing, Procurement, and Supply Chain, I oversee sourcing, customs clearance, warehousing, logistics, and supply chain solutions for park operations. This covers services, food and beverage, hotels, engineering, and indirect sourcing. My role extends across various departments to ensure operational efficiency and cost-effectiveness.
How does a typical workday look for you? What time do you wake up? Do you have any morning routine?
My day varies depending on the schedule and meetings from the previous night. I usually wake up around 7 a.m., check emails during breakfast, and address urgent issues. On my drive to work, I reflect on the day’s schedule and priorities – a mental exercise to set the tone for the day.
What are the biggest challenges you face on a day-to-day basis? How have you addressed them?
My main challenges stem from two areas:
- Internal Communication and Alignment – As a support function, supply chain must align with business goals. Proactive discussions and clear alignment are essential to understanding and influencing business needs.
- External Market Knowledge – Keeping up with supplier capabilities, market trends, and emerging technologies is crucial. This involves continuously evaluating suppliers and the external environment to maintain a competitive edge.
What software or tools are you most excited about right now? Any that you are implementing or testing?
Key technologies impacting our operations include:
- Automated Warehouse Solutions – Break-even timelines for automation investments have dropped from 10 years to 2-3 years. WMS integration with third-party systems is critical.
- BOTs – Automating repetitive tasks like paperwork and reporting streamlines procurement and boosts efficiency.
- Machine Learning (ML) – ML is transforming forecasting and inventory planning by handling vast data sets. We’ve successfully implemented BOTs and are now focusing on warehouse automation and expanding our ML knowledge.
What is your take on AI? Is Gen AI or AI already changing your supply chain operations?
AI holds immense potential as a game changer. While Gen AI offers exciting possibilities, domain-specific applications are more practical in the short term. AI adoption requires internal capability development and management buy-in, which takes time. I’m eager to develop AI/ML models to compete with human-based processes, but securing the necessary budget remains a challenge.
How do you prioritize sustainability and ethical practices within your supply chain operations?
Ethical practices are foundational in supply chain management. Our role involves significant spending, and integrity is non-negotiable. Over-control can create bureaucracy, so balance is crucial. Our company prioritizes sustainability, focusing on food sourcing, environmental impact, and supplier diversity. I firmly believe in contributing to environmental responsibility and continuous improvement.
What are the most important skills for supply chain executives today? How do you develop them?
Supply chain executives operate in dual roles – internally representing suppliers and externally representing the organization. Developing a deep understanding of both perspectives is critical. Continuous learning, nurturing supplier relationships, and fostering win-win scenarios are essential. Our success often depends on suppliers’ capabilities and long-term commitment.
What trends will impact the supply chain profession in 2025?
By 2025, uncertainty will dominate due to geopolitical tensions and evolving US-China relations. Economic recovery and stimulus efforts in China will drive technological and sectoral shifts. Global supply chain transitions typically take 3-5 years; by 2025, we’ll likely see acceleration driven by post-COVID strategies and capital investments.
What advice would you give to someone aspiring to work in supply chain management?
Supply chain might not seem as “exciting” as product development or marketing, but it is vital to business success. It’s a continuous improvement journey focused on optimizing costs and expanding knowledge. Embracing lifelong learning and improvement is key to thriving in this dynamic field.
Feng Xu serves as Director of Strategic Sourcing & Procurement and Supply Chain at Shanghai Disney Resort, overseeing critical operational functions. You can connect with Feng on LinkedIn or through his Chain.NET profile.
