Jay Min is a Senior Director Analyst, where he focuses on supply chain strategy, network design, and risk management. He advises CSCOs and business leaders on navigating disruption, strengthening supply chain resilience, and aligning supply chain capabilities with enterprise strategy. He also provides insight into Asia/Pacific market trends and business dynamics, helping executive leaders understand the strategic implications for growth, operations, and competitive advantage.
Jay brings more than 20 years of practitioner experience across technology, telecommunications, logistics, and consulting. Before joining Gartner, he held leadership positions at Lenovo, Optus, and DB Schenker, where he led large-scale supply chain operations, transformation programs, and customer growth initiatives. He later worked as an independent consultant, helping organizations scale through operational excellence, process optimization, and digital transformation. His combination of hands-on operational leadership and strategic advisory experience enables him to provide clients with practical, outcome-focused guidance on today's most pressing supply chain and business challenges.
Singtel Optus, Associate Director, Logistics Operations and Fulfilement, 10 years
DB Schenker, Program Manager - Consumer Electronics, IT, 1 years
Lenovo, Senior Manager- Asia Pacific, Global Supply Chain, 9 years
Supply Chain Network Design
Supply Chain Risk Management
Supply Chain Strategy Development
Bachelor of Arts (B.A.), Chinese Language and Literature, Hankuk University of Foreign Studies (HUFS), South Korea.
How can organizations align risk management strategies with business priorities to build resilience and competitive advantage?
What are the essential steps, data, and best practices for developing, optimizing, and implementing an effective network design strategy?
What are the best practices and key steps for assessing, optimizing, and redesigning a distribution network to improve performance?
What strategies and priorities are essential for overcoming major hurdles in future supply chain success?
What strategies can organizations use to optimize logistics costs while maintaining or improving service and performance?