Bird Li Email and Phone Number

Production planning, logistics ,demand and supply forecast.

帶領36人的團隊(包括18位外包人員)，負責新屋廠的生產規劃、排程展開、原物料訂購及厙存管控、倉庫管理、成品出貨及運輸，OEM及外包商管理。同時負責台灣區紙漿需求規劃及庫存控管。兼任台灣區內控稽核FTS 的稽核員。Led team with 36 members including 18 3PL service providers. Headed production planning,plan executing, material PR issuing & inventory management, warehouse management, FG shipping & delivery, OEM and 3PL management.Meanwhile, hosted all the pulp demand planning and inventory management in Taiwan. Serve as internal control compliance auditor of FTS either.任職於儲運部副理主要績效成就如下：Main performance and achievement as below: 1. 持續成功Win Consistently 1-1. 在維持供應不斷料下，有效降低 30% 紙漿庫存，約9000萬。 Efficiently reduced the pulp inventory 30%, about NTD 90M. without OOS. 1-2. 簡化出口作業流程，節省 80% 文件作業工時 Simplified the exporting process to saving 80% documenting hours.2. 持續改善Continuously Improve 2-1. 建立新的紙漿需求預估模組，降低 80% 需求規劃作業工時 Established and enhanced new pulp demand forecast model and reduced 80% demand planning working time. 2-2. 改善生產排程展開流程，降低 50% 作業工時 Improved production plan executing process to reduce 50% working hours.

帶領15個人的團隊，負責大園廠的生產規劃、排程展開、原物料訂購及厙存管控、倉庫管理、成品出貨及運輸，OEM及外包商管理。Led team with 15 members. Headed production planning,plan executing, material PR issuing & inventory management, warehouse management, FG shipping & delivery, OEM and 3PL management.任職於儲運部主任主要績效成就如下：Main performance and achievement as below: 1.持續成功Win Consistently 帶領團隊，達成： 1-1. 包材庫存金額下降20%，約130萬 Reduced 20% of the amount of package material, about NTD 1.3M. 1-2. 人員作業成本節省40萬↑/年 Cost saving NTD 400,000 of labor cost per year. 1-3. 運輸成本節省100萬↑/年 Saving the freight cost NTD 1M per year. 2.為客戶著想Think Customer 2-1. OTIF:99%↑ Achieved OTIF：99%+ 2-2. Mill OEE 提升2% Cooperated with Mill to improve OEE 2%. 2-3. Production conformance 98%↑ Achieved production conformance 98%+3.持續改善Continuously Improve 3-1. 建立產能利用率模型，並回饋結果給行銷及業務單位 Built production capacity utilization model and feedback the result to MKT & Sales team. 3-2. 重新規劃倉庫動線，減少 20% 搬運時間 Re-layout warehouse to reduce 20% transport time in house.4.人才培育Build talent 4-1. 主持APO PP-DS推動小組，並進行跨廠訓練 Hosted and implemented APO PP-DS team and initiated cross-mill training. 4-2. 透過訓練與授權，培養多職能員工，減少加班費12萬/年 Improved employees' ability to extend their function via training and delegation to reduce OT expense NTD 120,000 per year.

分別任職過零件部楊梅CPD及零件需給管理室。負責售後零件倉庫的運作，包括進出貨流程改善、第三方物流及車隊管理、倉儲空間動線的改善、售服零件需求及庫存管理，包括三國調零件、輪胎、油料及其他改善專案。Work as senior specialist at YM CPD and parts demand management dep. of Hotai Motor.Responsible for AM parts warehouse logistics operation including inbound& outbound process improvement, 3PL management, storage space and layout Kaizen and demand and inventory management including APAC parts ,tires, oil and other Kaizen project.任內主要績效及成就如下：Main performance and achievement as below:1. 創新及持續改善 Innovate and Continuously Improve 1-1.調整作業模式，整體工時下降20% Improved working process to reduce 20% total work time. 1-2.改善配送模式，運費下降約100萬 Improved delivery method to reduce NTD 1M delivery cost. 1-3.改善服務不良率由百萬分之650降為110 Improved service defect rate from 660 ppm to 110 ppm. 1-4.員工作業品質反應系統開發及建置 Developed and established employee operation quality performance system. 1-5.整體盤點差異由312萬降為28萬 Reduced the variance of stocktaking from NTD 3.12M to 280,000. 1-6.庫存成本金額下降11%，約200萬 Reduced 11% of the amount of inventory cost, about NTD 2M. 1-7.產品供應率由96.6%提昇98.8% Improved service rate from 96.6% to 98.8%. 1-8.存貨週轉率由750%提昇923% Improved inventory turnover rate from 750% to 932%. 1-9.強化零件生命週期需求預測模式 Enhanced the spare parts life cycle model of demand forecast. 1-10.中小型EDI系統規劃及導入 Developed and implemented small-medium EDI system.2. 計劃、組織及展開 Plan, Organize and implement 2-1.ISO 9001:2000及14000認證及換證 Certified and renew ISO 9001:2000及14000 2-2.新績效指標導入-配送準時率 Developed and implemented new KPI - delivery on time rate. 2-3.主導7次年度盤點作業 Hosted annual stocktaking 7 times. 2-4.規劃及建置安全作業規範，連續二年獲得TOYOTA海外亞洲區安全評鑑第一名 Founded and implemented safety operation specification and won twice the first prize of TOYOTA overseas APAC safety assessment in two years.