Led Supply Chain

Oriented at the factory for 5 years in order to set up and run the new U.S. office. The new U.S. office’s goals include improving customer satisfaction and better understanding the market in terms of trend, channel, and products for effective pricing and R&D.Managed a team of over 100 staff; team focused on facilitating the sales of finished goods ranging from faucet, bath accessory, sanitary ware, acrylic bath tub, to shower enclosure. Supervised OEM faucet component sales operation with an annual turnover of USD $250M, which includes markets in North America (55% share), Europe (37% share), U.K., China, and others.Reported to the President of Seagull Holding in Guangzhou, China.

Led 35 staff in total, with 7 staff in China; initiated costing improvements by re-organizing the team and introducing the next generation system.Main responsibility was to manage traditional price negotiation and E-auction.Provided efficiency and effectiveness on pricing process with transparency.

Led Dry Food buying groups, including Beverage, liquor, Oil, Sauce, Noodle, Can Food, Dairy Item, Confectionery, Bakery, Biscuit, Pet Food, and Milk Powder, with 5 buying managers, 1 assistant manager, and 6 buying assistants.Mainly responsible for delivering sales and profitability for Confectionery & Bakery category by deciding merchandise assortments for stores, procuring merchandise, arranging majority of the marketing activities with suppliers, and controlling selling price.

Led 43 people, of which 4 managers who directly reported to me; mainly responsible for supervising the following areas:1) Financial Accounting (2 managers, one in Shanghai and the other in Guangzhou): General Ledger and Reporting, Credit Control, AR/AP, Expenses, Treasury, and Invoicing;2) Management Accounting (1 manager): Budget Control, Performance Evaluation, and Capital Investment (i.e., supply chain projects and management information system);3) Information Technology (1 manager): Maintenance of business system (BPCS) and LAN, and support for business information requirements.

Led a team of 102 people with 6 managers directly reporting to me; responsible for supervising the following functions: 1) Accounting - financial accounting, cost accounting, and management accounting; 2) Buying – procurement of raw material, packaging material, promotional material, and major office equipment;3) Planning - 3rd party sourcing, co manufacturing for other brands, MRP, and stock level management; 4) Warehousing - material storage, finished goods storage, 3rd party warehouse management, and 3rd party loading worker management;5) Transportation - company trucking management, 3rd party trucking management, routing, river and rail transport, and freight negotiation;6) Information Technology - LAN and information security.

Mainly responsible for international buying of key chemicals and for local buying of packaging, along with a senior buyer and a junior buyer who directly reported to me.Led the value analysis program with the Marketing team.

Worked in the business group of East Asia Pacific region to consolidate monthly results from 13 countries and to prepare the annual plan for the business group.

Converted local financial report to Unilever financial and management report; prepared product category performance analysis and capital investment appraisal (Personal Products and Foods) with 2 staff members who directly reported to me.

Worked at the Lipton regional packing center to create a supply plan for all 13 countries in the region.

Worked on the distribution restructuring project (established central distribution center and reduced numbers of sales offices and depots in Taiwan), and later implemented the project together with the logistics manager.