Jerry Lee Email and Phone Number

Lead and manage the Logistics Service DivisionB2B & B2C logistics ExpertiseThe main business is B2B/B2C warehouse and transportation management for the telecommunications company, as well as B2C warehouse and transportation services for brands, chain stores and e-commerce platforms, that is, third-party logistics (3PL) services that specialize in e-commerce logistics.Main achievements：1. Innovate the transportation mode of mobile phone repair parts in stores, shorten the timeliness by 20%, and save about 18 million Taiwan dollars costs each year.2. Improve the operation process, optimize the system, and greatly increase the efficiency of the B2C warehouse. An order is shipped every 3 minutes averagely.3. B2C logistics revenue grew 3.3 times in 3 years, from 14 million/year to 46 million/year, from a monthly loss of nearly 1 million to a monthly EBIT of about 400,000, and customer satisfaction remained at 80 points above.4. In 2018, the volume of orders during the double 11 period increased by 17 times than usual. Through pre-planning and temporary adjustments, the orders were successfully digested within the time limit.5. The delivery time for friDay shopping has been shortened from more than 2 days to less than 24H.6. The inventory loss rate, shipment error rate and processing error rate of my logistics centers are all close to 0.7. While maintaining high performance, colleagues in may department still have a very high centripetal force. The eNPS of in 2021 is 89.8. Responsible for the planning and construction of a new logistics center for FEG's e-commerce.

Major work:Building and managing backbone structure of EC business, which Includes EC warehouse, packages delivery, customer service center, and merchandise procurement.Major achievement:The Inventory decreased from 31 days to 20 days.The D+1 delivery rate increased from 60% to 90%.The shipment error rate controlled under 0.01%.The EC warehouse inventory was about 0 loss or damage.Saved about 3 million NTD home delivery fee annually through KPI mechanism and bargaining.

Major work:Home delivery 3PL managementReverse logistics managementDelivery Process improvementBudgeting and forecastingCost reduction and cost control Cost-benefit analysisDelivery Process developmentMajor achievement:The percentage of “Designated delivery” orders increased from 25% to 53% , the growth rate is 112%, which brought better deliver quality, much more speedy, and increased the annual net income by US$71, 000 from the delivery fee.The annual home delivery cumulative complaining rate dropped from 0.016% to 0.009%, 80% improved, and the damage rate controlled under 0.002%.94% of EC home appliance orders arranged with customers within 24 hours after ordering, 97% of orders accomplished installation in 3 working days.

Major work: Leading a team of 4 staff to manage projects and data analysis.Supporting CEO and sales teams in managing operation work flow.Developing and creating new services to meet needs from operational departments.Assisting operational department planning or improving workflow.Inter-departments communication and coordination.Major achievement:Responsible for implementing new sorting equipment and process to terminals and service centers in 2007, the operating cost per parcel dropped from NT $86.3 to NT $83.2. The annual cost savings reached approximately NT $55 million.Committed to establish and analyze Driver’s performance and work record in 2008, which improved operation efficiency by 15%. The operating cost per parcel dropped from NT $83.2 to NT $71, and the annual cost savings reached more than NT $200 million.Taipei transit terminal project implementation in 2009, the capacity was increased from 30,000 parcels per day to 45,000.Responsible for documenting and writing the standard operating procedures of Home Delivery service in 2010.Setting up baggage delivery service at the airport in 2011; this service generated NT $38 million revenues in 2012.

Major work:Home Delivery day-to-day operational management.Leading 7 service centers, 228 staff and 161 vehicles.Department Budget Control and Planning.Planning and executing regional sales improvement projects.Major achievement:Annual revenue increased NT $15.2 million, growth rate of 12%.Annual Profit increased NT $9.3 million, to turn loss into gain.On time delivery rate raised 10%.Misrouted parcel dropped 40%.

Identified operational inefficiencies and made recommendations for necessary improvements.Established internal cost and revenue allocation system and provided key performance index in order to evaluate improvement measures.Assisted managing Financial Department for 7 months because of the sudden resignation of the CFO.Developed and implemented high efficiency accounting flow. The monthly balance sheet was able to be presented on the 1st instead of the 5th each month.

Profit and loss analysis.Assisted operational departments with SOP setup.Built up low temperature home delivery service in 2003. This service has generated over NT $1.2 billion revenue in the past ten years.

Day-to-day operational management and sales improvements.Supervised 15 staff and 10 vehicles

Assisted supervisor with managing staff, vehicles and sales.

Home delivery work.Area sales improvement.