 Develop x-border customers to Europe Design logistics routine from China to Europe Maintain key accounts (Shein, Tempu) business in Europe

 Develop suppliers in China for Laptop batteries, AC adaptor, Power cord, Mechanical parts, Keyboard &Mouse Work with suppliers on the commodity design, specifications, and request samples to factory for testing Work internally with factory on testing result and communicate requirements with suppliers Discuss with supplier on contract terms including pricing, quality requirements, lead time etc. Place PO to supplier, arrangement shipment Negotiate price for SSD commodity, allocate supply between factories

1. Powever Internation Ltd is a new company set up in Canada, it owns advanced and high qualitiy products of door control system. As the new company's SCM process owner, I am responsible to set up all processes related to SCM including inbound and outbound, planning, procurement etc.2. People hiring of SCM3. Set up the KPIs 4. Supervise the activites of SCM and make sure the KPIs meet the goal5.Inbound logistics management: Arrange shipments from Wuhan China factory to the local warehouse in Richmond Hill, ON.6. Sourcing and negotiate with suppliers

1. lead manufacturing logistics, covering material receiving, warehousing, shipping, inventory control and LSP management, make sure the KPIs (Inventory accuracy, warehouse utilization, Order Delivery To Production On Time Rate, Budget Control) is achieved, the budget is under controlled.2. Build up the team, make the resource plan of the team and expand the platform support to overseas supply center3. Provide platform support on Global Inventory Control in each supply centers4. Day to Day meeting with production, engineering, quality and Materials team to review the daily production KPIs5. Manage and Monitor the LSP (DHL) operation performance and make sure their KPI is achieved according to the target6. To achieve the target of reducing headcounts and cost saving, I made a lot of automation in warehouse, e.g: Automated warehouse (ASRS) project for the new Songshan Lake (Dongguan) campus as well as other successful material handling automation initiatives, which saved 50% of warehouse space and 35% labor cost.7. Implement Oracle WMS in the warehouse globally to improve inventory accuracy, precise location for material picking, and solved the transaction delay issue.8. Implement VMI to control inventory and balance supply9. Implement JIT mode to bulky materials suppliers to save warehouse space and push production for scheduling accuracy10. Lean management for operation efficiency

procurement, Report to VP of Global Procurement1. lead OEM team for daily procurement function, including monitoring to maintain healthy inventory level, PO replenishment, strategic buy, maintain healthy communication with supplier with GCM (Global Cost Manager), etc. commodity include the OEM products like Storage, Router, Switch, Cabinet; To meet the KPI goals(OTD(Order to Date, Lead time, FPY (First Past Yield)2. lead a team working for EMS project, to roll out the standard performance measurement for EMS factory globally (Foxconn/Flex in China; Foxconn/Elcoteq in Europe; Foxconn in Mexico; Flex in Brazil; Flex in India) and monitoring. Transfer new products to EMS according to the roadmap to meet the revenue target for EMS.3. Organize the cross function communication matrix internally (Planning, Global quality, global engineering, GCM), lead the cross functional team to run the EMS operation from end to end4. Participate the MPA(Master Purchase Agreement), SOW (Statement of Work), MOU(Memorandum of Understanding) negotiations with the GCM team, to provide the rules, goals from operation perspective; Working with planning, GCM to give the material supply mode for EMS according to different products (consignment, Buy Sell or Turkey)5. Wkly EMS operation meeting to review the KPI and improvement actions to driving the goal achievement6. Monthly EMS management meeting to review EMS sales revenue, KPI, highlighted issues7. Participate QBR (Quarterly Business Review) set up by GCM team, updating EMS quarterly operation KPI performance, highlight issues, regional TPI strategy to top management team between internally and EMS

Report to Director of Global Materials Dept1. In order to support Global buyer project, Set up APJ SC3 team early of 2007, organize and align the R&R, process with GSC3. Lead the team to Support Asia factories from material perspective2. Wkly reporting APJ COS (Continuity of Supply) outlook to top management team, participate APJ D/S interlock for supply rebalance and demand shaping if anyWkly reporting 2 wks look ahead to APJ factories3. Daily operation meeting with APJ factories to highlight and update material status and shortage recovery plans4. Prioritize shipment and driving material pull in to maintain COS5. Set up war room with procurement team for soonest material recovery solution in each last month of Q'end to achieve best sales revenue6. Coordination with APJ quality and manufacturing for supply quality issue, rework, RTVBuild up the team and reach the goal from Hoshin plan7. In May of 2008, winner of "Director To Top" in Dell, and was selected as Dell Asia top 50 players in 2008 and got awarded for New Zealand DTT trip.

Report to manager of APJ materials Dept.1. Team leader for APJ I/O team(Keyboard/Mouse/Speaker/UPS/Cable/Power cord), Gained Outstanding Teamwork award from Global in middle of 2006)2. Buyer for different commodities for computer, (e.g: HDD, CPU, Memory, Display), the role is to achieve DSI target and meet financial goals, monitoring the DSI level in hub, to ensure no production gap out and no E&O in each factories; Work with planning for demand supply rebalance if needed.; Negotiated w/suppliers & drive them to be controlled on quality, cost reduction & delivery performance; Internally, communicate with demand supply team for fcst issue and fcst adjustment, communicate with marketing team for demand shaping if there is industry shortage, report shortage to production scheduling team and update incoming shipment plan, expedite shipment with logistics if items are under potential or real shortage, work with logistics team for inter factory transfer, work with engineering team for ECO cut in or deviation3. Continually improve business process to make a win-win for my company & customers.Lead AGM (Asia Global Material) Audits (CSA, Corporate Audit, ISO), total 12 team members to ensure the correct process. Made Fully compliance and pass audits across Asia GM, Review with APJ Manufacturing VP & WWP VP for CSA audit results4. In 2003: Certificated with Green Belt for Mitac embedded cost reduction, cost saving USD560K5. In 2005 to 2006, Key role player as representative from Procurement to work with Logistics, Xiamen Customs and Bax global to drive suppliers to implement BLP（Bonded Logistic Park) mode, $2M saving derived from BLP project, Gained "Global Excellence Award" from WWPMarch 2006 to November 2006, from AGM to work with Global team(US, Europe and Brazil) for GBPT Project (Global Buyer Planner Tool, to replace DSi2 MRP), successfully launched the new tool timely6. In 2006: 2nd Green Belt certified (Primax Embedded Cost reduction), cost saving USD322K

1. Key contact window for some key customers e.g: Taiwan Sanyo,2. follow up sales orders from customers, including task order to factory, prepare shipping doc. and fulfill customer's order3. Pass customers' requirement on products to factory and make sure requirements have been excuted4. work with finance to make sure the accounts receivable are received