- Hold total operational responsibility for a $2.75 billion indirect/direct material spending. Oversee a team of 1,000 people with 4 senior managers and 14 managers in sourcing, supply quality, supply management as well as logistic management; - Developed the vision and strategy for the end to end supply chain function across the entire business; Re-structure the procurement, strategic sourcing and supply chain functions through organizational realignment and proper goal setting for Yutong Group; Implemented a centralized purchasing and supply chain function for different business units; Developed business strategies for key commodities as steel, engines, axels, transmission, etc..; Restructured purchasing, separating strategic versus tactical buying which resulted in material cost reductions of more then 4% on a yearly basis;- Led organizational design, staff recruitment, strategy implementation and system development and integration for the company.- Manage comprehensive cost analysis for material procurement: setup cost standards, converting times, supply chain and volume to set right sourcing strategy and supplier relationship management. Develop key supplier/vendor relationships to support operations and position procurement teams to win business;

- Organized, built and staffed a new strategic procurement function for the bus business; Accountable for all areas of budget, cost savings/containment, rebate quality, forecasting and short/long-terms strategic steering and implementation; - Achieve average 3.5% annual cost reduction YOY with PPI increase up to 5.5% in 2010; Strengthern VMI implementation and planning acitivity to improve the cash flow from 15 turns to 12 turns;- Implement APS(Advance planning system) to shorten the OTD processing time from 22 days to 12 days for MTO/MTO-; Set business objectives and new supply chain solutions, developed go-to-market negotiation plan and execute this program with across-functional staff to win more business from customer-ending market, reduce the inventory days from 15.5 days to 12 days- Establish the overall company operation assessment KPIs to monitor the overall business running status and; build up a progressive sourcing changes as well as vendor contract negotiations and supply chain management

- Conduct business case for localization plan with “Make vs. Buy” study for fuel handling parts, import the whole manufacturing line to China, select the cooperative partner and design the value-added model for the project and mobilize the whole product line, monitor the flawless launch for new projects for Fuel Handling Business Unit;- Develop regional components localization business plan in a long-term(3 years) for EMS Business Unit to increase its local competitiveness in local market, design the whole supply chain model, sourcing plan and develop local supplier with project team which improve the localization ratio from 5% to 35% from APV.

In charge of the whole PCL department activities, inculding budget, HR, daily operation and management improvement

In charge of PCL department in a joint-venture, SDECSC

Build up VMI warehouse and internal-external Kanban system in the plant