Co-wroked with IBM and led the End-to-End Supply Chain transformation project for one of the largest Chinese LCD manufacturers, including processes design (demand planning, S&OP, production planning & execution, procurement planning & supplier collaboration), supply chain organization re-design, KPI framework design, and digital supply chain roadmap design. The 1st phase of the supply chain operating model design took 10 months with 10 consultant resources.Led the supply chain transformation project for the world's largest solar panel manufacturer.Led the supply chain transformation project for the world's largest solar inverter manufacturer.

- Key person who came out the business plan, raised fund, built up the Hong Kong company, Shanghai branch and Suzhou warehouse. - Designed and built up the multi-language web site to host the monthly design challenges in order to crowd-source the designs. - Built up the online shop and implemented ERP system. - Supplier sourcing and selection.

In this senior leadership role, I directed all aspects of production & materials planning, demand fulfillment, program management, logistics & warehouse operations. Tasked with reducing freight cost, I restructured the supply chain network, enhanced shipment consolidation and re-negotiated contracts with service providers. I delivered ordering cost and warehouse H/C reductions by introducing the order interval concept and redesigning processes. I also designed the demand change management process using RapidResponse function features – scenario planning and scorecard comparison; this led to a significant reduction in inventory.As a results-driven leader, I oversaw planning efficiency improvement with the enablement of RapidResponse via data fixing and re-training. Key Achievements• Established the S&OP process and coordinated the team (Planning, Order Management, Procurement, Program Management & Production) to improve inventory turns for 30% and maintain OTD as 98%. Revenue budget has been met for the past 5 years.• Coordinated cross-functional teams (Program Management, Procurement & Planning) to enable the what-if simulation capabilities and resulted in 25% efficiency improvement for planners. • Cut 15% H/C for materials handling with several lean projects implemented in receiving, shipping & kitting functions without impacting the inventory accuracy (99.98%). • Developed the order interval strategy for make items and reduced the number of WOs for 20% and number of POs for 30% with minimal impact on inventory level• Restructured Order Management and Planning team to improve the delivery performance for all customers from 93% to 98% in average.

I moved to Shanghai China in December 2005 and immediately joined Inventec as the Senior Manager of Operation Division. In this role, I maintained full responsibility for production & materials planning, logistics and product management for all the new customers including Acer, BenQ, Fujitsu, Fujitsu-Simense, and Dell. As a collaborative leader, I combined detailed analysis with strategic thinking to build up the team, optimize new customer acquisition processes and maintain high fulfillment service level while keeping inventory as low as possible. This position allowed me to utilize my strong mentoring and leadership skills to train new staff in the use of company systems while ensuring ongoing business continuity arrangements were continually effective and documentation kept up to date.Key Achievements• Developed internal processes timeline and KPIs and enforced daily review mechanism for continuous improvement and rank as #1 among all other ODMs in terms of fulfillment performance (Acer, Fujitsu-Siemens, Fujitsu & Dell)• Developed the buffer stock strategy with suppliers to ensure outstanding order cycle time & on-time delivery performance with limited inventory investment• Led teams across business unit, manufacturing center, procurement division, Taipei IT & Shanghai IT to design the processes according to customers’ requirements and implement solutions in order to enable all the operational processes required to meet the 1st project go-live date for all new accounts (Acer, Fujitsu-Siemens, Fujitsu & Dell)

ICP Electronics Inc. was the industrial computer manufacturer.After enjoying various levels of success in the IT consulting area – with a focus on i2 project implementations and Oracle ERP/SCM management – I joined ICP Electronics Inc. as the MIS manager. In this exciting and challenging role, I provided senior-level technical oversight for the delivery of all the enterprise applications including Oracle ERP/SCM, Agile PDM, Lotus Notes & SFCS. In an effort to ensure that all assigned projects were delivered on time, on cost and quality, I earned the Project Management Professional (PMP) Certification. During this period, I gained valuable experience in developing business cases and robust cost models for forecasting during the early stages of project planning.Apart from interacting with business management to align services with business priorities, I improved data & technology standards and platforms to deliver high quality, predictable enterprise solutions. • Managed all the enterprise applications (ERP, Product Data Management, Notes Mail & Shop Floor Control System) with $1.3 million budget including 18 professional and technical staff. • Increased the service level from less than 50% to around 90% for the on-time service delivery rate. • Provided project leadership and direction to multiple project managers to successfully execute the IT project plans. Improved the project success rate from 30% to 90%.• Served as the project manager for business process re-engineering (BPR) projects. • Reduced the number of purchase orders by 30% with proper item ABC classifications. • Redefined the supply chain planning process to increase the order fill rate from 50% to 93%.

As Senior Business Consultant & Pre-sales Specialist, I led the business team to implement the i2 Supply Chain Solution – from pre-sales presentations/demos to live deployment. As a Technical Expert, I worked closely with business groups to ensure alignment of business strategies, technologies, and resources to create value for customers and other stakeholders.This was a highly complex and demanding position that required providing top-level support for clients and daily interaction with multiple stakeholders. My initiatives in this role improved i2 Technologies business performance.

I was hired by Acer in 1997 to coordinate multiple Supply Chain management functions, including Strategic Sourcing, Supplier Management, Logistics, Materials Planning and Procurement for IBM/Acer Desktop Computers Fulfillment in EMEA region.While my focus was driving business performance objectives and achieving sustainable competitive advantage, I also partnered with business leaders to deliver innovative, sustainable, and integrated supply chain solutions to improve profitability.