Be responsible for overall company management includes sales / R&D / manufacturing / customer service / purchasing / sourcing / logistics / Finance / HRP & L ownerSetup company development strategyCompany budget managementCustomer interfaceAchievements: 1. Grab in 3 new customers in 2018 which brought 10musd revenue2. Supply chain strategy / solution design to drive the cost reduction 3% in 20183. Improved company C2C to 38days by negotiate the AR / AP terms with customers / suppliers4. Lead & achieved 5musd+ VAT refund

Responsibilities:Establish China IPO and distribution center to extend NAVICO global footprint and improvement the service to China / HK and rest of Asia marketSupply raw materials to factory from APAC region as well as OEM product distribution globallyDevelop and manage operating plans including profit plans, volume plans, head count requirement, materials cost, capital expenditures and other expense budget to achieving global targetOverall P & L responsibilityDevelop and implement and organizational framework and strategy to enhance the operating effectiveness and efficiency to meet / exceed customers’ & company’s expectationsMonitor raw materials / OEM / finished goods quality and take necessary action to assure appropriate level of quality according to global and local standardManage and develop managers to ensure continuity of effective management in order to be able to meet long and short-term human resource needsReview safety and environment regularly to assure compliance to standards and general safety of work placeAchievements: Lead Asian supply chain integration into Suzhou and made Suzhou as the global IPO for APAC vendors and achieved 25M$ sales in 2015, 30M$ in 2016 and 35M$ in 2017, also achieved direct sales to customers in ROA + CHK at 2mUSD (2015), 5mUSD (2016) and 15mUSD (2017) with a 4.6% annualized increase at OPEX.Achieved 95% on time delivery to customers (end to end)92% OTIF in 2017Drive the logistics cost reduction for 30%+ during the past 4 years for major lanesImprove the forecast accuracy from 30% (2015) to 70% Move rest of Asia, HK, China sales into Suzhou DC from Syd DCMade a cost center to be a profit center in 2015 by reducing the freight expense to Mexico factory, total freight saving was over 600K$. 750K$ in 2016 and 850K$ in 2017.Achieved 8.4 at inventory turnover compared to 3.6 globally in 2016, Kept a high rank of warehouse – 99.73% absolute inventory accuracy0 safety accident

Description: Work with corporate SCM team to ensure site’s execution align with corporate strategyCorporate with operation function heads to make materials & production flow smoothlyMaterials operation strategy planning prepare and executionMaterials group budget review and setupEstablishes and implements material management procedure. Manage and monitor all activities related to direct/indirect material requirement planning Manage the large numbers of different parts required for low to medium volume, high product mix manufacturingAnalyze capacity and view performance percentages daily to monitor productivity and customer service. Reduce operating costs by realizing efficiencies in material and capacity planningSets up, directs and monitors project or program from initiation through delivery on material side, Manages program schedules and budgets on material side, Organizes interdepartmental, customer, and vendor activities on material side.Responsible for the material cost control, inventory analysis and controls, excess materials dispositions. Product raw material quotation monitor and approval.Gain intelligence on customer’s strategies material procurement strengths and weakness; share OnCore's perspective on commodity trends to guide customer component selection – supply chain optimization and localization.To manage the import and export activities to ensure the lowest cost but best serviceAchievements: Cooperate with global sales team to win 2 biggest projects (Barco / Little bits) for Suzhou factory, total annualized revenue 18m$Re-organize the supply chain functions and staff recruitingEstablish the smooth materials flow to meet customer/corporate requirement by integrated with the corporate ERP system and processesAchieved inventory turnover at 6 in Dec compare to 3 in JunVMI program implementation with Major vendorsCustom E-booking implementation

Materials Director with 40 subordinates(Including Sourcing/Planning/Purchasing/Logistics/Materials Project Management) from May.2009 to Jun 2012Sourcing Manager with 6 subordinates from Mar 2008 to May.2009Logistic Manager with 6 subordinates from Oct. 2007 to Mar.2008Material Project Manager with 6 subordinates from Mar.2006 to Mar.2008Material Planning Manager with 8 subordinates from May 2005 to May.2009Report to: General ManagerResponsibilities:Lead the development and implementation of supply chain strategy in order to improve material, WIP and final product flow accordingly to enterprise goalsDefine plans to improve efficiency, reliability and promptness of logistic system (transport costs, stock level, leading and delivery time, service std, etc.)Ensure design, implementation and management of physical flows, guaranteeing an optimal balancing between commercial demand and industrial capacity, optimization of the service level in terms of costs and timeframe, management of relations with external providersDevelop capabilities and supply chain initiatives to support supply chain performance over a multi-year horizon, in terms of processes, infrastructure, and enablersEstablish productive working relationships with other departments including Finance, Sales and ManufacturingMonitor and manage the team, support them in their daily work and be responsible of succession planning, coaching, organizational development (structure & process) and people development (in co-ordination with HR)Achievements: Cooperate with global sales team to win 3 biggest projects(Schneider / Coinco / Suntech) for Suzhou factory, total annualized revenue 50m$Materials gross margin improved from 2.5% to 7% of sales revenue from Y2005~Y2012Achieved 600MRMB revenue in 2012.Setup the supply chain organizations, manpower increased from 18 to 40 through Y2005 till 2012

Ensure Material Full kits availability to support committed demandEnsure MRP load VS commit within management defined acceptable leveDrive inventory turns set by management with jointly effort from material managerExcess & Obsolete materials dispositionAchievements: 2004/7~2005/4 Inventory turns reached 15 as quarterly basis2004/9~2005/3 Customer E &O resolution total $3.6M

Develops qualified supplier to support new biz launchConduct QBR with suppliers to realize improvements on lead time/cost/quality/serviceDrive continuous improvement on cost reduction.Achievements:2003Y yearly cost down 10% for mechanical parts, total save 75K$ for material purchasing during 2004