(1) Played a critical role in the overall success of Apple strategic procurement on DRAM commodity, acting as a key interface cross internal functional groups (Cupertino commodity manager, world wide materials program manager, quality engineer, buyer, logistics, finance) and external partners (strategic suppliers and contract manufactories). Worked in conjunction with Cupertino stakeholders to effectively and efficiently manage memory suppliers.(2) Managed all aspects of daily execution as well as monthly supply planning required to maintain supply demand balance. Developed and disseminated DRAM forecast for the future 6 months in weekly granularity. Collected and analyzed supplier forecast commits in support of the weekly clear to build process and inventory evaluation. Provided remix plan and shipping direction based on commitments by supplier, driving an optimized in-ship plan to support every program with a good inventory level. (3) Managed and monitored contract manufactory’s pull plan to Apple based on the allocation strategy, making information is exchanged and written confirmation is accepted upon agreed timeframes, ensuring the pull shipment is delivered to contract manufactories timely without impact to production input. Provided supply plan of DRAM in weekly basis to each managed contract manufactory. (4) Drove for shortage resolutions, escalating to supplier senior management as required. Aggressively controlled commodity excess and obsolesce in conjunction with product life cycle(5) Updated and maintained in a weekly basis for key reports which provided great values for decision making in DRAM strategic sourcing and global supply management.(6) Involved in quarterly business review with strategic suppliers, and provided key inputs for supplier's performance evaluations

Responsibilities:(1) Worked for Notebook Asia Operations, leading various projects to improve the performance (capability, availability, timeliness) of the Asia-based supply chain, by coordinating and integrating IT toolsets, data architectures, processes, and resources in a more effective manner.(2) Coordinated cross functional groups to conduct effective action plans in worldwide shipment/planning/material supply, in order to minimize the business impact to notebook supply chain by large event (such as manufacturing shutdown due to Chinese New Year, supply restriction due to 2010 SHA Expo), and keep running business smoothly during the whole event.

Lead projects in operations and supply chain management areas (capacity and capital planning, equipment supply, productivity improvement, and system integration) to optimize the capital spending and improve business operations efficiency.(1). Implemented a robust business process in global for long range capacity planning with associated system enhancement, improving the capability of fast response to various business scenarios, and increasing the capital forecasting accuracy by minimizing the variables from dynamic environment.(2). Managed equipment supply ithrough optimizing tool shipping and docking schedule, placing purchase order, tracking delivery status, and facilitating logistics. Coordinated manufacturing, supplier, logistics, and other service groups to ensure a seamless integration to support capacity ramp-up.(3). Applied lean methodologies to optimize the tool install process flow with 15% reduction in installation cycle time, established the associated standard working instruction for global guideline. The improved tool install duration is used in tool purchasing plan to avoid additional capital spending.(4). Developed outs-based total utilization methodology and actual performance tracking system on the key production tools. Populated implementation in global factories to drive production productivity. (5). Designed a new algorithm for calculation of units out per hour on the key operation, and implemented the standard modeling with related system in global factories, which improved capacity analysis accuracy by ~30% with reduction in data maintenance by ~70%.(6). Enhanced current capacity planning system to integrate all necessary information for capital decision making, with a result of 10% data consistency improvement while 15% work loading reduction.

Responsible for conducting comprehensive capacity and capital assessment, developing strategies or recommending improvement solutions for capital optimization, and also directing execution in global cross-functional groups. (1). Provided 5-year tool requirement forecasting and associated sensitivity analysis to update the latest global capacity picture, and indicate potential challenges and opportunities, ensuring all groups on the capacity supply line work proactively to close the gap and reduce capital spending.(2). Minimized capital funds for tool purchasing by driving reuse optimization cross global regions and productivity improvement. Achieved zero capital spending in 2008 and ~ $30M capital saving during 2006 and 2007.(3). Developed the overall tool disposition strategy covering tool reuse, tool conversion and tool retirement roadmap, avoided ~$30M capital spending from 2007 onward.(4). Supported next generation tool development strategy making, provided comprehensive sensitivity analysis with recommendation on best cost effective strategy, resulted in ~$20M saving to the company and solved production space constraint issue.

Responsible for tracking the pre-production and in-production suppliers' performance and their attainment information. Learned about the knowledge of global souring process in automotive industry.

-> Supported a sourcing project to identify the qualified supplier candidates for a foreign manufacturing company.