1. Managing Strategic partners (Seiko, Autotype, Macdermid, Agfa, Sefar, Sunchemical, Henkel, Fimor, Sekisui, Inktec,Norcote, Proell).2. Sourcing and involving competitive product line. and find new opportunity of raising.3. Control purchasing cost with marketing teams.

（Elevator components industry, which combine electrics & mechanicals. it covers button ,COPs ,LOPs ,display. Procurement Volume：100M USD； purchasing list：electronic、plastics、battery, silicon、stamping、mechanical、die casting, extruding、cable &charger） Sr. Sourcing ManagerReport to：GMSubordinates：17JD： Estimate performance of key suppliers. Optimize suppliers base by sourcing.  Responsible for cost of BOM material, accessory and equipment. Promote and achieve annual cost savings targets. Guarantee on time delivery of material & models for new projects. Provide competitive quotation for RFQ project from customers. Specialized modules of RFQ,NPI &VA/VE ,bidding, cost models by crossing teams. Optimize internal procedures & regulations. Prohibit bribe actions. Trained & established professional sourcing team for BST.Performance： Achieved cost saving target of 6M USD(7%) in 2016. Successful ration of RFQ for bid project is more than 60% in 2016. Set up ‘should cost’ modules for plastic injection, metal stamping & extruding, metal plating, die casting & cable.

Report to：GMSubordinates：6JD：Manage & estimate performance of key suppliers.Responsible for accessory and equipment procurement of Company.Promote and achieve annual cost savings targets 4%.。Sourcing and involve competitive suppliers.Identify new opportunity of cost savings to reduce total cost ownership.Specialized job modules of RFQ,NPI &VA/VE by crossing teams.Push & Executive Localization instead of oversea procurement for customers.Trained & established professional sourcing team for Quasar.Performance：Achieved cost saving target of 0.8M USD(5%) in 2014.Successful ration of RFQ for new project is 25% in 2014.Set up ‘should cost’ modules for plastic injection &metal stampingSimple organization chart:

Report to：GM & VPSubordinates：14JD：Responsible for all sourcing projects that metal、plating、transformer、power supply factories strategic procurement need, ESI and NPI included.Responsible for accessory and equipment procurement of Group Company.Promote and achieve annual cost down targets.。Push VA/VE and critical rejections projects with QE and RD. Performance：Achieved cost down target of 3M RMB in 2011; achieved cost down target of 4M RMB in 2012.Standardized RFQ、NPI、Sample improvement，keep them going on smoothly.Involved competitive suppliers for metal factory, guarantee low cost by biding procurement.Simple organization chart:.

Responsibilities: Be responsible to establish、perfect and assess all the regulations of sourcing department.Lead sourcing team to reach the target of annual KPI.Sourcing & developing competitive suppliers in line with company product roadmap, and obtain the world-class supplier base in automobile components industry. Practice the creative solutions that cut purchasing cost, push cost reductions 5% annually.Play a leading role in project management, push ESI & NPI, and guarantee the project is going smoothly.Map out Dept’s short, intermediate and long tasks plan. Monitor the effect for actualizing; it includes staff qualification, procurement strategy, and strategic suppliers' development.Seek for professional suppliers of accessory demand, define & implement the purchasing policy of machines.Support sourcing engineer to negotiate the contract with the Supplier, support PMC to procure the urgent parts, support SQE to deal with unqualified material and components.Make and implement the plan to prevent potential risk, ig: shortage of procurement, realization of RFQ, local law, contract litigation.Guarantee all the outstanding account handled in time.Develop and coach the sourcing team. ig: optimize sourcing channel, skills in audit and evaluate potential suppliers, standardize sourcing procedure, conduct sourcing engineer to be familiar with SOP, APQP and PFMEA!Ensures support of operations or programs in VA/VE, Ensures supplier keeping on quality improvement and post-launch support, strengthen the strategic relation between suppliers and Toneluck, functions as a liaison between suppliers and Toneluck.Get rid of the communication barriers among sourcing/R&D/marketing teams,AchievementsRedefine and implement guideline for RFQ that marketing team requested in new project, get RFQ more competitive, Our team reduced purchasing cost 580000USD in 2008; cost down ration is 2.2%.

Responsibilities:Follow & Implement annual KPI, submit working report to line manager monthly.Draft & Execute the annual plan of cost reduction, keep on creating the solutions of cost down. Utmost meet the target price of new products through biding, VA& VE, and cost analysis, and guarantee our RFQ is competitive in the OA industry.Support ESI & NPI action by crossing team. Source and develop the world-class supplier in Asia, keep the leading role in total cost control.Developed & Updated Hardware Purchase Cost Standard (Ricoh released Cost table inside), use it to estimate the prototype cost when new product involved. Ensure that supplier base provides the components technologies and responsiveness required to meet the end-product technology roadmaps, and push them to keep on improving cost drivers by crossing team.Supported suppliers to improve supply chain management, e.g.: forecast management; share the competitive suppliers; standardize packing; share transportation resource; optimize the product design standard. Lead the cross-functional team to develop local source when the production line was transferred to China. Guided and supported team members’ daily work. Check and identify the quotations that suppliers submitted.Execute HK IPO price strategy of engineering plastics and steel strips; make sure that the price Ricoh consigned is adopted by sub-contract suppliers.Achievements:2001.10-2005.03 Reduced Purchasing cost 5.0% annually. 2001.09-2005.07 Sourcing & developing 12 new suppliers. The strategic suppliers were shift from Japan to HK supply base.