Oversee all operations in Production Support Department, Report to Division General Manager:1. Optimize processes of procurement, material control, tooling management and store keeping in the division to improve efficiency; based on the business mode of aircraft modifications, promote straight procurement for standard materials and establish the project team based decision-making process for custom-made products, to improve efficiency in procurement and reduce risks in schedule;2. Build the supplier network for aircraft modifications, fully motivate design and production departments to assist, accelerate the identification of suitable suppliers, and quickly establish an optimized supplier network out of nothing, continuously monitor project and financial risks;3. Overtake the responsibilities of procurement management for VVIP modifications, establish standards and examples of procurement process, monitor compliance risks.4. Working with multiple departments, design and deploy SAP system to adapt regulatory requirements and realize real time matching of materials with changing production plans through the fully controlled process;5. Establish material and tooling warehouses from scratch, implement electronic system management, set up intelligent surveillance system, and promote the smart storage management, to avoid errors and improve efficiency；6. Overcome the restraints out of company integration, expand the production support team from 4 persons in 2014 to almost 20 in 2019, trained the core team, and handover the training of new staff now to the core team, by which the whole team enters healthy development;

1. Signed multiple VVIP modification contracts, by managing effective PR approach, capability setup and contract negotiations;2. Independently develop and maintain the MRO market and customers from the American continent and Lufthansa group, and successfully introduce Southern Air and AeroMéxico into Ameco’s customer portfolio.

主管生产支援分部各项工作，向事业部部长直接汇报：1. 对事业部采购、器材监控、工具管理及仓储流程优化再造提高生产效率；结合业务特点，对标准器材推行直采制，对定制设备采购设立项目组决策制，提升了采购决策效率、降低了周期风险；2. 搭建飞机改装供应商网络，调动设计和生产部门配合，加速识别和甄选有效供应商，快速实现从无到有进而优的转变，并持续监控项目和财务风险；3. 承担专机改装等重要项目的采购管理责任，形成规范的采购实施流程及范例并监控合规风险。4. 推动跨多部门合作，设计和实施了SAP系统升级改造，满足法规要求的同时实现实时匹配计划变动的全流程器材控制；5. 组建器材和工具库房，推行库房的系统化管理、架设库房智能监控系统、推动智能化仓储发展，减少差错、提高效率；6. 克服整合期困难，将支援团队从2014年的4人发展到2019年近20人，培养出了一批骨干力量，并已经通过师带徒的方式开展新进业务人员的培训工作，使团队进入健康发展的良性运行阶段；

1. 通过有效的公关、能力开发以及主导协议谈判，跟踪并签署多个VVIP飞机改装项目协议；2. 独立开发和维护汉莎集团和美洲的MRO业务市场和用户,成功开发美南方和墨西哥航空等新用户。