Weichao Li Email & Phone Number

San Francisco, California, Us

Manage Hardware including Vehicle Gateways, Sensors, Camera and accessories. • Driving overall NPI program management against aggressive TTM schedules, successfully led and accomplished major hardware projects on time and achieved all the goals• Managed NPI programs risk and opportunities, led mitigation of new project launch and ramp up, steering resilience efforts and achieves >60% alternate sourcing• Monthly presentation to executives for dashboard including supply readiness, cost, resiliency and other program risks & mitigations• Optimized product life cycle, monitor product transitions, reduced E&O inventory and increased inventory turns• Led Supply Chain Strategy and RFQ, sourced and developed suppliers in Asia, negotiated contract, cost with JDM/CM partners, successfully achieved over the 5% annual cost reduction target

• Sourced and developed suppliers in China, improved supply heath and quality of the products• Optimized planning and purchasing model, reduced slow moving stock and increased inventory turns• Improved forward logistics via new consolidated ocean shipment; developed China logistic partner in reverse logistics• Managed 3PL warehouse, increased efficiency of receiving and shipping

San Jose, Ca, Us

Led product lifecycle management, including NPI products and productions to EOL (end of life) and transitions. Drove supply chain readiness, resolve any issues including CM process, product, capacity, materials constrain, logistics that might affect customer demand. Collaborates with CM and GSM (Global Supplier Commodity Management) to achieve best cost and flexibilities, minimize liability exposure.• Led global cross functional teams to launch and manage over 10 new product families on time, successfully meeting cost, quality, and delivery targets at contract manufacturer (CM) sites globally.• Reduced BOM (Bill of Materials) risk (4.5% risk items vs goal 12%) and improved BOM heath by more than 60%.• Led supply chain readiness and supply risks mitigation plan, including demand and material planning, ramp up planning and supply buffer strategy. Recently successfully led C9200 ramp up• Led and execute supply chain design strategy plan, completed end to end supply chain map creation• Led and collaborated CM and Cisco Cross Function team, successfully completed launching 3 value engineering projects on time, that reduced COGs by 10% and increased gross margin by 5%, and achieved avoiding obsolete inventory (E&O) over $3M.

San Jose, Ca, Us

Led supply chain PM team, managing demand and material planning, and led products transition plan, strategy supply and buffering, and inventory and EOL management.• Recruited and built a SCPM team of 8 for Cisco Shanghai.• Successfully sourced and established the joint design manufacturing (JDM) business model and partner (Pagtron), reducing overall cost by 10%.• Negotiated with Flex for prototype build transformation cost, reducing non-BOM costs by 50%.• Led negotiations with Foxconn for a new product family development, bringing costs down by 10%.• Received the Cisco Best Employee Award for effective cost management and negotiations.

Toronto, Ontario, Ca

Led customer program management and SCM team, responsible for customer demand planning and fulfillment as well as material planning and procurement. Managed operational P&L, planned and executed BU budgets, and drove improvements in processes and reductions in total cost.• Successfully optimized demand planning and order fulfillment process (S&OP) and implemented revenue and MRP/MPS loading alignment process, increasing OTD by over 10%.• Led the Power Amplifier BU and Power Supply BU, including operational P&L, increasing ROI to 24.6% from 15% in 2007, with sales reaching a new record high.• Executed a mechanical and packaging localization strategy and sourcing, reducing costs by over 20%.• As Six Sigma champion, led Andrew BU initiative that reduced end to end in-house production lead time by 30%.• 2002-2003, innovated materials planning and procurement process, led lean SCM initiative programs, SMI/VMI implementation, established inventory control process, increased inventory turns 30%• Successfully optimized demand planning and order fulfillment process, implemented revenue and MRP/MPS loading alignment process (2006 to 2008), OTD increased over 10%• MRP (SAP) SME, trained new planners and buyers