Department head of procurement function and report to COO. Lead 3 working teams with 13 subordinates which cover all conventional purchasing category (Raws, Packs, Logistic, Media, POP, CAPEX,MRO, Factory service, General service, IT, OEM) 采购部门负责人汇报给首席营运官，管理3个团队共13名下属。职责包含了几乎所有常规的采购品类（原料、包材、物流、媒体、活动促销、固定资产、设备配件、生产行政服务、IT及外协）

Scope of responsibility:• Member of MCH commercial leadership team商务部领导层成员• Lead 2 working teams, 6 direct report.负责采购营运及商务服务中心两团队共12位同事，其中6位同事为直属下级。 Lead commercial score card. Managing and monitoring commercial relevant business KPI (PPV, COGS, Working capital, OTA, NPI, NQC etc.)负责商务部相关指标的设立，执行，跟进和汇报。• Drive sourcing strategy implementation and execution 负责直接采购-原料及包材的采购策略的执行• Lead COGS program initiatives and implementation 负责"COGS"的项目的管理和执行。• Engage internal stakeholders and manage internal clients need 作为策略采购和内部用户的沟通桥梁• Provide Commercial leadership to help resolve supply &supplier issues to ensure sustainable supply as well as health supplier relationship. 消除原料供应链上的潜在风险，确保在维护健康的供应商关系的同时，保证持续供应。• Represent commercial in S&OP process.代表商务部参与公司的管理决策流程。• Lead commercial governance & effectiveness 负责商务部的合规及效率提升项目。Key Deliverable:取得的成绩• Set up buying operation &Transaction team, Define team’s role &responsibility, Capability framework, Key metric. 组建了采购营运及服务团队，并确定了团队在组织中的职责，目标及所需要的核心能力。• 5 subordinate get promoted. 在过去的一年， 团队里有5位同事得到了晋升。• Improve team efficiency through lean organization – Reduce 3 permanent headcount. All these 3 associates got opportunity to pursuit their career development in other division within Mars. 提升了团队的效率，精益了团队的组织架构，为公司减少了3位职员成本，而这3位同事都通过升职或平调的方式在玛氏公司内部找到了新的职业发展机会。• Over delivery COGS(+56% against target) and Cash target (+137% against target) in 2015在2015年超额完成了成本节约（+56%）及营运现金的目标（+137%）• Lead Value Engineering 3.0 (X-functional COGS platform), Drive sustainable & high effective COGS delivery through 3 focus – Effective project manage; Sustainable ideation pipeline and Improve right first time. 利用跨部门协作的VE平台，从3个方面（高效项目管理，建立成本节约点子库及提升一次验证合格率）提升成本节约项目的高效执行。 • Construct DPO, DRPO budgeting, tracking, forecast process and 3 years cash initiative pipeline and building block (Supplier finance, SOI, JIT, Localization, P2P optimization) 制定了营运现金两个重要指标的预算，记录，预测的体系及实现现金目标的机会（包括供应商融资项目，寄售库存，及时到货零库存项目，本地化，支付流程优化项目）

Responsible for Dairy &Peanut strategic sourcing 负责奶制品及花生的战略采购Global Dairy and Peanut sourcing core team member玛氏全球奶制品及花生核心采购团队成员China Peanut sustainability poject leader 玛氏中国花生可持续发展项目经理Scope of responsbility:具体职责涵盖如下范围Create value through robust commodity market price risk management (PRM) process and competitive bidding通过商品价格风险管理及竞标为公司创造成本节约Optimize supplier base & supply chain for business future demand 优化供应商和供应链以适应公司的快速发展Lead supplier negotiation, contract, supplier relationship management负责与供应商的谈判，合同签署及供应商管理。Leverage external capability to bring best outside in 作为公司在供应市场的窗口，确保公司得到外部市场新技术，趋势，变革的一手信息资料Lead sustainable sourcing; Sustainability and Responsible sourcing project负责公司可持续发展及负责任采购项目的实施。Key Deliverable:取得的成绩• Delivery 8% YOY total value creation for Dairy; 13% total value creation for peanut.在奶粉品类取得8%的成本节约，花生品类取得了13%的成本节约• Develop Dairy and Peanut sourcing strategy, De-bottle neck dairy and peanut category through strategy implementation. 制定并有效执行了花生和牛奶两品类的采购策略，并使得两品类脱离了供应瓶颈状态而转向完全竞争状态• Secure the supply with minimum finical impact to business during major supply crisis (Dairy Fonterra botulinum crisis) and quality crisis (Peanut foreign body & Aflatoxin crisis) 在牛奶和花生的主要质量和供应危机中，保证了公司的正常供应，并将对公司的成本影响控制在0.4%范围内。• Move terms of payment from 60 days to 90 days through competitive bidding and supplier performance management program. 通过竞标和供应商绩效考核体制，将两品类的付款周期从60天延长到90天• Upgrade Mars China price risk management (PRM) program: Create China peanut buying trigger; Update dairy – commodity market performance metric; 更新了牛奶及花生品类大宗商品价格风险管理体制，并制定了更加合理的评估标准。• Commercialize 2 peanut HOAP variety in 3 province (Total planting acreage> 2K Mu), develop 5 supplier (including 2 strategic partner) for peanut origin development in China. 将2高油酸花生品种在3个省份成功进行了商业化推广，并开发了5家供应商，并与两家行业龙头企业签订了战略合作伙伴协议。• Organize 2013 and 2015 global peanut category meeting at Beijing• Organize peanut sustainability – External engagement & public communication meeting at Beijing.

Head of Packaging Buying Team, in charge of packaging sourcing team + graphic team +Commercial service team 包装采购团队负责人， 负责包装采购，图文团队及商务支持团队。Global flexible sourcing core team member, Responsible for Asia Pacific Flexible sourcing. 全球软包装/薄膜采购核心团队成员，负责亚太区软包装采购。Key Deliverable:取得的成绩• Upgrade mars china package supplier base 优化了包装供应商队伍• Enhance package buying team’s buying performance from 2.5% to 4.5% 将包装采购团队每年2.5%的成本节约绩效提升到每年4.5%• Extend Avg term of payment from 45 days to 90 days 将付款周期从平均45天延长到90天• Achieve 100% SOI and competitive bidding 100%实现寄售库存管理和竞标模式。• Lead 2010 and 2012 flexible Asia pacific x-segment flexible tender, get 11% saving for China; 5% saving for Australia 负责了2010及2012年两轮的亚太区软塑竞标，为玛氏中国取得了11%成本节约，为玛氏澳大利亚取得了5%的成本节约• Drive graphic process revolution, significantly improve the business new product development lead time and accuracy of graphic design. 推动了包装图文管理流程的持续改进，显著地提高了开发周期和正确率。

Take serveral category strategic sourcing role in packging team (Paper, Rigid, Flexible)负责过不同品类包装的战略采购（纸品，硬塑，软包）

Responsible for packaging development for Mutiple brand in Mars负责玛氏多品牌的包装开发。

Responsible for 2 category (perfume and make up )'s package design and procurement 负责香水及彩妆两品类的包装设计及采购执行

Responsible for package development and supplier qualification 负责多品牌包装的开发和供应商质量保证

I was taking multiple role in YNB trade co.ctd: Mechnism enginnering, Planer, warehouse& logistic manager, factory director.在鼎贞担任过机械工程师，计划，物料及物流经理，工厂厂长The last role in YNB is GangZhou Factory director with 24 subordinator. 最后一个职位是管理用24名员工的广州鼎贞工厂。