Arron Ding

• Conduct industry landscape analysis and market research to identify suppliers as best match to be TGT’s business partners. And then take the lead to onboard vendors. • Achieve the company's financial goals and objectives by partnering with HQ sourcing teams, cross-functional teams and vendors. • Maximize cross-functional partnerships to support business development, participate in long-term and short-term sourcing strategies to support overall business growth. • Identify business opportunities by doing market research and knowing the market trend to inspire and support/ influence sourcing decision. • Own the cost negotiation of the products by utilizing both hard and soft negotiating skills. To analyse the cost trends of key materials or components with the aim for better negotiation. Establish and maximize key vendor relationships for future growth of our business. • Coach and elevate vendors, lead program execution and manage intelligence on product trends and business opportunities for assigned product categories and geographic markets. To provide insights, guidance and support to vendors for exploring other country of productions. • Manage the performance of vendors- we own and follow through the performance improvement plan for those potential vendors who have performance gaps. • Monitor the matrix health of our supply chain. Execute production management from cost/lead-time negotiation, supply chain mapping, risk assessment to production planning and issue resolutions etc. to ensure our oversights are there end to end. • To manage end to end-in-cycle and off-cycle sourcing activities at the same time.

- To lead the establishment and execution of the capacity planning within Asia Pacific Operations and connect to the Global S&OP process to execute all aspects of the S&OP process to provide an optimum customer service level and working capital performance as defined by the organization's business operating plans and strategic objectives. - To be a partner with the Business Unit to ensure the demand consensus process delivers an agreed-upon, workable volume forecast incorporated mid and long term capacity plan; ensure gaps are addressed, scenarios are completed, and issues appropriately escalated to meet business objectives. - To lead the S&OP Capacity Planning reviews with Business Units; prepare all data and metrics for review, identify gaps and scenarios that must be presented, guide final decision making on open items and trade-offs and prepare escalations for executive review where appropriate. - Collaborate with Business Units and APO cross-functional team to ensure the appropriate data is available and accurate to be reviewed at the S&OP process meetings and establish company's supply plan. -Ensure smooth transition of NPI from Engineering/Product Management to Supply Planning team especially in term of capacity readiness.

- Plan, manage, and monitor supply planning for assigned product categories and suppliers within one BU and to make sure all the goods can be delivered to customers or worldwide warehouse on time. -To coordinate with departments such as engineering, packaging, sourcing, quality and logistics to ensure the whole supply process can be ran properly to meet demand and customers’ requirements. - To manage and control stock level of the raw materials and components at the supplier’s side. - Long term planning: Assessing and analyzing suppliers’ capacity on monthly basis to make sure the supplies can fit in the worldwide demands. To analyze the demand forecasts and then to align with demand planners to verify further to make it more reliable. To take the lead working with suppliers for production ramp-up and ramp-down as demands fluctuate. - OTD (On Time Delivery): Execute continuous improvements on suppliers’ the OTD (on time delivery) performances. - L/T Reduction: Take the lead to reduce the lead time of A items of A tier suppliers to 30 days. - MOQ reduction: Take the lead to reduce the MOQ of items, which will help to improve the inventory turnover ratio. - Lead the coordination for supply planning activity for NPD first order. - Material and production planning for new product development.

- To review and analyse the demand forecasts from customer, and simultaneously review the inhouse production capacity/ resources, and based on which to make/ adjust production plan. - To monitor the production inputs/ outputs and stock level on daily basis by using tools like CTB (clear to build) and AS400 to ensure shipping commitments to customer. - Risk management: a) To identify the risks that may lead to delays of delivery by analyzing the FCST and internal production status. b) To identify and analyze the factors such as manpower, equipment, materials, methods and environment that could affect the inputs and outputs of the production. c) For those identified risks, immediate measures must be taken to reduce their negative impacts. d) To take the lead of regular meetings managing and monitoring risks. - To manage the inventory: a) To build SKUs following customers’ liability strictly; b) To negotiate with customers about the excess and liabilities. - To manage the stakeholders: a) to manage the expectation of customers. b) to make all internal stakeholders such production, purchasing and inventory department can have a clear understand on customer's requirements. c) in time escalation. d) to ensure internal efficient and effective collaboration and communication among CFTs. - To make the preparation for the mass production of the new products: a) To work closely with line managers to install and test the production lines; b) To work with buyer team to ensure all the materials were ready; c) To monitor and manage the whole preparation process and then report to managers and customers; d) To make and verify the capacity chart. - PM for NPD project: a) To draw the project plan based on customers’ requirements; b) Follow the project ent to end till the mass production; c) To identify, assess and take preventative actions for risks management. d) To maintain, monitor and control the whole progress of the project and update that to customers and sales director.

- To prepare quotation of the project: to estimate the cost of overall project based on customers’ SOW, PBS and historical data. - To draw the project schedule by using software such as Visio and Project and to identify the critical path, to set up the main checking point and to mark the gating issues. To review project plan with functional teams to reach alignment. - To follow up the whole project stages form RFI, RFQ, EVT, DVT, PVT and RTS. And to keep a close contact with customers to understand their changing requirements and then trying to manage and control those changed requirements. - To manage risks: a) To identify the risks that could lead to delays in the schedule, poor quality and project cost-up during the whole project process; b) To analyze those risks thoroughly and take corresponding measures; c) To monitor and update the status of risk and action list- tackling activities and report them to project managers and customers. - Meeting owner: To take the lead of weekly meeting with customers reporting the project progress, monitoring and discussing risks, and meanwhile ensuring the project team and customers were on the same page in terms of information. To take the lead of internal meetings to review project progress, material readiness and issues. - Communication planning: To plan internal communication to make project team members form different function departments can collaborate with each other towards the project objectives and customers’ requirements. - To monitor project plan on a daily basis trying to make sure all the project activities can be started and finished on time and all materials can be ready on time to catch up the milestones. - Stakeholder management: To maintain the good relationship with functional teams and customers with the aim to improve the communication efficiency. - To prepare and collect lessons learned during the closure phase of the project.