Evelyn Wu

• Directed supply chain strategy with diverse global teams, leading 7 managers across planning, project management, logistics and technology professionals across Europe, Asia, and North America, developing talent pipelines, and fostering a culture of data-driven decision-making, operational excellence, and continuous improvement. • Spearheaded Supply Chain technology roadmap, leading initiatives focused on complex, global transformation programmes, notably leading the implementation and global rollout of Anaplan Integrated Business Planning (IBP), across multiple regions— delivering significant improvements in forecasting accuracy, operational agility, and a measurable reduction in inventory. • Developed and implemented logistic strategies across EMEA, ensuring alignment with overarching business goals, and led transformative projects to drive operational excellence. • Proactively managed senior stakeholder engagement, clearly communicating business value, strategic benefits, and change management plans throughout global transformation initiatives, securing executive buy-in, and ensuring smooth organizational adoption of new digital tools and processes. • Advocate diversity, inclusion, and leadership development, actively mentoring female leaders across Trelleborg Group and fostering a culture of empowerment within global cross-functional teams.

• Defined and developed overall purchasing and supply chain strategy and organizational structure globally. Focus on introducing digital solutions and utilizing data to drive improvements. • Developed and coached the teams to deliver top-line or bottom-line impact by focusing on S&OP, Category Management and Project management. • Part of the management team. Liaised with other senior leaders to define financial and strategic priorities, such as improving cash flow, developing/acquiring strategic partners, and make-or-buy decisions.

• Responsible for purchasing strategy of spend in 5 plants across Europe and Asia. Major categories are metal components, compounds, and Indirect Material • Lead and coach 12 strategic purchasers. Delivered an average 2% annual savings through cost optimization programs and supplier relationship management. The best result across the business. • Design new purchasing organization and continuously improve purchasing processes to maximize the resources’ efficiency and increase service level.

• Responsible for indirect materials procurement in Europe and Asia, including freight, services, IT, etc. Led virtual teams in China and European countries to run national-scale tenders and delivered more than €1.5 million in savings. • Purchasing Excellence program ambassador – promote best practices across different Business Areas and ensure local purchasers operate according to purchasing excellence process. Continuously bring innovation and feedback to improve procurement tools. • Managed a five-country task force to develop category workbooks for selected indirect categories and standardise sourcing documents. • Delivered internal E-Learning for Purchasing and Sales Excellence for more than 8000 participants globally. • Responsible for Procure to Pay audit in Asia Pacific countries.

Responsible of Supply Chain function within product development projects (NPI). Working with the suppliers in Sweden, Italy and China. • Collaborating with R&D, Sales, and Production departments to ensure successful new product launch at the right cost and quality. • Define supply chain strategy and set up supply chain from concept design to serial production. • Leading Supply Chain Team to meet project requirements. Structuring and visualising the deliverables in the plan with the team. • Performing cost reduction activities with the suppliers. Tracking the cost variation during development phase. • Performing risk assessment and mitigation plan in the project. • Excellent negotiation result with the suppliers, reached 15% reduction on the prototype’s cost.

Responsible to manage 4 machine module suppliers • Improving supplier base by driving loss analysis of the suppliers’ performance target (lead time, quality, and delivery performance). Taking corrective actions to restore and improve suppliers’ performance. • Supporting Production in Value Stream Mapping and Takt implementation. • Constructed supplier phase out plan with thorough risk mitigation actions. • Negotiating Contract terms and conditions with the suppliers.

Continuous Improvement and Strategic sourcing know-how: • Driving cost reduction activities based on the methodology of Category Cost Reduction. By looking at the “Total Cost” and focusing on functional needs the project successfully exceeded the target and reached 10% cost saving (0,5M€). • Delivering Root Cause Analysis training to the client, e.g. 5 Why’s, Ishikawa, and FMEA. • Deep knowledge of Spend Mapping and Cost Driver Analysis, Value Stream Cost Mapping and Life Cycle Cost.