Fred Chen

*Managing Purchasing team in China to support 5 BUs Direct report: 26, including commodity, indirect, SQM, Project and buyers, located in Shanghai & Kunshan.  ~300 suppliers and €100M spend per year *Team Transformation and restructure  Complete team restructure and transformation from global, commodity focused to regional, BU and project focused team, in the first 2 months  Establish purchasing management system to ensure collaboration with cross functions and transfer purchasing from cost center to profit center, including supplier evaluation, sourcing committee, decision matrix, project cost tracking tool, field order process and etc.  Re-define support model to Pre-Sale by providing full service including total cost, cash flow simulation, risk identification and etc.  Re-define support model to project/site team by providing on site purchasing service including site-related commodity management, on site PO, 3rd party labor management and etc.  Re-define support model to plant and logistic including delivery pre-alert system, make vs. buy process, Inventory/PO optimization and import/export information flow * Commodity Strategy, Low Cost Region (LCR) sourcing and drive cost savings  Enhanced commodity strategy review with total cost, technical roadmap, supply chain risk mitigation.  Source 6 new suppliers to drive cost, service improvement and cost saving. For example, steel structure cost lower from CNY 12/kg to CNY 8/kg  Start strategic alliance with key suppliers to improve Eisenmann competence in market. For example, alliance with Fanuc to win Montaplas/Daimler project  Localization of Eisenmann product: E-cube, Vario-Lock, E-shuttle. ~20% cost down and margin improvement.  Global sourcing project by leveraging China supplier base: Alumina Rail, Roller Bearing, E-cube parts to German and Mexico. *Team development and coaching people  Purchasing analytical tool introduction to team and establish analysis service in operative team

* Managing Rockwell APAC Regional Direct Material Sourcing team (5 direct reports, 3 dot line reports) * Managing Rockwell Global Commodity team of Heatsink, Rubber and Mechanical Power Transmission (1 direct reports, 5 dotline reports) * People development and team management  Hiring talents: Sourcing leader in campus recruiting and LDP recruiting.  Mentor of Rockwell LDP trainees; proven record to develop young talent to successful commodity manager.  Team development: Rising team capability and transforming APAC team from regional role to global role. * Commodity Strategy and Low Cost Region (LCR) sourcing  Lead direct material LCR sourcing strategy development and set team work plan.  Lead 3 global commodity strategies development and game changes, example: in the first 6 months, double commodities’ saving target; 4 new Asian suppliers onboard; improved low cost country spend from 10% to 30%  Influence 15 global commodity strategies by contributing commodity knowledge and APAC supply base. Example: in 12 months, 124 projects/$12M saving identified in pipeline. * Drive productivity and cost savings in TCO (total cost ownership)  Lead In-source and outsource projects to maxim benefit to company, through alignments with internal customers and senior management.  Product line focused cost reduction and improve profit margin, through synergy with internal customers, Operation/plants and suppliers.  Lead global sourcing wave negotiation with Asia based suppliers, average 4% cost reductions.  Lead supply chain finance program in APAC. Improve payment term with strategic suppliers to 120 days. * NPI and supply chain risk control  Through communication with cross functions to ensure successful NPI launch at APAC suppliers.  Business continuation plan with strategic suppliers helped to protect supply chain during crisis, for example: backup supplier in plating helped to overcome the market shortage.

* Managing commodity teams to support Agilent Life Science and Chemical Analysis Group (LSCA).  Commodity team including SQE, Component/NPI sourcing Engineers and Buyers.  Develop and implement commodity strategy and managing supply base (8 suppliers, 70M$ spending, ~5% annual cost saving) * Global contract negotiation and maintenance. * Market survey, benchmark and supply base development in APAC region to develop supply chain solution to Agilent. * Lead first Agilent LSCA box build level product outsourcing project. Project sponsor is Agilent Supply Chain VP. The project is highly recognized by Agilent Management. * Develop and update Agilent LSCA process to manage box build level Contract Manufacturing suppliers. * Lead PCBA transfer project (133 PNs, 40M$ spending, 3 oversea suppliers) from High Cost Country to Low Cost Country (China and Malaysia). * Sourcing representative of Agilent-Varian merge & acquisition project and responsible for supply chain integration, product line/knowledge transfer, plant shut down and Contract manufacture consolidations. * Lead product line transfer Varian site in the Europe to China. (193 saleable items, 870 parts and 97 suppliers)

* Managing Energizer’s sourcing projects in China for raw materials, outsourced products. Complete 7 projects with $6M spending transfer from HCC to LCC and achieve $1.7M saving. * China supply base development. Evaluate vendors’ capability in quality, technology and cost competitiveness and form pipeline and database. (20+ supplier in pipeline and 4 new suppliers on board). * Cost negotiation with supplier and cost model definition * Support global commodity team in NA region to conduct supplier performance review and improvement

* Lead in 3M sourcing/outsourcing activities, supporting Communication/Electronic/Electrical Division and Industrial Adhesive Division. * Developing new sources of supply to support 3M new product launch. * Supplier management to ensure top performance level provided to 3M. (15 suppliers, $10M spending.) * Inventory control for sensitive material at CM supplier to protect 3M brand. * Lead commercial negotiation and contracts negotiation. * Lead 6-Sigma improving projects with suppliers. * Lead Capital Equipment and professional service sourcing for 3M new plants.

* Develop manufacturing process for mobile phone products * Monitor quality and stability of manufacturing process * Productivity and yield improvement * Lead production line transfer from EU plant to China * Support Ericsson mobile phone NPI projects with R&D, marketing * Support components localization with sourcing