James Hu

Responsible for North Asia cover China, Korea & Japan -Logistics operation - Transportation and warehousing -Trade compliance and customs operation -Demand planning -Distributors management -Budget & Productivity Management -Logistics Flow Strategy

EXPERIENCE Director, AP Global Trade & Compliance Aug 2014 to Present Delphi Automotive Systems(China) Holding Co.,Ltd Responsible for AP region cover China, India, Korea, Singapore and other SEA country - Operation Set up daily tracking report to manage whole Region 42 manufacture units daily operation to meet customs clearance OTD 99% Manage customs brokers and system suppliers performance to meet KPI target Manage duty free customs book imbalance to minimize the GAP with customs measurement Cooperate with purchasing for duty saving program like FTA compliance and localization project - System and Process Implement customs operation system(TMS) and FTA system in AP region Build up HS Code database to improve the HS Code accuracy Manage the customs broker and system supplier sourcing under ISPA system Customs Operation system and process build up for all functions and milestone - Compliance Set up AP compliance strategy to meet company business and government authority compliance goal Make compliance training materials for customs compliance internal and external regular training Implement and lead the Sales & Operation system, contribute the plans and strategies to achieve agreed business goal in Asia Build up the clearance accuracy checking system to control the customs clearance accuracy to close to 100%

Director, Asia Supply Chain June 2008 to Aug 2014 Emerson Branson Shanghai Responsible for Asia region cover China, Japan, Korea, HK, India and South East Asia - Supply Chain Lead Asia supply chain which including Planning, Purchasing, Sourcing, Customer Service, Sales Admin, Import and export, Warehousing and Distribution Implement and lead the Sales & Operation system, contribute the plans and strategies to achieve agreed business goal in Asia Control the materials, supply chain and logistics operation including inventories, projects fulfillment , statutory compliance, cost effectiveness, claim management, service level, quality and performance Combine strategic development as well as continuous improvement programs to effect improvement across the logistics and supply chain cost control Responsible for freight / logistics consolidations, managing the contracting and relationships of all logistics partners involved in the movement of shipments including negotiation of cost effective logistics terms / conditions, while providing effective service levels. Review freight / warehouses and other logistic expenses, loss and damage claims for shipments, monitor performance of carriers and logistics activity Provide expertise and guidance on import / export laws, customs and duties, as well as related regulations to assure compliance Lead Asia supply chain pre-alert system to well delight the sales and customers Improve Asia INV Turns Over from 6 to 12 in one year Set up Asia service management system to improve the Asia OTD from 60% to 99% - Customer Service Center Consolidate the Asia CSC functions which including Application, Filed Service and Sales Admin for the company strategy – “ Delight the Customer” Start the 400# service call system for China in 2010 and establish the service call system for whole Asia CSC service request

Director, China Logistics April 2006 to June 2008 Schott Glass Technologies (Suzhou) Responsible for centralized planning and customer service, purchasing, import and export, and warehousing for three different business units at Schott manufacturing site. Responsible for logistics and trading warehouse operations in Free Trade Zone for Schott (Shanghai) trading company. Responsible for IT functions for Schott at all China locations. Improved on-time delivery to customers from approximately 45% to consistently better than 99%. Improved on-time delivery from internal and external suppliers from approximately 40% to consistently better than 98%. Reduced annual freight expense from RMB 10 million to RMB 8 million through careful forecasting and planning, especially for raw material imported from Germany. Reduced frequency of air shipment from over 50% to less than 10% of inbound and outbound orders. Reduced inventory from RMB 59 million to RMB 27 million. Achieved RMB 2 million favorable PPV. Successfully negotiated favorable float glass prices during a time of severe shortage in China. Improved externally audited inventory accuracy from 92% to 99.99%. Implemented strong cycle counting program. Personally devoted many hours to developing staff and one-on-one coaching. Employee turnover in 20-man Logistics department was 0% in last two years. Maintained friendly and cooperative relationship with the existing internal and external vendors to meet all requirements and purchasing terms. Inherited several very serious Customs problems due to inadequate prior management and incorrect actions. Resolved all of these at minimal expense while improving Schott’s reputation with Customs officers. 100% compliant during my tenure with all China Customs import and export, bonded and non-bonded manufacturing, fixed assets and other authority compliance requirements. Implemented and successfully managed several different materials management

Manager, China Product Control and Logistics March 2005 to April 2006 Delphi Automotive Systems(China) Managed assigned country logistics contracts with ten 3rd party logistics suppliers. Managed China customs and other authority compliance, improve customs book management system to avoid RMB 10 million penalty for Shanghai plant. Organized and administered China logistics projects, built up Suzhou plant logistics team. Took aggressive logistic and inventory reduction initiatives. Reduced inventory by RMB 50 million inventory through JIT and consignment warehouse system. Monitored and insured service supplier quality. Developed strong Product Control and Logistics department expertise and team in China. Established electronic business flow and electronic document file to analyze logistics and freight. Resulted in integrated database to enable cost savings and improved operations. Gathered intelligence on 3rd party logistics and competitive directions in China. Used this information to adjust departmental actions and strategies to meet customer and market requirements. Established China Technology Center logistics operation to support R&D center. Led a freight audit team for Delphi’s 15 legal entities in China. Validated all freight expenses before authorizing payment. Conceived of and implemented changes to Customs broker activity to reduce average customs clearance from 4 days to 2 days. Built Logistics Service Provider management: KPI performance system for all China logistics vendors. Used this to drive performance improvement.

Logistics Manager January 2003 to March 2005 Teradyne (Shanghai) Managed logistics, production warehousing, 24-hour access service warehousing, and import and export activities throughout China. Met or exceeded 99.9% inventory accuracy. Developed people and processes in Logistics department to meet or exceed business units’ performance expectations in Asia/Pacific region. Trained and led China logistics team to increase and broaden cross-functional skills. Established high level quality, cost, and delivery objectives. Developed and managed projects to meet these objectives. Shortened customs release time from 6 days to 2 days. Ensured 100% compliance with China Customs, CIQ, and MOFTEC regulations and requirements. After 1 year of strong effort and several intensive audits by China Customs officers, awarded Customs Class A certificate. Awarded Class AA certificate after 1 more year of even more intensive scrutiny by Customs. Teradyne was one of only 12 companies in the Shanghai area awarded the Class AA certificate. Completed exceedingly detailed documentation to permit rarely allowed importation of used manufacturing automation equipment for new manufacturing processes. Achieved duty-free and on-time importation of machinery valued at approximately US$ 10 million. Provided purchasing department with effective logistics solutions to support localization projects valued over RMB 20 million annual purchasing volume. Sourced 3rd party logistics providers and established KPI s to monitor their performance. Using TQM 7-step methods, reduced annual freight and Customs expense by approximately RMB 2 million. Successfully passed all corporate freight and compliance audits for international and China 3rd party logistics.

Materials Manager September 1998 to January 2003 Philips Passive Components (Shanghai) Oct 1999 to Jan 2003 Materials Manager Dec 1998 to Oct 1999 Planning Manager Sep 1998 to Dec 1998. Planning Section Head Managed Planning, Purchasing, Import and Export ,Warehousing and Distribution departments. Scope of responsibility included order entry, MDS and MPS, production and shop floor control, inventory control, logistics, import and export, purchasing, service inventory and distribution. Controlled the entire logistics chain from raw material up to forwarding goods to customers. Determined best logistics means and freight forwarders depending on circumstances and requirements. Managed import and export compliance in whole trading process. Included tracking and updating all of the government policies for trading. Kept good working relationship with Customs, CIQ and other China government authorities. Set up and maintained the process for logbook control, Customs clearance and CIQ inspection for packaging material, used manufacturing equipment, etc. Performed plant capacity and production planning. Prepared for and chaired the MPS meeting, determined production levels for all production lines on a monthly and weekly basis. Conducted mid-term planning in liaison with sister plant, marketing, and sales. Realized the delivery targets Confirmed Line Item Performance and Required Line Item Performance for the key accounts. Achieved over 99% on-time delivery. Controlled the total company inventory accuracy over 99.9%. Controlled and minimized the overall shipping costs from RMB 8 million to 6 million. Controlled finished goods, raw material, supply chain, lead times and spares planning to sustain smooth production work orders close with virtually no capital tied up in inventory to overcome interrupted demand. Investigated and analyzed production performance and reported to departments concerned. Helped operation achieved 98% output on-time.

Sales Supervisor September 1990 to September 1998 Shanghai Automotive Co. Oct 1992 to Oct 1996 Sales supervisor for agriculture gear box exported to Italy. Approximately RMB 50 million annual. Aug 1991 to Aug 1992 Production planning supervisor for whole export business, including 3 different product groups, 150 different finished products, and over 10 thousand components. Led a team of 5 planners. Jul 1990 to Aug 1991 Production planner, buyer.