Mars Yih

-Head of Global Sourcing, focusing in the US and APAC markets, establishing a global supply chain model to mitigate risks and enable business growth. -Established an end-to-end cost management process, achieving significant cost savings year over year. -Deployed Six Sigma methodology, which drivs process improvement across supply chain operations. -Enhanced team performance through talent engagement programs and streamlined organizational structure, increasing productivity and quality of work. Significantly improving KPI results in all aspects. -Developed sourcing strategies for various product categories, adapting to market dynamics and trends, able to boost US business performance with Supply Chain capability. -Implemented a fit-for-business classification model to improve operational efficiency across the supply chain. -Product portfolio includes hard goods (Metal and plastic, and deco); soft goods (various pouches, retail bags); Packaging (Paper box, Tin Box); Retail consumer goods and electronic devices. -Develop non-China supplier network in the US, Mexico, Europe, and South Asia (Vietnam, Cambodia, Thailand, and Indonesia, etc) -Ensure for New Product Introduction timeline, customer order on time delivery, advanced material planning, ERP/MRP, and Logistic management. Collaborated with Engineering to roll out sustainability strategy, including reducing carbon footprint, increasing recycled material usage, as well as ESG compliance.

-Managing quality assurance and quality control teams in different continents and locations, responsible for the quality performance of hundreds of suppliers around the world. -Integrated multiple quality functions through acquisition into one centralized Global Supplier Quality management team. -Established a global quality management model, covering quality policy across the entire company. Shifting QM culture from inspection-based to a preventive approach. -Implemented data-driven organization, deployed KPIs, metrics, and scorecards to monitor supplier and operational performance. -Driving process enhancement and risk mitigation strategies, achieve a significant reduction in customer complaints and quality-related expenses. -Streamline organization which resulting in headcount reduction by 33% and operational costs by over 25%.

1)Global DF Lead, Global Manufacturing Operations -Managed regional teams and EMS partners (Contract Manufacturers) to ensure customer order fulfillment, maximizing revenue through material allocation. -Conducted end-to-end cost analysis and modeling for new product introductions (NPI), supporting business awards. -Led freight and logistics cost reduction programs, improving peer group performance through best practice sharing. -Improving EMS partner performance in OTD, maximizing BU revenue, and reducing production lead-time. -S&OP committee is responsible for material planning and order fulfillment. 2)Product Inventory and Cost Manager, Global Manufacturing Operations -Managed product portfolio inventory levels and non-material spend at EMS partners, optimizing supply network design. -Led logistics cost reduction programs and improved global product supply performance, reducing lead times. -Spearheaded cross-functional teams to mitigate supply risks and enhance operational efficiency. -Reduce BOM cost and non-BOM cost and minimize material excess and obsolete throughout the product life cycle. 3)Supplier Commodity Manager, Global Supplier Management -Developed and executed global commodity strategies, managing key suppliers in the mechanical segment (Metal stamp and assembly, plastic injection, hardware, and EMI gasket), with an annual spend of $400M. -Led negotiations for cost reductions and business agreements, ensuring supply continuity and quality. -Managing business awards and supplier performance improvement. -Leading non-China sourcing initiative. -Evaluated end-to-end supply chain models, optimizing supply flows from components to final assembly. -Delivered significant cost savings year over year to meet the company's cost target. -Supply Risk management and mitigation.

-Developed Global Sourcing strategy to support business strategies across APAC, Europe, and the Americas. -Led cross-region commodity teams, achieved 15-20% material cost savings, and improved cash-to-cash cycle times with better payment terms. -Scout, Evaluate, Qualify and Develop new suppliers in mechanical (plastic injection, metal stamping, casting) and Electro-Mechanical (cable & assembly, connectors, printed circuit boards, etc), to create competitiveness in supply solutions. -Managing NPI (new product introduction) in mobile phones, base stations, and home use network devices. -Build up sourcing capability to support the Co-development ODM project with Nokia. -Implemented VMI programs, reducing inventory carrying costs and enhancing supply chain flexibility. -Managing suppliers in various locations, supporting global business for Nokia Mobile Phone, Ericsson Base Station, some other Chinese brands e.g.: ZTE, etc.

-Sourcing and Purchasing for various electronic devices and components. -Managing purchasing teams in Mainland China, for their daily purchasing activities and compliance, including on-time delivery, VMI deployment, minimizing material excess or obsolete, also driving supplier performance improvements and cost reduction initiatives. -Collaborated with the planning team to ensure material availability to meet the production plan Acted as a Supply Chain unit power user during the implementation of SAP, enhancing procurement and planning processes.