Susie Huan

To transform and achieve continuous SCM exellence by driving integration and improvements of Asian Sourcing Service, China sales & distribution, Customer Service, Production Planning, Material Planning, Import/Export & Warehouse operation. Team size: 55 persons (reduced to 40+ as lean strategies implementation) Key achievements: 1. Re-engineering plant wide systems and transform SCM processes from customer service, sourcing service, production planning, material procurement, operation management till shipping and enhance KPI results including delivery, cost, quality and lead time. 2. Driving plant wide system and processes to improve compliance and upgraded Fagerhult Suzhou factory to be Class A company in both Customs and CIQ system, saving >RMB10M cash flow on yearly basis 3. Servicing global group customers via Sourcing Office with optimum productivity and cost targets 4. Leading Suzhou plant as Project Manager to develop and implement a new ERP system with full modules covering SCM, Finance, Operations and Engineering.

Lead total supply chain functions including sourcing, planning, import/export, and warehouse functions to support both factory and Areospace BU targets in terms of supply chain cost, OTD, lead time, inventory, compliance and SIOP Propose. - Oversee general vendor relations to ensure optimal pricing and quality for all required items across all brands, in line with agreed upon KPIs. - Manage all warehouses and commissaries to ensure quality and cost KPIs are met or exceeded. - Build logistics and supply chain systems and processes, implement repeatable and well documented SOPs. - Oversee logistics network, ensuring on-time and on-spec delivery of all products to company owned and franchisee stores. - At all times ensure supply chain integrity across all functions, and in accordance with government regulation and brand specified standards. - Recruit and develop all planning, logistics and purchasing team members. - Ensure that team members receive appropriate training in key competencies and in support of their specified KPIs. - Set job descriptions and appropriate key performance objectives for all staff. - Ensure all staff are reviewed regular, have clear KPIs and on contract, and manage the periodic renewal process. - Leading Honeywell cross-functional departments to achieve ‘ Honeywell Best Delivery Plant’ Award in 2009, 2010 Q1, 2010 Q2. - In 2010 Honeywell Suzhou inventory DOS has been improved from 92 to 46, Q2 inventory $2380K vs AOP$3231K(25% lower than inventory target). - Driving custom affairs compliance and improving bonded material management process for processing trade in Honeywell

1. Obtaining high score at the bi-quarterly customer survey in Spansion 2. Leading cross-department teams to complete total 24 continuous improvement (KAIZEN) projects on yearly basis focused on:  * >30 modules error-free scheduling system development designed with cost avoidance US$450,000  * Cycle time reduction via NPI Improvement / JIT implementation / conversion time reduction  * Cost saving programs on supply chain area: $1.3 million saving / year * Global Project Leadership on Inventory Management and Reduction * Lean Program on Planning & Supply Chain Management 3. Gained 3 gold award / 4 silver award / 6 bronze awards in plant and global Total Continuous 4. Global Supply Chain synchronization and integration programs in Spansion 4. Leading worldwide product loading & routing optimization with 75% cost reduction 5. Working on project assignment at Sunnyvale, US on SCM & SAP system development for 1 year overseas.

1. 以外国语学院第一名的成绩获得1994年“校长特别奖“ 2. 获得外国语学院1998年度“优秀毕业生”称号