Vincent Noach, MBA

• Roadmap and global strategy development at the HQ in the USA & positioning of the Orlaco brand after the takeover by Stoneridge. • Creating new business opportunities with large OEM leaders in the industry focused on North America. Bi-weekly travel to the United States • Close cooperation with the USA-based technology office (CTO). • Including all tasks from the product manager position. Key achievement: Built sustainable relationships with large automotive OEM customers in the USA and the successful positioning of Orlaco within the Stoneridge group.

• Product lifecycle management including stakeholder management. • Development of the roadmap, including setting the requirements, the financial business case, internal and external stakeholder management, and successful market introductions. • Responsible for processing requests for quotations (RFQ) from large OEMs. • International position with frequent traveling. Key achievement: Successful market introduction of multiple products including the first automotive ethernet camera.

• Development of the planning including stakeholder management and management buy-in. • Leadership non-hierarchic to the development teams. • Responsible for the timing, budget, and material cost of the project. Key achievement: Managed multiple development projects which resulted in successful internal introductions within timing, budget, and material cost. This includes the successful launch of one of the high-volume camera platforms.

• Mechanical Test Engineer. • All-round Assembly Operator. • Assembly Operator. Extensive knowledge of the whole business process by having these various positions.

This program is built on two pillars: 1) global sourcing and 2) doing business in China. The reason for a firm to employ global sourcing are the ability to exploit: 1) both its own and, in case of offshore outsourcing, its suppliers’ competitive advantages; and 2) comparative locational advantages of various countries in global competition such as China and India as offshore locations for companies from the West. By the end of this course the student is able to: - Analyse different academic perspectives regarding global sourcing and apply them to complex business problems and translate them into different strategies for global sourcing and doing business in China. - Demonstrate the ability to take balanced decisions related to entering the Chinese market and global sourcing related issues while taking different perspectives of various stakeholders in consideration. - Present, both verbally and written, business case solutions to managers in China.