Xi Wang

Overseeing and optimizing end-to-end supply chain operations and improvement. Adept at driving cross-functional collaboration, streamlining processes, and implementing innovative strategies to enhance operational efficiency and maximize profitability. • Lead and inspire a team of 6 professionals, strategically managing global demand planning, global supply planning, production planning, and Operations project management across two regions (US and Asia Pacific). • Collaborate closely with key stakeholders, including sales, marketing, and finance teams, to analyze market trends, demand patterns, and sales forecasts, resulting in accurate demand planning and inventory optimization. • Drive global supply management initiatives, resulting in a substantial inventory reduction and improved supply chain agility, enhancing the company's response to market demands. • Partner with product development, marketing, and engineering teams to drive successful product launches and extensions, optimizing supply chain readiness and ensuring seamless market integration. • Initiate and manage cross-functional projects aimed at enhancing operational processes and capabilities, such as the successful implementation of the Gains system for demand planning and supply planning. • Develop and implement inventory management strategies to mitigate risks associated with demand variability, ensuring optimal stock levels across multiple geographies. • Oversee the development and execution of supply chain improvement programs, utilizing data-driven insights and industry best practices to enhance overall operational efficiency. • Foster a collaborative work environment, enabling teams to meet performance targets, achieve KPIs, and deliver exceptional results.

I worked with Senior leadership to establish IBP structure and processes for the Medtronic Diabetes Division. I cross-collaborated with Medtronic Central IBP team, global team, and regional teams on design IBP goals, strategy methodology, metrics, key stockholders, and facilitators. I oversaw IBP discussion forum, content, escalation channels, and IBP review mechanism for Medtronic Diabetes. Improved business synchronization and accelerated business strategic decision-making. • Cross-collaborated with over 100 leaders on 200+ action/escalation items and executed over 80 business-critical topics. Implemented over 60 improvement opportunities, including 10% SKU reduction, 30% revenue/SKU increase, and secured global launch timeline for five new products/systems. • Successfully improved the Diabetes IBP maturity evaluation from 2.1 to 3.5 in one year, as well as increased lifecycle management and production planning. • Launched Anaplan system to provide more efficient business/finance analysis and planning, accelerating demand to dollar planning, simplifying financial and demand tracking, and providing integrated forecasting. • Built multiple PowerBI based system, including global one-stop business KPI dashboard, global product phase-in-phase out dashboard, and global Sales & Operations Execution (S&OE) dashboard. • Developed Global S&OE process and value stream map for Diabetes. Helped to address short-term business risks and challenges at a global level. • Worked with multiple consulting firms and Medtronic departments (including Medtronic IT, supply chain, project management office, finance, regulatory and commercial teams) on business improvement, daily business management, new product development, project management, and quality/regulatory remediation. • Served as the VP of Medtronic East Asian Association and launched the first East Asian Descent mentorship program. Increased 20 mentors and 30 mentees’ work satisfaction, network, and career development path.

In this position, I built strategic relationships with key suppliers to maintain a $60M annual spend, including electronic parts, plastic parts, mechanical parts, and chemical parts. I collaborated with suppliers on supplier selection, cost reduction negotiation, capacity improvement, and new product development. I also led quarterly business reviews with suppliers to identify discrepancies in performance, increased strategies, and potential opportunities. Cost Saving Achieved: • Achieved $1M annual cost saving from successfully transferred the Medtronic production to OEM. • Achieved $1.5M annual cost saving from supplier VA&VE equipment upgrades. • Achieved $750M annual cost saving from supplier replacement Supplier Development Projects: • Increased the supplier’s production process capacity by 25% -100% from new equipment verification and validation. • Secured product development for two new systems, in addition to support New Production Introduction (NPI) projects. Supplier Remediation Activities: • Developed and managed component End-of-Life (EOL) projects and management processes to prevent continuity risks. • Identified and resolved over 30 drawing gaps for eights products lines without any production disruptions. Supplier Relationship Management: • Created and maintained healthy relationships with suppliers, in addition to leading quarterly business reviews with key suppliers to discuss business performance, opportunities, and future strategies.

I oversaw and managed the global raw material and finished goods purchasing, maintenance, product inventory planning, and allocation. I led and established the U.S. production direction and supply chain process improvement strategies. • Spearheaded a global transportation improvement project, generating $700K in annual transportation savings • and reduced transportation lead time from the U.S. to Europe by ten days. • Substantially improved and standardized the operation processes, reporting, data analysis, Raw material MRP and production planning templates. Achieved a reduction in manual labor and refined production efficiency. • Maintained over 99% product availability globally and reduced the Scrap and Obsolescence by 5%. • Managed material purchasing, maintenance, and global product inventory planning & allocation. Ensured inventory accuracy and product availability at Medtronic global facilities with raw supplier capacity shortage and production capacity challenge.

Team Leader and category leader in Replenishment Department of 6 employees. Responsible for approximately 1000 raw material SKU ordering for 19 Niagara plants. Key contributor to Logility ERP system development. • Served as primary raw material supply contact at Niagara. Responsible for new employee training and supervised six replenishment analysts. • Standardized raw material MRP methodology, streamlined raw material & inventory management. • Ensured on–time production and delivery of products during peak seasons through effective inventory analysis and supplier negotiations. • Partnered with strategic sourcing team to develop costing and business expansion strategy.

Charged with directing and managing sales and operations activities and global S&OP review. • Formulated FGs and raw materials forecasts. Reversed high rate of forecasting inaccuracy. • Analyzed and forecasted annual business increase, including production/labor evaluation and future production capacity aligned with new high–volume accounts generated by sales personnel. • Instituted Standard Business Process for New Production Introduction and Safety Stock standard.

Managed Strategic Sourcing projects comprised of Low-Cost Country (LCC) Projects, Supplier Consolidation Projects, and Supplier Classification Projects. Managed NPR (Non-Production- Related) supplier activities. • LCC Projects: Led Cleveland team and Suzhou China Team to identify cost saving opportunities, perform supplier selection & validation, conduct price & contract negotiation. Achieved $1.5 million annual cost saving. • Supplier Consolidation Projects: Consolidated printing & label suppliers, distributors, and mechanical parts suppliers. Decreased raw materials costs and improved service terms. Achieved 50% reduction in cost of printing and label supplies and minimized production lead time by 25%. • Supplier Classification Projects: Developed supplier classification process and matrix with quality team. Reclassified all Philips approved suppliers. • NPR supplier management: Managed NPR supplier selection and approval. In charge of NPR supplier pricing and agreement negotiation.

• Supported two groups, Purchasing and Supply Quality Engineering. Secured experience of supplier relationship maintaining, and supplier classification and selection.