Yi Quan (Allan) Yang

Developing and executing manufacturing commercial strategy for lubricants supply chain which includes sales of assets, negotiation of long-term commercial supply with external 3rd party stakeholders (10+ years, 100M liters volume, $140M value), implementation of manufacturing capacity upgrades to fulfill growth agenda (total project NPV: $200+M). Leading the most sophisticated and complex supply chain modelling and optimization for the $1 billion lubricants business in North America network of 1.4B liters volume and 2,000+ SKUs across operations (10+ manufacturing assets, 15 distribution centers) and logistics (end-to-end). Leading financial modelling for the largest transformation in lubricants supply chain with a project NPV of $200+M. Managed 20 capital investment projects at the largest lubricants plant in the global network (500M L/year) with total headline of $22M with VP/GM sponsorship. Led and created 7 network footprint optimization models across N. America and Latin America to uncover a total of Net Present Value: $125M. Led network-wide complex VM (viscosity modifier) Dissolving ($12M) capital project through PMS (Project Management System) process – first such project in team

Led supply network optimization in top growth regions of India and Indonesia. Led grease and process oil network optimization across Asia-Pacific, China/Hong Kong, Middle East, South Africa. Evaluated $5M in new growth initiatives. Led Accelerated Growth initiatives for India, Indonesia, Vietnam, Philippines, South Africa, Regional Grease, Regional Process Oils with cost reduction of $1.5M/year. Led a 5-year supply and demand outlook strategy study on Asia-Pacific regional grease with involvements from operations and business development to support double grease growth initiatives.

Engaged and negotiated external contract to reduce dead and at-risk working capital by $10M across North America. Led operational grassroots initiatives to identify and deliver $5M/year in operational savings. Led modelling for supply sourcing project to increase Latin America market competitiveness by $6-9M. Initiated and implemented a new supply chain/S&M complexity study on product portfolio. Eliminated 50 SKUs from tail. Managed highly complex major retail customer transitions for 350 SKUs across Canada, US, and Latin America.

Managed 20 capital investment projects at the largest lubricants plant in the global network (500M L/year) with total headline of $22M with VP/GM sponsorship. Led and created 7 network footprint optimization models across N. America and Latin America to uncover a total of Net Present Value: $125M. Led network-wide complex VM (viscosity modifier) Dissolving ($12M) capital project through PMS (Project Management System) process – first such project in team

Supervised a total team of 80+ direct reports in all major operational departments (blending, bulk rack, warehouse/shipping, packaging) for 1.5 years at Americas region’s 2nd largest lubricants plant growing from 250 to 330+M liter production.

 Led greenhouse gas team to top percentile evaluation from external auditors for public reporting in response to Financial Times article on poor performance  Led a team of 10 global managers and collaborated with VP Global Commercial and VP HSSE Global Commercial on the implementation project of H2S barriers - lubricant’s 2nd highest safety risk project  Contributed to Shell’s Carbon Disclosure Project which resulted in A- rating in carbon disclosure  Analyzed and maintained a list of 6,000 HSSE professionals for a global Downstream competence project  Revised the traditional data critical review process to eliminate waste and to promote lean practices

 Mentored 2-3 high school underprivileged and underrepresented students through the college application process.

 Led a team of 40+ across US, Germany, Spain, and India in a business critical Oracle Juliet Wind Enhancement Request process to reduce the cycle time by 50% or a savings of $3.2MM to GE Wind  Initiated and persuaded management to hold a Lean Action Workout to improve process flow by introducing a new scheduling procedure, a new set of metrics, and a more comprehensive acceptance/rejection criteria  Implemented a change in the Cost of Quality warranty responsibility codes to gain visibility and proper ownership into $24MM of unknown warrant spent

 Designed a new lighter weight (by 50%), higher specific strength (by 50%), corrosion resistant composite using polymer and metal matrices compared to Shell’s conventional composite for offshore platform applications.

 Delegated responsibilities to 6 Executive Board members and over 600 general members  Achieved Silver Star status, the highest standing ever at Cornell, for holding successful social and service events  Strengthened leadership and teamwork skills through constant interactions with the faculty advisor, the National Office representatives, the Executive Board, and the general members

 Saved business over $2500 a month or $30,000 a year in labor costs by working two positions  Increased sales by 30% by marketing, advertising, referrals, and forming relationships with customers  Compiled a 100 page, 15-year contract with landlord after weeks of negotiations

 Increased the efficiency of company’s lithium ion battery material from 88% to 95% of its maximum theoretical output  Developed a $10 million-value innovative high temperature synthesis of lithium battery material  Expanded production of battery material from pilot plant to 10 ton/month full manufacturing  Demonstrated high standards in technical excellence winning 1st place in P&G Technical Excellence Award and a finalist in Co-Op Student of the Year

Concentration: Energy & Economics.