Yu Sheng Lin ✔️

1. Lead end-to-end supply chain operations across sourcing, order management, and vendor performance. 2. Manage $150M+ annual procurement across TW, CN, and Southeast Asia. 3. Drive sourcing strategy under tariff and cost constraints, including supplier reallocation initiatives. 4. Optimize PO, MOQ/MOV, and inventory decisions to improve supply chain flow and availability. 5. Partner with eCommerce and operations teams to align demand signals with supply planning. 6. Address vendor quality and lead time variability to reduce returns and operational risk.

1. Drive Taiwan business growth by optimizing logistics operation flow and service quality via cost-effective ways. 2. Lead 3PL to provide operational performance to achieve customer satisfaction and hit quality/regulatory compliances internally/externally. 3. Provide annual budget planning and perform adequate control in e2e supply chain.

1. Developed AAP supply chain strategies for cost saving and flexibility optimizing. Leaded team members to execute logistic actions for requirements from other divisions 2. Provided solutions and increased service level to supply chain partners, collaborated with US DC team to reduce external influences (such as impacts from US-China trade war, vendors’ package management for Prop65 law in California, and shipment shortage management) 3. Leaded and supervised AAP logistics team, manage all the operations are under well-control (such as warehouse management, inventory accuracy, shipments schedule, inbound & outbound issues, sample sales, EDI receiving, value-added service projects etc.) 4. Managed 3 main kinds of different logistic operations (Cross-Dock, CFS to CY, Pick & Pack) under cost-plus outsourcing model in AAP Asia distribution centers. 5. Improved operation processes, which increased more than 20% productivity of DC operation; Optimized packing quality and order cycles, finally reduced 33% lead-time in cross-dock operations, overall both increased vendors and clients’ satisfactions. 6. In charge of logistic contract renewal, 3rd party logistics partner selection, warehouse setup and movement.

1. Supervised 3PL’s performance by SCM KPI, such as inventory accuracy (controlled stock variance under 0.05% of total cargo values), shipment quality control, DC space and container utilization. Ensured 3PL remaining high service quality and contributions to AAP. 2. Inventory Management and Planning: Executed replenishment strategy and coordinated inventory management activities with other parties, such as scheduling in/outbound scheduling, liaising with 3PL and customs brokers, and supporting for new product pipeline. 3. Budget Control and Saving: Built up DC budgets and control 3PL’s operation cost within reasonable limits from 2014 to 2018, achieved more than 10% saving every year. 4. Projects Management: Managed several value-added service(VAS) projects with 3PL, which include C-TPAT preparation, product scrap, case pack change, re-pack and re-label operation. 5. EDI Improvement: Optimized interface of 3PL’s system; Revised EDI framework between AAP and 3PL, which increased EDI transferring productivity more than 35% from 2016. 6. Increased 15% available warehouse storage volume by efficient layout designing.

1. Cooperated a big data analysis project with a researcher who is working in Cambridge University (Department of Centre for Science, Technology and Innovation Policy, CSTI) 2. Data Analysis and Modeling: Extracted plenty of raw data from the database and filtered the data by using Excel(VBA) and built a dynamic analysis model to meet clients’ requirements. 3. Because of timely responding, problem solving and highly motivation for project running during the project, gained highly positive feedback from the client after project closed.

1. Production Planning and Improvement: Analyzed KPI and provided suggestions to improve the business performance, including 17% productivity improvement and 3.2% milk sales increased annually. 2. Supply Planning: Built supply planning model of milk production to meet up annual target based on relevant dairy farm variables, consolidated milking data and finance report into model to boost target fill rate as high as possible. 3. Staff Hiring and Recruitment: Developed hiring model with over 500% recruitment growing (25 → 126 employees, from 2009 to 2012) and reduced the resign rate from 17% to 11% in 201. 4. Transferred all of operation records from paper to spreadsheet, made all relevant analysis became more accuracy and representative. 5. Involved Holstein procurement project in Australia, built up business records for future learning and conducted cost analysis for modifying procurement strategy in 2011. Accomplishments: 1. Implemented new feeding system efficiently in one month, decreased 13% feeding cost and gained more than15% feeding productivity from 2011. 2. Couched vets and junior-level staff quarterly to know how to use Microsoft Excel expertly. 3. Successfully implemented more than 5 training programs and SOP to different departments, assisted dairy farm to reduce significantly labor cost and recruitment cost.

Modules Completed: Negotiation Skill of Procurement, Problem Solving Skills for Consultants, Forecasting, Sourcing Operation Modeling, Logistics Modeling, Global Sourcing (with SAP), Strategic Supply Chain Management.

Dissertation: The Research of Power, Influence Strategy, Relationship Strength, and Performance in Industrial Channels: A Case Study of the Colorful Broilers Industry in the South Taiwan