Ku-Hsin Chen

1. Led 15 inferiors, spanning from offices of Shanghai, Beijing, Tianjin, Wuhan and Shenzhen, to take care of the company’s procurement of facility, IT, general and logistics related affairs. Managed over 1,000 vendors with the annual procurement amount of about RMB 850 million. 2. Achieved cost saving of 10.5% which was 36% better than Y2012 goal through successful negotiation strategies implementation (bundle deal and full competition environment) in major procurement cases. 3. Improved business efficiency and effectiveness, reduced management effort, shortened approval process time and implemented common protocol (e.g. shortened average PR/PO cycle time to 6.92 biz days, 12.8% improvement; reduced PR/PO process cost (POs/RMB-M) from 18.3 to 9.3) 4. Successfully supported fab expansion projects, keeping the supported projects all on schedule through FAC procurement consolidation 5. Enhanced and implemented procurement procedure maintain the integaity, service quantity and morale. Conducted periodical training courses and experience sharing workshops to improve buyers’ professional knowledge and empirical experiences.

1. Led 25 inferiors to take care of the business group’s capital procurement of fixture, equipment, robot, consumables, instrument and facility. Managed over 300 vendors with the annual procurement amount of about RMB 210 million. 2. Led the procurement team to bargain with robot machine suppliers and obtained 15% more cost saving than the goal set by the management by leveraging professional mechanical field knowledge and strong negotiation skills. 3. Coordinated the fixture project of one cell phone production (pilot run and mass production), led three buyers from two divisions, overcame component delivery problems and got the project on schedule. 4. Conducted Quarterly Business Review (QBR) with key fixture suppliers to do accurate capacity planning and ramp readiness analysis and ensure product quality.

1. Was the Department Head of Procurement. Led 6 inferiors to take care of the company’s procurement of IT and facility. Managed about 80 vendors with the annual procurement amount of about RMB 14 million. The cost saving amount of 2008 was RMB 2.87 million with the percentage of 17%. 2. Surveyed vendors and established vendor database: Formosun was newly established. There was no procurement system when I was on board. I led the inferiors to assess all the vendors by their product/service quality, delivery and price, set vendor coding rules, developed vendor database and standardized procurement operation procedures. 3. Built up and implemented Procurement ERP system: There was no ERP when I was on board. I initiated the project and led inferiors to assess vendors and manage the project to ensure the ERP on line on schedule. 4. Overcome the challenges of TCO glass and EVA shortage: In 2008 solar cell manufacturing industry faced the crisis of TCO glass and EVA shortage. I led the inferiors to negotiate with the vendors to ensure smooth raw material supply. 5. Got procurement system certified by ISO 9001 and ISO 14001: Formosun did not have ISO certification when I was on board. I led the inferiors to accomplish the documents of procurement, facility and IT, standardize the operation procedures of these functions and assist the company to get ISO 9001 and ISO 14001 certifications.

1. Responsible for the company’s procurement of instrument, facility, spare parts and IT. Managed about 270 vendors with the annual procurement amount of about RMB 240 million. The cost saving amount of 2006 was RMB 32.73 million with the percentage of 12%. 2. Led the project team of 5 members to execute the expansion of Fab12 Phase 1, 2/3 and Fab 14 Phase 2 with the budget of RMB 200 million each project and the project time of 3-6 months. All the projects were accomplished on time and within budget. 3. Led the project team of 4 members to plan, establish, test and implement the Online Bidding System with the project time of 4 months. This system not only saved a lot of human effort to deal with bidding related affairs but also reduced human involvement and failures in the bidding process. The system processed 1,000 procurement cases in 2004. 4. Assisted TSMC Tainan and TSMC Mainland China to implement Procurement ERP system.

Graduated with 2nd prize, Thesis Topic: “Industry Development Analysis for Taiwan Thin Film Solar Cell”