Marlon Lagman

Program manage a cross-disciplinary team to conceive, design and develop innovative technology products for Amazon Go and physical stores. This includes developing production strategy along with implementing and optimizing processes at contract manufacturers. Day to day activities include identification, specification, design and qualification of fixtures, test equipment and diagnostic software. I fully drive all factory-related operational issues related to SMT and final assembly processes during builds; ensuring effective closure to enable operational success of the new product introduction cycle, and put products into mass production. Tools utilized include mapping manufacturing processes, process flows, capacity modeling, equipment/ fixture designs, quality control plans, establishing implementation schedules and validating plans prior to any Engineering build. As an OPM, I represent all of Operations within the product design teams and the organization at large, managing the schedule health with the CM for build planning and readiness.

Responsible for defining a strategy and requirements (leading development teams) from design through delivery and subsequent operation of a project. The project was to integrate six key systems the Supply Chain Logistics and Planning team that support orders and scaling. These systems are used for warehouse inventory, transportation, forecast, asset, accounting and order management. The intent of the role was to define and manage a timeline for system integrations. I was able to coordinate the release of a new system on time and facilitate the creation of 2 additional systems by working with internal and external cross-functional teams.

Responsible for developing, communicating, and executing sourcing strategies within the Amazon Go and the Amazon Bookstore businesses. This includes managing business relationships with key suppliers to deliver high quality and cost effective materials to support production and ensure risks to supply chain continuity are eliminated. This role drives competitive sourcing through monitoring/tracking supplier performance, capability, development, cost and overall quality. This is achieved by having an intimate knowledge of market trends including rigorous analysis of cost drivers and structures, technical improvements and the competitive landscape. We do this to support our OEM supplier initiatives including annual cost reductions, VMI/JIT, lead-time reductions, favorable payment terms, etc. I also works closely with Engineering to influence technical design decisions to meet customer expectations, technical capabilities, and business objectives.

Responsible for new product introduction and production activities of an assigned AWS business vertical (Elastic Block Store [EBS], Simple Storage Service [S3], CloudFront, Networking, DynamoDB, Glacier). Duties include new product development and sustaining product changes for infrastructure hardware for AWS Global Datacenters. As the Supply Chain interface (for Engineering, Sales, Suppliers, etc), I engage multiple stakeholders to drive plans and execution to mitigate potential delays in release schedules and avoid potential excess inventory. My role is also to optimize operations to quickly “ramp up” End-to- End processes, develop tools that improve communication, provide advanced manufacturing experience and guide the team(s) to deliver a high quality hardware product throughout the life of rack operation (including decommissioning). This is done by taking into account supply chain design, schedule, cost, quality and availability through order cycle time goals.

Lead a team of New Product Sourcing (NPS) staff focused on Enterprise Mobility. NPS is responsible for collaboration between program management, engineering, supply chain and the procurement team for new product introduction activity. The teams’ primary function is to foster early procurement engagement and early supplier involvement within the new product development process. NPS goals are to launch new products on time, at the best cost and with high Quality. The team is able to achieve this by following the NPI - NPS flawless launch processes; such as ESI plans, sourcing plans, material / component risk mitigation, component lockdown, single point of failure, and DM cost management / commitment. As the primary New Product Procurement interface, the NPS role creates, maintains, and leverages strong relationships with external suppliers as well as engineering and supply chain leaders.

Responsible for all commercial, contractual design wins, strategic and tactical issues within the electrical and module supplier spend. This includes coordinating quarterly business reviews and yearly supplier contract negotiations as well as daily managing and negotiating inventory and material liabilities. Also responsible for setting cost reduction plans and managing overall supplier relationship. Additional activities include working across functional groups and regions in developing and implementing technology teams and strategy of mission critical enterprise applications. This includes specifying and documenting product requirements for devices in this category. Currently drive process and technological improvements through management layers internally and externally to execute to achieve and exceed Motorola’s Enterprise Mobility’s goals.

Manager of a team of global Supplier Engineers responsible for championing assigned suppliers’ capability for the quality and delivery of high risk components awarded for the electrical category (semiconductors, passives, filters, ICs, and displays). Managed component qualifications through the Production Part Approval Process (PPAP) with Process Sign Off (PSO) audits for unique components. My team was responsible for championing on-site supplier process characterization efforts, supplier yield and capacity improvements. I led quality reviews with suppliers with the goal of developing and monitoring continuous improvement plans. I also have chaired several high impact projects leading to a cost savings of over $2 million dollars. Completed the Motorola Digital Six Sigma program as a Black Belt and Green Belt.

Responsible for the System Infrastructure Operations (SIO) Third Party Supplier Quality program that encompassed 200+ suppliers. This included identifying key suppliers, coordinating monthly metrics, setting audit schedules and creating Supplier Scorecards. Daily duties included dealing with customer, warranty, supply quality issues and managing annual quality projects. Acted as a quality liaison between buyers, product owners, and third party suppliers to drive action plans to prevent systemic quality issues, reduce resolution timing, and prevent chronic delinquent shipments. My final role within the team was to standardize and create initiatives for the entire Radio Systems Division Third Party teams.

Responsible for strategic planning, managing and coordination of resources for quality and developmental issues related to the global supply base. This included hiring overseas Supplier Quality Engineers and managing systems. Daily job entailed handling supplier issues for all manufacturing facilities, sales offices, and distribution centers worldwide. Developed and created supplier metrics that were used for management feedback and supplier development. This led to corrective action items, supplier audits, directing team resources, first article approvals (PPAP, etc) and coordinating any problem solving for a particular supplier’s quality and continuous improvement. Other projects included consolidating and assessing global suppliers (Asia, Europe, etc) and implementing a new quantitative qualification audit system for certification. The end result was to develop a global supplier rating system (delivery, quality, service, price variance and service) and a digital global corrective and preventive action system. Past initiatives included managing issues from global restructuring (manufacturing moves overseas, company acquisitions, etc).

Coordinated and ran automotive supplier quality department with one other individual. Responsibilities included handling manufacturing, customer, and supplier related issues. Updated quality systems in the production plant and championed QS 9000 re-certification after one month of employment. Day to day responsibilities included PPAP submissions, managing supplier corrective actions, and resolving production floor issues; including maintenance issues. I managed the internal auditing system and daily dispositioned rejected (external and internal) material for the entire facility. Worked and communicated with various automotive customers to resolve various quality related and supply issues.

The largest Honda manufacturing facility for engines, transmissions, and suspensions for the automotive and motorcycle line. My role as an engineering staff was to act as a liaison between the engine plant and my responsible suppliers. I must also acted as a facilitator for supplier and material change points, confirming all new processes, operation standards, and ensure all documentation is revised (up to date) and conforms to the pertinent quality standards. For new model purposes, I also developed new suppliers (including benchmarking) for mass production use. This includes working with R&D and Purchasing groups to coordinate trial plans and functional testing. As support, I aided departments with any pertinent plant-wide material side issues that effect production or incoming part supply. This includes acting as a resource for any plant groups’ questions or concerns that arise from material problems. Also as a Materials Group associate, I spent 50% of my time in conducting failure analysis on suspect parts from warranty claims, endurance testing, new model confirmation builds, equipment failures, foreign material contamination, and mass production problems. I also was responsible for holding training associates formalizing material process modules for new associates.