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<pre>Array ( [var] => cut_url ) </pre> Resume for David K. for Supply Chain / Logistics / Energy & Utilities in Changzhou, China. Search More Resumes for Supply Chain / Logistics on Resumark.com #AHG7SM4ST
 

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Resume for David K. for Supply Chain / Logistics / Energy & Utilities in Changzhou, China




Occupation: Supply Chain / Logistics Industry: Energy & Utilities
Country: China City: Changzhou
State: Jiangsu ZIP: 213000



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Mr. David K. Manufacturing Integration Manager Changzhou Trina Solar Ltd.

                                                                                                                                                                                                                                                                                                                                

Personal Data

MARITAL STATUS: Married           

Location: Changzhou, Jiangsu, China

Resident: Changzhou, Jiangsu, China

LANGUAGE CAPABILITY: Chinese Mandarin/English CET

GENDER:               Male                   

DATE OF BIRTH:         //             

Contact Mean:        

ADDRESS: , No. Tianhe Road, Changzhou, China

Email:  

HEALTH: good

HEIGHT: cm

WEIGHT: kgs

Professional Specialty

    Team built ability.

    High sense of responsibility.

  Hard worker with the highest integrity and cando attitude, excellent team player with good personality skill.

  Selfmotivated and resultoriented person with minimal supervision

    Sophisticated and tough negotiation skill.

    Fluent English both on verbal and written.

    Practiced computer skills.

    Broad supplier base / supply market / supplier technology experience.

    Manufacturing scheduling and forecasting and control 

MAIN EMPLOYMENT RECORD

. – Present Changzhou Trina Solar Ltd.

Position: Manufacturing Integration Manager

I have been with Trina for almost years, I has been appointed as supply chain manager, outsourcing manager and production integration manager.  I have devoted myself into the warehouse operation, Customs clearance, bonded material management, transportation and outsourcing operation with wafer and ingot outsourced. Comparatively I have been familiar with the Trina’s business processes and production realization processes throughout the positions rotation within years. 

Key Responsibilities:

  • Make quarterly/monthly production plan based on MPS and capacity existing.
  • Monitor and review the plan progress with different workshops managers on daily bases.
  • Make improvement plan to fill the gap to the target with workshops.
  • Monitor the WIP level and sustain a reasonable level for more effective working capital management..
  • Involved in the cost reduction activity by following up the experiment processes of new material application and experiments conduct. .
  • Production related projects initiated
  •  

    Accomplishments:

  • Successfully set up the new department, which is dedicated to monitor the production progress and steer for the right direction throughout whole the value chain, from ingot growing to module assembly.
  • Successfully hit company quarterly target by leveraging effectively company resources.
  • Build effective review mechanism with related department involved for daily target achievement.
  • Reduced lead time of manufacturing from days to days.
  • Rebuilt the warehouse operation leadership by organization restructure and strengthen the execution with strict working plan.
  • Completed the new warehouses removal.
  • Combed the Customs clearance processes and establish the KPI on the Customs clearance efficiency.
  • Built the working process for the international transportation and took over from global procurement.
  • From the beginning of Feb. , took over successfully the outsourcing business due to the unexpected previous outsourcing manager leaving, and achieved the month over month objectives.
  • From Aug.,, I moved to MFG as manufacturing integration manager, being responsible for manufacturing planning and control with subordinates supervision, successfully achieved production target quarter over quarter with close cooperation with MPS team and sales planning. I have turned to be more familiar with the manufacturing processes from upstream to downstream and improved my forecasting and analysis capability during the period.
  •  
     

    . – .  Eaton Electrical Suzhou Ltd.

    Position: Supply Chain Manager Report to Plant Manager, including sourcing, outsourcing, planning, purchasing, warehousing and delivering with persons

    Eaton Suzhou is a whollyowned  member with about employees of Eaton Group, who brings power control and distribution solutions to the utility, industrial, commercial and residential segments. a global manufacturer of switches, circuit breakers and power controls that are designed to enhance factory performance. ranging from miniature breakers rated from volts to worldclass vacuum breakers rated up to kilovolts.  a complete line of low and mediumvoltage assemblies: from substations, switchgear and panel boards to load centers, transformers and safety switches 

    Key Responsibilities:

  • Deploy EBSEaton Business System into SCM routine work.
  • Restructure SCM team by function identification – sourcing, planning, procurement.
  • Identify and develop value creation process and support process.
  • Develop the inprocess measurement metrics for each process.
  • Develop the localization process, validate and launch the localization project with engineer and remote engineer center involved.
  • Recruiting new staffs – buyer, planner, keepers.
  • Improve the process of goods receiving and payment made.
  • Optimize the supplier base with global sourcing team.
  • Accomplishments:

  • Took the lead and successfully deployed the Kanban system throughout all the product lines.
  • Involved with the VSM and Kaizen event activities.
  • Build a solid SCM organization to support Eaton ramping up business
  • Build efficient process for the new supplier verification and localization. Identify and increase the responsibility of buyers to improve cost saving effectiveness.
  • Specify the ownership and requirement for the buyers and warehousing team.
  • Recruit right person to inspire the working atmosphere and improve the efficiency and enhance the working urgency.
  • Improve the working efficiency through new benchmark setting and raising the bar.
  • Cost Saving by successfully localization from several production lines – USD.M in , USDK year to date in . Esp.  Hein localization rate from % increased to %
  • Reduced the CCLTCustoms Clearance Lead Time from days to days:
  • Call the regular meeting with forwarder involved to improve the Customs Clearance efficiency and achieve the lower and reduce the cost through achieving the lower and reasonable tariff rate.
  • Streamline the handbook operation and set up monitoring system throughout  the handbook application, duty free area identification in warehouse, incoming material handling and finished good management and handbook writing off at Customs.
  • Improve the Promise to Customer ontimedelivery rate from % to %:
  • Resolved the material shortage through more frequent communication with inter unit supplier in US on the material priorities.
  • Call the regular meeting with CSCCustomer Service Center and Production involved and highlight the constraints on the customer order fulfillment.
  • Build and broadcast the monthly rolling forecast to direct material suppliers.
  • Reduced the Inventory level from days to days on DOHDays on Hand
  • Implemented the VMI for the local suppliers.
  • More proactive communication on the material demand with overseas suppliers.
  • Build the noncompliance material proposal system through weekly review and action plan following up and obviously separate them from the qualified material area.
  • Keep focus on the top control of item inventory amount by different product line.
  • Expedite the localization pace through specified processes and accountable persons.
  • Building solid suppliers base through good supplier enrollment and poor supplier phasing out
  • Setting the reviewing gate by scoring suppliers.
  • Make supplier qualification process more practical and effective.
  • Build the supplier Development Strategy.
  •  

    . – . Changzhou Ranco Reversing Valve Co., Ltd.

    Position: Supply Dept. Manager Report to Plant Manager, including sourcing, outsourcing, planning, purchasing, warehousing, delivering and DDC with persons

    Changzhou Ranco is a whollyowned  member of Invensys Group, a global automation,controls and process solutions provider. Changzhou Ranco with employees and turnover $M offers reversing valves and services to majority of Airconditioner China customers and overseas market – North America, Europe and South Asia in countries. As Supply Dept. Manager with an operating budget of $M and staffs, responsibilities encompassed sourcing, outsourcing, planning, purchasing, warehousing, delivering and DDC.

     

    Key Responsibilities:

  • Accountable for EHS deployment in whole the department , ensure core values of safety,
  • ethics, regulatory compliance are met.

  • Subcontracting activity and contract negotiations.
  • Develop policies and procedures to ensure quality and cost effectiveness from suppliers.
  •      Coordinates with IC global purchasing team for global purchasing work.

         Involved in the supply base quality improvement with SQE team.

  • Implement and monitor key performance metrics to optimize supply and delivery
  • performance

      Liaise with and support suppliers, monitoring suppliers’ delivery performance and quality

    reliability.

         Manage the entire flow of materials procurement, purchasing, storing and finished

                   product distribution. 

         Plan and manage the demand and supply relationship, balance inventory levels with

       scheduled customer commitments to ensure the efficient flow of materials.

                Deploying and internal auditing ISO procedures in whole the department.

  • Build overseas PO implementation process and supervise all customs procedures as to
  • save cost and time for import and export.

  • Manage logistics activities such as packing, loading and unloading and stock
  • management of raw material, finish product.


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