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Sales Manager

Oakville, Ontario, Canada
February 19, 2019

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Yingbin Teng Oakville, On L*H *M*



Experienced and energetic Sourcing and Procurement professional with 20 years working experience both in China and Canada. Solid knowledge and proficiency in technical sourcing, global purchasing and supply chain management. Completed strategic view of business by working both in customer side and supplier side. Proven track record of outstanding performance including supplier management, cost reduction and On-Time-Delivery.


Fluent speaking of English, Mandarin and Cantonese

Thorough knowledge of strategic sourcing & commodity management

Proficient in inventory control

Vast experience in Project Management

Good in business and financial acumen

Familiar with SAP and Salesforce

Professional skill in Excel

Good in networking and build up rapport

Excellent problem analysis and solving skill

Good communicator and persuader


Corning International Shenzhen Branch Account Manager China 01/2017 to 06/2018


Key account management: build up communication channel with different functions of customer including procurement, engineering, quality and sales

Customer demand fulfillment: analysis customer demand forecast, coordinate Corning production and logistic team, to make sure a smooth Corning glass supply to customer

Customer service: prompt response to customer engineering and quality inquiries, to ensure a good application of Corning glass in customer production line


Managed one of the top customers in Corning with USD400 million business revenue in 2017

Win the ‘strategic partnership’ award from the client in 2018 because smoothly supply to the customer

Feirui Robotics Technology Ltd Operation Manager China 07/2015 to 12/2016


Sales and Operation management: leading the sales team to develop new client and bring the sales into pipe line, meeting customer periodically to understand customer need, and acting as internal driver to work out the solution, create quotation and present the proposal to customer to win the business

Supply chain management: leading SCM department to source robot hardware parts locally, and manage the forecast, procurement and inventory for key components such as industrial computer, sensor, and laser radar and tools. Apply category management method to do inventory control. And setup monthly stock take practice

Warehouse automation project management: develop a warehouse automation project for e-commerce customer. Formula the client warehouse operation process. Optimize the warehouse management system by improve the efficiency of storage place allocation


Setup procurement team and create relevant vendor development process, procurement process and inventory management process

Manage 240 SKU material and tools in good status

Firstar Panel Technology Co., Ltd. Business Development Director China&Canada 01/2012 to 05/2014


Sales and operation process management: setup sales process (including: project evaluation, quotation evaluation, production cooperation, shipment confirmation, invoice and payment follow-up), and workout sales forecast periodically

Customer services: identified customer needs; response promptly to customer requirements; organized supply & delivery status reviews internally and externally; coordinated customer audit

Business development: conducted monthly business review meeting with client; led factory engineering team to work with client R&D team to make sure new project design-in; prepare quotation and agreed the product price with clients to close the deal


Led the sales team (17 people) to increase company revenue about 40% in year 2012

Increased profit margin from average 9% to average 12% by cost structure modification and process improvement

Developed one new client in United States in year 2013

Negotiated and won 4 projects with Blackberry in 2012 (USD13.7 million). Negotiated and won 2 projects with Amazon in 2013 (USD17.6 million)

Nokia Global Purchasing Manager China&Finland 12/2005 to 12/2011


Supplier management: managed Electronics Contract Manufacturing suppliers performance and relationship. Set metrics and created Balanced Score Card for each supplier. Organized operation review meeting and business review meeting with supplier senior management teams periodically.

Commodity management: studied mechanical and subassembly supplier portfolio to identify their strength and weakness, agreed short term and long term improvement plan with suppliers, introduced the best practice of technology and manufacturing process among suppliers.

Cost analysis and price negotiation: managed supplier cost erosion through Cost Break Down model analysis, Bill of Material study, productivity data analysis, and supplier generic cost elements development. Negotiated component price with suppliers.

Strategic sourcing: supplier strategy creation, supplier evaluation, vendor selection, system audit, new supplier development from trial run to mass production and continual improvement. Proactively cooperated with R&D teams by driving Earlier Supplier Involvement activities.


Outstanding cost reduction performance during challenge time: -11% at the first half of 2010 and -7% at the second half of 2010

No material availability surprise from managed suppliers. Average On-Time-Deliver rate: 95%

Good quality yield: 99.7% in sub assembly parts. Satisfied customer feedback from Nokia factories

Nokia Regional Sourcing Manager China 06/2002 to 12/2005


Ramped up new projects in supplier sites. This was including tooling development, assembly line setting up, and production process evaluation

Demand and supply management: managed mechanical and subassembly component supply to Nokia global factories. Reviewed suppliers generic capacity, studied demand data and generated mid-term rolling forecast to suppliers, short-term weekly shipment follow up and problem solving.

Inventory cost control: set up supplier safety stock based on demand forecast and purchasing lead time, product price variance calculation and negotiation.

Negotiated component price with suppliers


Capacity ramped up and material supply secured for new products

Achieved program price erosion target: - 5% per quarter

Nokia Factory Project Leader China 10/1998 to 05/2002


Led new product introduction at an early development stage till it is mature to release to mass production

Managed factory project team daily operation

Drive new product process and quality development to meet target yield rate


Quality awards for manufacturing process improvement of new products


Sheridan College, Oakville, Ontario, Canada: Business communication program and WHMIS training

University of Sun Yat-Sen, Guangzhou, China: MBA, Major in Supply Chain and Operation Management

University of China Textile, Shanghai, China: Bachelor of Mechanical Engineering, Major in Mechanical Design; Minor in Accounting

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