Manager Manufacturing
Resume:
Julie
P.
Wang
California
Phone:
(***)-
701-
6850
Email:
**********@*****.***
MANUFACTURING
OPERATIONS
/
SUPPLY
CHAIN
SENIOR
EXECUTIVE
A
high
impact
career
as
a
senior
executive
driving
manufacturing
and
supply
chain
excellence
with
OEMs
such
as
IBM,
Sun
Microsystems,
Cisco,
and
HP,
as
well
as
some
of
the
world’s
largest
contract
manufacturing
companies,
including
Foxxconn,
SMT,
and
Sanmina.
Customers
have
included
Apple,
GE,
IBM,
Kodak,
Cisco,
Philips,
Huawei,
ZTE,
Juniper,
AT&T,
Verizon,
AMAT,
Google,
Roche,
Tesla,
and
other
Fortune
500
firms.
Extensive
experience
in
developing
global
operation
and
supply
chain
strategy
to
meet
corporate
objectives:
Forecasting
Planning,
fulfillment,
Cost
Management,
Procurement
and
Sourcing,
KPI,
Inventory
Management,
Logistics,
Warehouse
Distributions,
Reverse
Logistics,
Manufacturing
Productions,
NPI,
Supply
Chain
design.
Demonstrate
proven
expertise
and
success
in
leading
international
supply
chain
management
teams
through
the
design
and
implementation
of
people,
process
and
technology
changes.
Proven
success
in
building
and
developing
strong
partnerships
between
Contract
Manufacturers
(CM),
ODMs,
JDM,
OEMs,
and
clients.
Portfolio
of
achievements
including
cost
management,
advantageous
contract
negotiations,
service
level
agreement,
on-
time
delivery,
services
performance,
quality
improvements,
building
supply
chain
infrastructure,
supply
chain
capability
to
ensure
sustainability
and
cost
objective.
Fluency
in
Mandarin.
Extensive
experiences
in
managing
suppliers
and
contract
manufacturing
in
overseas.
EDUCATION
Bachelor
of
Science
in
Manufacturing
Industrial
Engineering,
San
Jose
State
University,
San
Jose,
CA
MBA,
University
of
Phoenix,
San
Jose,
CA
PROFESSIONAL
EXPERIENCE
ALPHALINK,
Palo
Alto,
CA,
2012–Present
A
fiber
optic
component
and
equipment
developer
and
supplier
with
a
global
market.
Co-
Founder,
COO,
Advisory
Council
(2003-
2012);
VP
of
Operations,
Global
Supply
Chain,
2012-
Present
Oversee
the
global
supply
chain
operations,
including
selecting
new
supply
partners
managing
vendor
§
relationships,
develop
Supplier
Performance
Index,
QBR,
developing
and
executing
SOP
to
ensure
supply
chain
operate
efficiently,
scalable
and
reliable.
Drive
production
and
delivery
of
high
quality
products
from
top
tier
Contract
Manufacturers
in
China
&
§
Taiwan
to
end
customers
to
ensure
that
manufacturers
meet
international
quality
standards
for
Fiber-
To-
The-
Home
products
Drive
supply
chain
strategy
that
ensures
superior
customer
satisfaction
by
focusing
on
quality,
delivery,
§
cost,
and
service
to
maximize
supply
chain
continuity,
flexibility,
resiliency
and
sustainability.
Drive
integration
of
Customer
demand
with
supply
matching
and
internal
operations
groups
for
the
§
short,
mid,
and
long
terms
planning
process
to
ensure
the
establishment
of
Supply
Chain
collaborative
relationships
with
Customers.
Key
Achievements:
o Drove
annual
growth
rate
of
25+%.
Ensured
that
the
financial
targets
of
Alphalink
were
met.
Julie
P.
Wang
Improved
supply
quality
by
35%.
Improved
performance
of
key
suppliers
in
terms
of
responsiveness,
o
cost,
and
reliability
from
70%
to
90%
through
expert
coaching
and
relationship
building.
Increased
customer
satisfaction
scores
from
75%
to
90%.
o
SANMINA-
SCI
CORPORATION:
MECHANICAL
SYSTEMS
DIVISION,
San
Jose,
CA,
2011-
2012
A
global
contract-
manufacturing
firm
serving
the
EMS
Consumer
Electronics
industry
and
many
others.
VP
of
Manufacturing
Operations
/
VP
of
Global
Supply
Chain
(Greater
China
&
Asia
Pacific
Region)
Full
P&L
responsibility
for
this
$200
million
revenue
division,
serving
Fortune
500
clients.
Based
in
the
§
USA
with
manufacturing
operations
in
Shenzhen
and
Suzhou
China,
Singapore,
and
Hungary.
Managed
500
staff
members
through
20
direct
reports.
§ Developed
and
maintained
technology
roadmap
and
supplier
capabilities.
Led
new
product
and
manufacturing
teams
to
focus
on
manufacturability
with
financial
margin
improvement
programs.
§ Drove
positive
impact
on
margin
enhancement
through
differentiated
supply
chain
solutions.
Developed
sustainable
materials
margin
opportunities.
Established
long
term
pricing
contracts
that
support
the
needs
of
customers
and
partners.
§ Drove
resource
and
expectations
within
the
Mfg.
organization
(Tooling,
Quotes,
Engineering,
etc.)
Maintained
effective
prioritization
and
delegation
of
industry
based
initiatives.
Key
Achievements:
o Transformed
overall
customer
satisfaction
scores
from
65%
to
95%
by
improving
product
cost
and
quality.
Reduced
lead-
time
for
New
Product
Introduction
(NPI)
by
25%,
and
reduced
time-
to-
volume
from
48
days
to
21
days.
o Reduced
materials
procurement
spending
by
15%
by
implementing
trainings
and
developed
advantageous
contracts
based
on
the
financial
objectives.
o Improved
manufacturing
resource
utilization
by
35%
by
reducing
non-
productive
equipment
and
consolidating
operations.
Reduced
material
rejects
and
waste
by
25%.
HEWLETT-
PACKARD
COMPANY
(PALM
GLOBAL
BUSINESS
UNIT),
Sunnyvale,
CA,
2010-
2011
Palm
was
acquired
by
HP
in
July
2010
for
$1.2
billion.
Key
products
are
mobile
devices
of
Smartphones
and
handheld
Tablets.
Director
of
Manufacturing
&
Supply
Chain
Operations
§ Head
of
HP’s
supply
chain
and
OEM/Contract
Manufacturing
operations
within
Asia
for
all
smartphones,
tablets,
and
peripherals.
Managed
75
staff
through
20
direct
reports.
§ Designed
and
optimized
the
division’s
entire
end-
to-
end
supply
chain
from
the
ground
up.
§ Developed
an
overseas,
cross-
functional
SCM
team
(manufacturing,
TE,
sourcing,
engineering,
logistics,
SQE)
in
China.
Managed
team
to
ensure
that
objectives
(DFX,
testing,
manufacturing
capacities,
cost,
quality,
and
cycle-
time)
were
met
by
CM
partners.
§ Developed
KPI/SPI,
auditing
processes,
and
standard
supply
chain
operating
procedures,
and
drove
Quarterly
Business
Review.
Criteria
included
Quality,
Responsiveness,
Service,
Flexibility,
Reliability,
Cost,
and
Technology
Improvements
to
ensure
flawless
execution
of
OEM/CM
operations.
Key
Achievements:
o Transformed
on-
time
delivery
performance
from
70%
to
95%,
increased
product
quality
scores
from
55%
to
90%,
and
improved
the
supplier
Response
score
from
65%
to
95%,
by
deploying
the
SCM
team
to
closely
manage
CM
partners.
2
Julie
P.
Wang
Reduced
materials
overhead
by
20%
by
negotiating
contracts
with
suppliers.
Dramatically
cut
o
inventory
and
costs
incurred
by
in-
bound
logistics,
customs,
and
local
freight
policies.
Cut
production
costs
by
15%
by
identifying
and
building
relationships
with
new
CMs
that
had
the
o
flexibility
to
accommodate
highly
specific
design
and
timing
needs.
Improved
the
lead-
time
of
new
product
prototype
builds
by
15%
through
centralizing
secondary
o
manufacturing
operations
and
streamlining
supply
chain
inbound
processes
and
procedures.
HON-
HAI
PRECISION
/
FOXCONN,
TAIPEI
Taiwan
/
GoungDong
Shenzhen,
China,
2007-
2010
Headquartered
in
Taiwan,
Hon-
Hai
Precision
is
the
world's
largest
electronics
contract
manufacturer.
Director
of
Manufacturing
Operations,
IDP
Business
Group
–
Apple
Business
§ Led
Foxconn’s
OEM/ODM
Services
for
Apple
Services
-
the
backbone
of
AppleCare’s
warranty
service
for
MacBooks,
iPhones,
and
iPads,
and
accessories.
Managed
450
staff
through
15
direct
reports.
§ Developed
a
dedicated
Apple
OEM
Supply
Chain
Operations
organization
that
increased
the
performance
of
Foxconn’s
manufacturing
capabilities
under
the
Lean
Manufacturing
criteria.
§ Oversaw
the
end-
to-
end
supply
chain
operations
and
management,
costing,
procurement,
inventory,
quality
control,
logistics,
reverse
logistics,
NPI,
and
supplier
contracts.
§ Led
and
developed
a
new
operating
and
business
plan
for
serving
Apple
Certified
Refurbished
Products
and
New-
Buy
projects.
Spearheaded
large
capital
investments
in
production
equipment,
implemented
automation,
and
developed
engineering
resources,
and
new
manufacturing
facility
infrastructure.
Key
Achievements:
o Achieved
a
milestone
performance
score
of
98%
from
Apple
and
Apple’s
top
#1
ODM
Service
Partner
rating.
100%
compliance
across
all
Supply
Chain
sub-
contractors.
o Generated
procurement
savings
of
+35%
by
innovating
a
new,
centralized
supply
chain
model
that
leveraged
Foxconn’s
centralized
corporate
purchasing.
This
success
also
enabled
Apple
to
gain
time-
to
market
competitiveness.
o Boosted
Foxconn
profit
margins
by
15%
quarter-
to-
quarter
by
implementing
Lean
Manufacturing
to
support
S&OP
and
WIP.
Increased
revenue
from
Apple’s
New-
Buy
business
by
200%.
o Achieved
100%
compliance
with
employee
codes
of
conduct,
labor
laws,
and
health
and
environmental
safety
regulations.
SMT
ELECTRONIC
TECHNOLOGY
LIMITED,
GUANGDONG
China,
2002-
2006
President,
General
Manager
of
Telecom
Division
§ Direct
report
to
Corporate
CEO,
had
full
P&L
responsibility
for
Telecommunication
Enterprise
Key
Achievements:
o Revitalized
the
financial
position
of
the
Division.
Increased
profitability
by
35%
by
introducing
Lean
Manufacturing,
quality,
and
supply
chain
process
improvements.
Restored
division
profitability
by
improving
sales
performance
by
65%,
on-
time
delivery
by
45%,
and
cost
reduction
by
30%.
CISCO
SYSTEMS,
Senior
Marketing
Program
Manager
(Customer
Advocacy
Group),
San
Jose,
CA,
2000-
2002.
§
SUN
MICROSYSTEMS,
Mfg.
Operations
Manager
&
Professional
Services
Manager,
Palo
Alto,
CA,
1996-
2000.
§
SOLECTRON
CORPORATION,
Account
Manager,
San
Jose,
CA,
1994-
1996.
§
IBM
CORPORATION,
Manufacturing
Industrial
Engineer
/
Business
Pricing
Manager,
San
Jose,
CA,
1987-
1994.
§
3
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