Xu (Rush) Luo
Supply Chain Planning Manager
** ***** ** ****** ***** planning and project management experience driving cross-functional teams to accomplish revenue goals through the optimization of operations processes for top brands.
Internationally experienced manager ensuring efficiency and quality throughout supply operations including both team management and program management. A leader skilled in connecting global supply network incl. contract manufacturing to global business to perform integrated business planning. Familiar with product portfolio management and specialized in supply operations in new product introduction and product discontinuation. Knowledgeable in planning and implementing supply chain planning systems.
Areas of Expertise
Sonos, Boston, MA
Project Manager – Supply Chain Planning, 2017 - Present
Managed strategic road map in Systems and Tools for supply chain management in Operations. Reviewed and analyzed operations process to identify system and tool implementation and improvement opportunities. Modeled business process and turned into Business Requirement Document. Led through the project planning (incl. budgeting) and approval process. Managed the implementation projects involving internal operations team, internal development team, and external partners.
Standardized the integrated business planning process, determined the Platform, and launched company’s 1st collaborative supply chain planning tool, realized 5% CSL increase and 10% inventory reduction in the first year after go-live besides significant operations workload reduction for planning team
Launched other 4 models in Components Sourcing and Logistics, improved fulfillment rate by ~5% while automating and standardizing the collaboration between operations and finance reporting
Set up Center-of-Excellence for Supply Chain Planning systems to standardize the cycle work from initiatives to the delivery of the tool operations
Sonos, Shanghai/China – Boston/MA
Senior Program Manager – Supply Operations, 2014 - 2017
Managed program execution in Supply Operations for New Product Introduction (NPI) Programs. Worked with Product Design team and Production Realization team to introduce mass production of new product into contract manufacturer (CM) production lines, including milestone management, component sourcing and production ramp up. Worked with commercial team and global planning team to plan and execute the supply for launch in market, including demand forecast, creating piping inventory, and channel fill.
Set up NPI planning and execution process tying to NPI program milestones, contributing to shortening the total delivery time of an NPI program from 18 months to 15 months
Set up NPI forecast model, improved forecast accuracy from 50% to 65%
Successfully launched 3 new products
DANONE, Shanghai, China
Senior Supply Chain Manager – Danone Water Greater China (Evian, Volvic and Badoit), 2013 - 2014
Managed business strategies through the implementation of supply chain adapted to changing market conditions, while stretching cost efficiency. Managed wholesalers and distributors to optimize supplies needed for piping inventory. Managed global supply network for smooth production. Built up good relationship with local authorities for import process. Developed local team to manage the external logistic partners.
Set up S&OP process, improved Case Fill Rate (CSL) from 94% to 95% while improving forecast accuracy (for upstream supply chain) from 65% to 70%
Set up “Green Passage” with local Import and Inspection Office reducing importing inspection cycle time from 30-42 days to guaranteed 15 days
Re-structured the logistic route for import and distribution, gained 3% logistic cost reduction
Brand Supply Chain Performance Manager – Dumex China, 2012 - 2013
Managed supply chain performance through driving Key Performance Indicators (KPI). Worked with function managers to improve the performance. Identified process improvement opportunities and managed improvement projects pool. Managed project execution and coached team members with standard project management methodology.
Helped Supply Chain team achieved stretch target in 2012 while remaining expense within budget
Customer Service Level increased from 92% to 94% in 2012 through collaboration with Key Accounts
Realized 100% key projects on time delivery in 2012 through reinforcing project management methodology
Philips Lighting, Shanghai, China
Project Manager, 2010-2011
Worked as a Black-Belt (6-sigma) project manager to drive key improvement across Business Units in Philips Lighting China. Cultivated project management resources for local business units.
Improved supply reliability of a key component supplier from 50% to 85% through planning process improvement inside the supplier plant
Shortened production cycle time of a Philips plant from 7 days to 3 days by installing pull system
Participated Green-Belt training program of 2011 as a trainer, coached 3 Green-Belt candidates to the success of their 1st Green-Belt project
Planning Manager, 2008 - 2009
United High-Intensive-Discharge (“HID” Product) supply team with cross-functional teams, local material suppliers, and global commercial units to meet volatile demand. Reinforced Supply Network Planning procedures following S&OP process to enhance revenue and minimize cost. Improved end-to-end supply chain performance by smoothing cross-cultural communication barriers.
Certified by Philips as a Green-Belt (6-sigma) change agent.
Supply Planner, 2005 - 2007
Rotated with high performance in several operations positions: components planner, production planner and customer service.
Master of Management Science, 2006
University of Science and Technology of China, Management School, Hefei, Anhui, China
Bachelor of Economics, 2003
Shanghai Jiao Tong University, Management School, Shanghai, China
Major in Economics
Minor in Mathematics
English – Fluent in Reading & Writing
Chinese/Mandarin – Native Speaker