PERRY XU

adb7jt@r.postjobfree.com; 814-***-****

Bellevue WA 98006

SUMMARY: accomplished and competent Supply Chain and Procurement leader focused on delivering results in fast-paced and demanding organizations. Specialized in the cloud infrastructure hardware sourcing, datacenter break/fix operation support and supply chain transformation. Categories managed include spare parts fulfillment, PCBA, server, tape library and network switches. Strengths include ownership, data analytics, creativity, negotiation, cost reduction, vendor management, process design and implementation. Think strategically and execute tactically.

PROFESSIONAL EXPERIENCE

Tencent Cloud Services

Principal, ODM Platform Sourcing Team (Annual spend $260M) Shenzhen, China Sep 2019 – Jan 2020

Cost Management: negotiated 10% reduction of L6 material costs of AMD compute server (annualized savings of $4.4M). Created NRE and MVA cost models to benchmark incumbent programs and evaluate vendors’ response of new NRE projects (GPU, Intel Compute).

Contracts Execution: RFX, NRE, Confidentiality Agreement and Amendment with ODMs

Supplier Management: drove vendors to pass qualifications and meet product development schedule, standardized scoring matrix and facilitated Quarterly Business Review discussion between ODMs and Tencent, including Hardware Engineering, Procurement, Supply Chain, Quality, and Services and arranged executive meetings with management

Amazon Web Services

Sr. Category Sourcing Manager, Global Datacenters Repair Operation (Annual spend $100M) Seattle 2017 – August 2019

Institutionalized the “self-sparing” S-TEAM goal, expected to deliver ~$116M CAPEX savings over five years

oEnd to end contract management: created RFP document through alignment with various internal teams’ business requirements; proposed selection criteria, analyzed vendor’s responses, and recommended vendor for business award; negotiated approved service margin from 4.6% to 3.5% and executed the MDSA contract

oDefined operational metrics to measure fulfillment service vendor’s performance: deliver to commit (DTC) service level agreement (SLA), inventory holding strategies by slow/medium/fast moving SKUs (~600) and stock out percentage (unrelated to demand volatility)

oCollaborated with the infrastructure sourcing managers for warranty clause re-negotiation efforts to meet the new sparing model requirements, and posted progress in the monthly executive reports

Stood up a new and scalable supply chain to enable the new global spare management model, reducing DCs’ on hand inventory from 2.5 months to two ~ three weeks

oEnabled the fulfillment service provider in three VMI hubs to pull material from spare parts suppliers and ship to AWS global datacenters: including EDI capability setup, commercial relationship setup and cross border transaction capability setup among different business entities and AWS

oIntegrated spare parts planning into general production planning cycle, reducing the manual workload from 1.5 work day to two work hours

oPublished weekly spare supply dashboard and owned all spare supply related escalation tickets from AWS global datacenters

Defined legacy hardware repair support strategy of three generations compute and storage products

oDrove OP1/OP2 discussion with internal teams and planned for end-of-life (EOL) retirement with data and business justifications

oCreated an NPV model to evaluate the cash flow benefits ($10M-$20M cost avoidance of different sustaining platforms) between options: qualifications of new parts and last time buy (LTB)

oAligned with multiple teams for decision making and execution: product teams in adjusting legacy hardware retirement schedule, engineering team in investing qualification resource, finance team in preparing necessary budget funding for the last-time-buy purchase order executions

Component Supply Chain Manager, Server PCBA and Network Switches Seattle August 2015 - 2016

Enabled multi-source strategy of critical components on the next generation compute server PCBA through suppliers’ roadmap early engagement with Hardware Engineering team during initial product development phase

Highlighted supply risks of upcoming EOLed components with an impact of rack schedule and drove internal discussion and decision on last-time-buy or lock down qty with purchase commit

Owned continuity of supply (CoS) of server PCBA and network switches

oLed the supply chain transition from OEM to ODM model of AWS network switches without E&O: orchestrating qualification plan of ODM switches across Networking hardware, ramping down OEM switches order and shipment while ramping up ODM switch production plan with steady supply of critical silicon

oClosed a significant supply gap of PCBA (~250 racks equivalent) caused by long lead time Voltage Regulator and 200% forecast upside of the locked-down quantity in 1.5 month without impacting customer

oEstablish RYG supply health dashboard of tier 2 and 3 components, in addition to tier 1 components

Dell Inc.

Global Commodity Manager, Storage (Annual spend of ~$140M) Austin, TX 2014 – August 2015

Reduced MVA margin from 11% to 4% (annualized savings ~$1.6M) by sourcing from the manufacturer instead of OEM, negotiated Master Purchase Agreement, and fast-tracked new supplier onboarding process (commercial, IT system, invoicing) from four to two months, meeting the desired ready-to-ship date of the new sourcing model

Managed the RFQ of the LTO5 to LTO6 product transition. Partnered with Engineering team to drive vendor’s deliverables and support phase gate exit of hardware development cycle

Other implemented cost savings initiatives: built a strategic buy business case and yielded $200K supplier’s rebate, an 8% margin improvement; partnered with internal teams and implemented freight direct pay program, hub charge audit and clean sheet, realizing ~$0.8M savings

Project Manager, Dell Procurement Enterprise PMO (Server, Storage and Networking) Austin, TX 2012 - 2014

Created market analytics of x86 Server, Storage and Networking

oCalled out key industry trends: Cloud migration, Converged Infrastructure and emerging competitors, data used to support Dell sourcing strategy

oSummarized suppliers’ M&A activities and informed the organization on market dynamics changes

oHighlighted supply demand volatility in key components market

Conducted analytics of cost reduction initiatives with ~$11M savings potential

oModeled 25+ ODM-managed components spend, (~$80M annual spend, 30,000+ parts), recommending ~$7M component take back cost savings opportunity

oDeveloped business case of L10 integration in a new location and addressed a savings opportunity of ~$4M

oInformed management on cost savings program progress by regular reports

Revamped supply chain design for Storage and Networking business units through assembly postponement, reducing excess and obsolete inventory by 22%

Cummins Power Generation – MBA Intern (Functional Excellence Team) Minneapolis, MN 2011

Created an Excel based Total Cost of Ownership Model to enable benchmarking across different products

A.P. Moller – Maersk Group (Three positions in eight years) 2001 - 2009

Business Development / Strategic Partner Management Senior Manager Shanghai, China 2006 - 2009

Led Joint Venture (JV) project in Zeebrugge, Belgium (deal size $55M): creating financial models for project payback periods and executing due diligence visit with Zeebrugge and China teams before the JV execution

Supported Yang Shan Container Terminal Joint Venture contract negotiation

IT Project Manager Charlotte, NC and Netherlands 2004 -2005

Managed end-to-end web-based IT application development project with third party vendor

oLed Statement of work, RFP, business award, budgeting and project scheduling and implementation

oPiloted and launched the web-based tool across 39 global container terminals with training manual

Global Management Trainee Guangdong, China 2001 - 2003

Offered efficient customer service in planning cost-effective shipments from factories to clients’ oversea ports / hubs

EDUCATION

Penn State University - Smeal College of Business University Park, PA

Master of Business Administration (GPA: 3.7/4.0. Merit-based scholarship recipient) 08/10 - 05/12

Fudan University Shanghai, China

Bachelor of Arts – Business and Mass Communication 09/97 - 07/01

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