Joshua Gao Page I of *

Joshua Gao

Email: adzhnk@r.postjobfree.com

Phone: 619-***-****

Address: Carlsbad, CA 92009

https://www.linkedin.com/in/joshuagao/

Experience Highlights

v 25 years management experience of procurement, operations, logistics and distribution, material

& supply chain management in medical devices, semiconductor manufacturing and consumer products and retail industries.

v Leader of setting up procurement function, including establishment of category council, supplier research, supplier diversity, supplier proposal, negotiation, on-going performance management and governance (including Risk Management), and overseeing management of corporate contracts.

v Responsible for establishing end-to-end source to pay (S2P) process to ensure that procurement team meets cost reduction targets and leverages supply market capabilities in a strategic way to sustain a cost competitive advantage.

v Extensive knowledge and practice of Strategic Sourcing process: (1) Internal usage profile (2) Market analysis (3) Strategy development (4) Supplier evaluation (5) Negotiations and awards (6) Implementation and (7) Supplier performance management. v Proven leadership of managing all aspects of a large manufacturing /operation/distribution operation and procurement organization, including defining organization, process and procedures; selecting, managing and training staff; developing and managing department budget, and establishing and monitoring productivity goals. v Passion for process reengineering and continuous improvement; Extensive customer and supplier experience; Strong communication skills; and proven records of driving project closure and achieving on-time deliverables within budget.

v Managed all aspects of Enterprise System (ERP, MRP, MPS, MDS, S&OP) projects to ensure timely completion within the defined scope, quality, timeline and budget constraints. v Certified Six Sigma Blackbelt (TQM, VOC, FMEA, CAPA, SPC, LEAN, DMAIC, DMADV, root cause analysis); Proven capability of leading & instituting changes in a team environment. v Guest speaker on Supply Chain Management and Leading Changes and Transformation at numerous business education institutes including California State University, University of San Diego and Northwestern University.

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Management Experience

2018-2023 PETCO San Diego, CA

Head, Procurement and Shared Services Procurement and Shared Services v Reported to Chief Financial Officer (CFO), transitioned to report to Chief Administrative Officer (CAO), with 9 direct and total 12 reports

v Directed the development of general procurement (Indirect) department budget and business plan to ensure alignment with overall Petco strategies and operational goals v Managed global spend category team responsible for annual non-merchandise spend of 1Billion+, inclusive of the strategic sourcing of categories such as Marketing, Media, IT Hardware/Software/ Services, Telecom, Accounting and Financial Services, Consulting, HR Services (including Benefits), Temp Labor, Training and Education, Transportation and Logistics services and Real Estate

v Responsible for understanding the short and long-term strategies for Petco respective internal business partners and ensure development of sourcing strategies and oversee the implementation of those strategies in an enterprise-wide format and process v Drove end-to-end category strategy, mapping out the current landscape and defining an improvement plan for the near, mid, and long-term to stimulate interest from and engagement with partners.

v Spearheaded enterprise Cost Transformation Office, aimed at company-wide budgeted saving opportunities 29.4MM and delivered 10MM upside, i.e. 39MM total savings in 2019; 35MM savings in 2020 (during Covid period)

v Assessed and scaled an impactful team that can go above and beyond year over year, built compelling cases for organizational change. Responsible for leading and inspiring the team, creating a sense of purpose, engagement, communication, collaboration, and celebrate successes.

v Co-developed and implemented sourcing strategies with the business, authoritatively advising and guiding the process to the best-fit approach, tactics, and tools (e.g., outcome- based specifications, RFP/RFI/RFQ builds, E-auctions, KPI/SLA development). v Led successful vendor negotiations under upward pricing pressure and achieved savings or costs avoidance, e.g. HCM (Workday), IT Services (Oracle, AWS), Marketing and Media

(Salesforce), UPS/FedEx, PLCC (Private Label Credit Card/Co-branded), Real Estate transformation

v Launched waves of expense tail spend (annual spend <500K) initiative to improve leverage and achieved unbudgeted savings and improved payment terms v Drove better procurement policy compliance on contract management, expense control and leverage procurement team to optimize business outcomes v Administered quarterly business process outsourcing (BPO) shared services Net Promoter

(NPS) surveys among internal stakeholders. Report survey outcomes and work with internal stakeholders and vendor to develop corrective action plans for low scoring and declining groups

v Actively pursued nearshore talent sourcing opportunities and launched and chaired near and offshore captive launch and expansion to optimize costs, mitigate sourcing risks and improve delivery of shared services (1,100+ HC)

v Key leader to introduce robotic process automation (RPA) to internal stakeholders. Coordinated discussions and process walk-throughs between automation/AI vendor and Joshua Gao Page III of 7

Petco shared service teams to find the “right” user cases, yielding strong return on investment

2010-2018 DJO Global Vista, CA

Sr Director, Global Procurement Purchasing/Supply Chain v Reported to Sr./Executive Vice President (CPO/COO/CFO), with 5 direct and 22 indirect reports.

v Directly responsible for planning, management and oversight of $200MM+ indirect spend corporate procurement function in support of attaining organization wide goals and objectives

v Led indirect procurement team to approve all indirect purchasing contracts, procurement policies and procedures; Accountable for global companywide indirect product/services pricing, delivery terms and conditions

v Led global Business Process Outsourcing (BPO) vendor selection and contract negotiation, achieved contractual structure to deliver 5% EBITA growth and productivity improvements key performance indicators year over year

v Managed global spend category team responsible for the strategic sourcing of categories include Facilities and Real Estate, IT Hardware/Software/Services, Telecom, Accounting and Financial Services, Consulting, HR Services including Benefits, Temp Labor, R&D, Training and Education, Transportation and Logistics services v Managed global footprint (leased/owned property) 1.5MM sqft, annual lease spend (on P&L) $11MM/Year, annual costs average $7 per sqft. Developed capital asset acquisition and utilization strategy including business case for new construction and reduction of lease portfolio. Overseen global facilities renewal, renovations, new construction, relocations and asset management. Established and met performance based metrics. v Led or oversaw 100+ RFP initiatives with teams of various backgrounds including cross functional teams, accomplished over 3%+ productivity every year, highlighted $8.5M savings in 2015 and received Stock Option award for distinguished achievements v Led or oversaw corporate contracts and relationships with global freight and logistics services including 3PLs, freight forwarders, and small parcel providers, architected global small parcel providers transition twice from UPS to FedEx, and FedEx to UPS, average

$3.5M cost savings/avoidance for each transition

v Launched and managed global supply chain shared services team (based in ShenZhen, China and Tijuana, Mexico) responsible for, inventory and material planning, executing purchase orders requested by budget owners and providing service to internal (stakeholders) and external end users (suppliers).

v Hired, trained, and developed high performing, motivated professional sourcing personnel to interface with suppliers to deliver superior business results v Responsible for acquisition integration for procurement and supply chain team, realigned contracts and supply base with existing business, achieved saving and improved service targets. (e.g. Dr. Comfort, $1.4MM saving of $5MM freight and logistics spend, and 99% fill rate).

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2006-2010 Radio Flyer Inc. Chicago, IL

Director, Global Supply Chain Supply Chain

v Reported to Executive Vice President and CEO (Owners), with 8 direct reports, 12 indirect reports

v Responsible for managing staff in material planning (S&OP), inventory management, warehouse, logistics, distribution, transportation, parts service and procurement functions v Redefined supply chain strategy, determined sourced partners, and negotiated contracts and service agreements for materials, contract manufacturing and third-party logistics (3PL) v Directly managed and approved $80M+ purchasing contracts, procurement policies and procedures; Accountable for product pricing, delivery terms and conditions v Developed and implemented global supply chain key performance indicators (KPI’s) to measure and communicate supply chain performance to the executive team v Spearheaded product cost indices (PCI) and Should Costs to monitor purchasing productivity and guide effectiveness of negotiations v Managed global supplier relationship and instituted IQSP (Integrity, Quality, Speed and Price) vendor management framework including vendor selection, vendor agreement, vendor feedback (scorecard) and vendor development v Chaired global supply chain meetings (S&OP) with sales, customer services, and China operation leadership teams to track progress and closure of all supply chain related projects v Created a standardized order fulfillment metrics for shipments at all locations and improved on time performance from 85% to 95% within a year

v Stratified all finished goods inventory and devised different inventory strategy to improve inventory turns from 2.5 to 3.5, reduced overall $2M excess inventory v Managed third-party logistics and transportation contract negotiation and performance review to ensure 98% on time shipments, 80% shipment received within 24 hours after delivery, and 98% physical inventory accuracy

v Led ocean freight, domestic trucking (FTL & LTL) and parcel shipment carrier negotiations and selection, responsible for performance management, freight payables and carrier claims v Championed “Flyer Wheel” (DMAIC) of relentless improvement program throughout the supply chain and companywide to strive for operation excellence v Responsible for the evaluation, development and performance of global supply chain team at all locations, including recruitment, career advancement and retention of high performance staff members

2000-2006 GE Healthcare (GEHC) Milwaukee, WI

2004-2006 Business Team Leader (Plant Manager) Materials/Operation v Reported to General Manager of Global Materials, with 40 direct/indirect reports (including 28 union employees) and $2.8M annual operation budget (2006) (excluding cost of union employees)

v Led 24/7 operation at 5 locations to provide raw materials warehousing, kitting, assembly, logistics and distribution services to all GEHC Milwaukee manufacturing sites, including CT, MR, X-Ray and PET

v Developed operating budget based on detailed forecasts and managed the team to operate effectively within operating budget

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v Defined and exceeded customer-focused operation metrics, drove 18/day milk run on-time delivery, kept average RFID order completion span at 3hrs, and reduced average move order span from 12hrs to 4hrs

v Operationalized Six Sigma and Lean into daily operations, consolidated item locations to improve transaction accuracy, decreased average Bin Location by Part from 1.3 to 1.05, implemented Direct Receipt to reduce receipt span from 13hrs to 4hrs, and web-based RFID Manifest to track material physical move

v Managed materials inflow/outflow (Min-Max, EOQ, Reorder Point) and materials life cycle, drove obsolescence liquidation and consolidation of service-needed materials, reduced/shared $3M (7.5%) inventory by year end

v Led annual physical inventory, counted total inventory value $40,734,091, Net Adjustment 1.32%, inventory accuracy 98.7%

v Managed contract vendors for general maintenance and transportation, drove quality performance and 20% variable cost reduction

v Motivated an effective and self-directed workforce, and provided leadership in career counseling, coaching and mentoring of team members; Responsible for resource allocation, salary planning, employee selection and assessments v Set the record of 0 recordable, 0 lost time, 100% Environment, Health and Safety audit finding on-time closure for 33 weeks. Created the best record ever in team history, and best performance at entire plant

v Ensured operation processes and procedures 100% documented and employees trained, complied with applicable OSHA and FDA regulations, leveraged and shared best practice with global material teams

2003-2004 Global Asset Leader Materials/Services Operation v Reported to General Manager of Global Service Operation, with 3 direct reports and 5 on- site consultants (Oracle consultants and Material Logistics Specialists) v Manager of SWAT team to liberate trapped assets in suspense account, leader for SUS account (repository for improper transactions of usable materials returned from field engineers)

v Reduced overall suspense backlog from 111K to 10K items, relieved $18.3M usable assets for customer fulfillment; Reduced SUS accounts from 11K to 2K items and relieved $2.1M

(80%) globally

v Identified root causes of system errors and process breakdown, created innovative resolution to reduce SUS inflow; Broke paradigms and proactively converted suspense assets into good inventory for immediate customers needs

v Developed SOPs to sustain SUS entitlement by implementing processes to detect system errors and daily communication with global team to remediate failures v Supported global service physical inventory and led the auditing team (15 people) at Chicago UPS site

2002-2003 Global eSourcing Project Leader Digital/S&OP v Reported to General Manager of Global Sourcing Operation, with 3 dotted line reports and 15 poles or affiliate eSourcing leaders and program team members and $3.6M program budget

v Leader for vision and execution of GEHC Sourcing and supply base eBusiness strategy including global buy-to-pay digitization, global supplier extranet, strategic sourcing data warehouse, indirect self-service-purchasing, eAuctions, and global sourcing intranet Joshua Gao Page VI of 7

v Led the design and implementation of Oracle purchasing and supplier forecasting (MDS, MPS, and MRP) across 15 ERP sites in 4 countries, resulting in increase of ERP Sourcing automation from 10% to 70% and 100% global forecast coverage v Launched sourcing data warehouse, achieved 99% coverage and 95% classification for all direct spend ($2.6B), increased indirect spend coverage from 85% to 98% by adding T&L and A/P data

v Drove global paperless supply, increased ePO from 72% to 95% (100% in US), e-Invoice from 26% to 65% (80% in US), ePay from 42% to 70% (75% in US) v Integrated Global Exchange Service (GXS) Marketplace Requirements as GEHC supply base B2B platform and deployed 10 sites and 230+ suppliers, enabling suppliers EDI, Advanced Shipments Notice (ASN) and shipment delivery promise integrated into GEHC ERP

v Designed and implemented Oracle based process to enable software post reception and vendor managed inventory. The post reception process alone led to an annual $3.2M inventory cost avoidance

2000-2002 Six Sigma Blackbelt Quality/Supply Chain v Provided expertise of DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS

(Design for Six Sigma) methodologies, advanced statistical techniques and quality tools to senior management; Acted as change agent to instill Six Sigma culture throughout organization and drove measurable business process improvement v Led and completed 6 Six Sigma Blackbelt projects, mentored 16 Greenbelt projects and drove global sourcing Six Sigma vitality to 100% Greenbelt certification, 100% post certification projects, and 100% continuous education credit v Led Six Sigma DMAIC projects with 16 strategic suppliers on supplier fulfillment, impacting global delivery span down 26%(P95) and US manufacturing delivery span down 46%(P95) v Performed VOC (Voice of Customer) and Value Stream Analysis for indirect purchasing process across multi-function team, including Human Resources and Legals, retired legacy phasing processes for in-scope indirect spend of $550M globally and increased channeled spend from 10% to 95%

v Extended Six Sigma, Kaizen, TQM and Lean Enterprise knowledge to strategic suppliers

(Class room teaching), achieved business objectives in quality, fulfillment, productivities and lead time reduction

Education & Trainings

Education

2003 Master of Science (MS), Information Technology Northwestern University, Evanston, Illinois, May 2003 2000 Master of Business Administration (MBA)

Master of Business Administration, Supply Chain Management Arizona State University, Tempe, Arizona, May 2000 1995 Bachelor of International Economics & Business (BA) Major – International Economics & Business; Minor – International Business Law Fudan University, Shanghai, Jun 1995

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Specialized Trainings

v Bell Leadership Institute Executive Roundtables (2008, a one year program for Senior Executives, Presidents and CEO’s)

v Bell Leadership Advanced Achievement Leadership (2007) v Bell Leadership Selecting Achievers (2006)

v GE Management Leadership Training I, II (2005)

v GE Manufacturing Quality System (2004)

v GE Lean Manufacturing and Material Presentation Training (2004) v GE CAP (Change Acceleration Process) Leadership Training (2004) v GE Sourcing Quality System (2004)

v GE Lean Six Sigma Training (2002)

v GE Six Sigma Master Blackbelt/Blackbelt Training (2001) v GE Sourcing Quality Audit (2001)

v Motorola Advanced Statistical Process Control (2000) v Motorola Six Sigma Training (2000)

Certifications & Recognitions

v Member of Council of Supply Chain Management Professional (CSCMP) v PETCO stock option/equity award

v DJO outstanding achievements for small parcel transition (2015) v DJO stock options award for outstanding achievement (2014) v Radio Flyer VMV (Vision, Mission and Value) award (2007) v GE Management Award for Leadership in RFID/eTag implementation (2006) v GE Management Award for Leadership at Service Operation (2004) v GE Management Award for Leadership at Sourcing Oracle ERP and Requirements release

(2002)

v GE Management Award for Leadership throughout the Supplier Collaboration Implementation (2002)

v GE Certified Six Sigma Blackbelt (2001)

v Ethics Awards by Joan and David C. Lincoln Center for Applied Ethics in MBA Case Competition (1999)

v Second place in ASU PricewaterhouseCoopers Consulting Case Competition (1998)

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