Supply Chain Manager

HELEN (JIANHUA )TIAN, C.P.M.

**** ***** ***** **, *** J, Charlotte, NC 28277; Tel: 860-***-****, E-mail: *************@*****.***

PROFESSIONAL EXPERIENCE

Jacobsen, A Textron Company Charlotte, NC

Sr. Commodity Manager March 2010 – Present

• Delivering business results including productivity, working capital improvement, supplier performance (quality and delivery) and continuity of supply.

• Direct developing and maintaining effective supplier relationships to support business needs.

- Through the analysis of current spend, processes and practices.

- Define the strategic plan over the 3 years horizon. Development of an overall sourcing strategy that supports the goals of the business unit.

- Supplier consolidation, process standardization, base and variable cost reduction, transaction cost removal, and process digitization.

- Design and deploy processes that are consistent with the identified overall business strategy.

- Team with business leaders, ensure appropriate sourcing measures and metrics are in place and deployed.

- Effectively consolidate direct and indirect suppliers with identified strategic partners.

- Select and manage required suppliers who have the capacity and capability to meet the material and subcontract needs of the business.

- Partner with product management, engineering, and the Integrated Supply Chain organizations to coordinate and direct the selection of suppliers.

• Couching and developing team members. Lead commodity team to successful achievement of defined goals.

Stanadyne Corporation (Industrial leader in precision machining and fuel efficiency industry) Windsor, CT

Global Strategic Sourcing Manager February 2008 – July 2009

• Provide leadership in development of $120M Global Commodity Sourcing Strategies.

• Design Corporate Commodity Control Process Matrix through PPV, PPM, Delivery, and Inventory.

• Prepare, review, implement, and maintain contracts, proposals, as well as vendor agreements.

• Identify and lead outsourcing projects of $5M. Perform make vs buy analysis.

• Manage assigned Commodities. Achieved $0.5M PPV for 2009 and set footstone of $ 1.5 M PPV for 2010 for spend of $12M.

• Support in developing company supply chain talents. Identify and grow domestic and Asia team.

• Set up supply base to support company’s new facility in Asia. Drive initiative to improve cash flow.

• Lead corporate AP improvement activities for $112M. Identify and drive key initiatives to extend average terms from Net 45 to Net 60 with cash flow improvement of $4.6M. Provide training to corporate commodity managers.

• On-going activities of vendor selection, qualification, and consolidation across the global. Reduce vendor base

• Support New Product Development with vendor selection, qualification, and new product launch to meet key milestone and at targeted cost.

Delta Consolidated Industries, Inc. (under Danaher Corp, a fortune 500 company) Jonesboro, AR

Senior Global Sourcing Leader January 2006 – November 2007

• Set up annual material budget of $100M. Developed department sourcing and inventory strategies and plans.

• Identified, analyzed, prepares, and implemented projects to reduce total cost. Identified and carried out projects achieving savings of $4 million.

• Lead researching, locating, and qualifying new vendors. Grown and consolidated LCR vendors with annual savings of $2.5 million.

• Monitored supplier performance and developed corrective action plans when necessary. Ensured vendor adherence to supplier performance measurements.

• Lead and participate various Kaizen projects for continuous improvements using lean methodology.

• Lead Industrial Tiger Team. Identified solutions with potential to increase line efficiency from 80% to 95%.

A Plus International, Inc. (OEM supplier to 3M, Cardinal, Kimberly Clark, etc) Chino, CA

Supply Chain Manager/Project Specialist 2002– 2005

• Monitored whole supply chain pipeline. Improved customer satisfaction from 80% to 98% through reengineer of supply chain, including assigning strategic inventory warehouse locations, mapping RM and FG flow, improving order management, etc.

• Coordinated production schedule among six factories. Shorten lead time of 50%. Increased customer on time delivery from 75% to 97% in two years.

• Supervised process of maintaining and developing key vendors. Achieved cost savings of 300K to 2 million per year through strategic alliance with major suppliers.

• Worked with customer project development and supply chain team in launching new projects. Defined, prioritized, and implemented projects to succeed in milestone dates and cost target.

Honeywell International (Engines and Systems, E-Business Integration) Phoenix, AZ

Strategic Planning Associate - Intern 2000

• Assisted in developing a five-year strategic plan for a 5 billion-business unit.

• Conducted market, competitor and customer analysis. Identified new growth areas as well as potential merger and acquisition candidates.

• Coordinated with different business sites to report key financials to senior management for strategic decision-making.

• Standardized merger and acquisition steps and documented files for future guidance, including financial control, information system, legal affairs, and human resource.

EDUCATION

Thunderbird, The American Graduate School of International Management Glendale, AZ

(Ranked No1 International Management Program by Wall Street Journal, Business Week, and US News & Reports)

MBA-International Management

Shanghai University of Finance and Economics Shanghai, China

International Finance

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