Taipei, Taipei City, Taiwan
Experienced in Semiconductor and Data Center industries and familiar with CapEx/Capacity Planning, Materials Planning, Program Management, Supply Chain Planning and RPA. As a Business Planner (Supply Chain) in NXP, I am a program owner of IC products, connecting demand and supply to meet financial objectives. In Hyve period, I was a data center supply chain program owner, operating forecast demand with customer, planning materials, managing suppliers, and supporting strategic material plans. In TSMC period, familiar with semiconductor process, interested in numbers and Excel VBA, I was responsible for CapEx/Capacity Planning. Tools: Excel Macro/VBA, RPA (JavaScript/low code)
ASIC
As a program owner and internal pivot between demand side (forecast, revenue etc.) and supply side (feasible, supply plan, capacity, materials, inventory, excess, etc) to find and solve issues of revenue/feasible gap, and finally to meet financial objectives. I. As a decision maker to decide allocation/priority of my products’ supply based on financial objectives, cost orientations, demand targets, business intentions, material constrains, stock levels, and CM capacity, etc. ▪ During the global weak market crisis (customer demand couldn’t fill capacity,) I analyzed and proposed a extra loading plan of 22’Q2 to 23’Q1, and the plan was adopted by management and directly avoided the penalty of $20M of a long-term loading agreement with subcon. II. Initiate and cooperate with BU in key supply chain/capacity/materials decisions, including sourcing (CM) migrations considered CapEx, foundry/OSAT capacity, feasible gap resolutions, stratigic planning, etc. Aim to reach and exceed short/mid/long term demand and revenue target. ▪ Timely migrated a key and high volume product to a new subcon by coworking with various teams, considering capacity/materials supportability, reducing cost $1.5 (17%) per IC and fulfilling customer demand timeline. lll. 5-year & 10-year long-term planning: Analyze and provide proposals and solutions of long term capacity/supply/sourcing strategies of given product mix based on financial and business goal.
Program owner of Data Centers products in supply chain field. I. Led programs from PVT to MP with brand new product’s structure and demand logic to fulfill CTB. II. Managed PCBA’s supplier (Mitac) on capacity plan, supply/demand plan, EOL cases and strategic plans. III. Led a project Scout (one of the derived projects from my main program) from DVT to MP (it’s closing to MP before I left hyve.) ▪ Weekly review second tier materials of PCBAs with Mitac and machanical with Chenbro under the serious circumstance of global transport. ▪ Frequently BOM change for many materials with tight customer schedule. As a MPM, resolved information asymmetry with internal stackholders even customer’s cross functional stackholders, planned for latest materials and disposed for obesolate. ▪ As a host and main speaker in a weekly meeting with customers’ stackholders for project Scout. IV. Operated global demand/supply plan with customer. Drive material and logistic plan with 40+ suppliers & 600+ sku of materials. V. Aging, obsolete inventory disposition by cost-oriented way. Wrote off average $1.3M with customer each year. VI. Had been starting leading a new junior US partner for another new program.
Oversee Metrology tools of 3 fabs which include various Nodes & Technologies (0.13um to 5nm.) I. Capacity planning: ▪ Short-term – For demand change within one year, adjusted capacity by arranging cross-fab tool allocation (Tool transfer, Idle tool re-use) and assessing the plan to buy new tools (CapEx, Tool capability.) Saved over US$100M of Tool CapEx in 2019. ▪ Mid-term & Long-term – As the key person to drive fabs to accomplish next-year capacity annual plan. Also, simulated the optimal tool requirement of 5-year demand ramping plan, considering CapEx optimization. II. Tool Productivity improvement: Drove fabs to improve various productivity KPIs to achieve more output without extra CapEx.