Wei-Yi Yu

• Develop mid & long-term paths to profitable growth on corporate basis

-> Conduct 3-year strategy roadmap targeting at 600M USD additional

sales from areas of new energy, electrification, energy conservation, &

potential regional growth

• Planner of annual global strategy meeting (around 100 managers) for 3 consecutive years
• Act as experienced consulting role to top management for strategy formulation and execution

• Lead global sales team (US, Canada, Mexico, Australia, Europe,SEA,etc..) to expand TECO business in industrial motors., inverter, and drives. Sales target achieving rate: 80%
• Increased global sales revenue by developing and implementing effective sales strategies- selling motors on B2C platform in India, organizing training program for local sales, updating distributor agreement for all subsidiaries,etc..
• Provided exceptional customer service to resolve issues promptly, ensuring client satisfaction and trust (Satisfaction>90% in key customer survey)

• Established purchasing missions, goals, and commodity strategies for corporate purchasing teams
• Lead company-wide procurement teams in McKinsey global saving project and reached additional saving 30M USD in 2 years. Ranked number 3 in all cross-functional teams
• Ensure internal customer satsifaction is constantly above 85% every year
• Improved project efficiency with strategic planning, resource allocation, and time management practices

• Lead EMEA Mechanical Commodity Managers to conduct and realize purchasing strategies (busbar, cabinet, heatsink, die-casting and sheet metal ...)
• Handling escalated suppliers issues from commodity managers
• Reach the given EBIT and saving target from top management
• Conduct Supplier Day planning every year
• Conduct a strategic alliance project with one big industrial company reaching annual saving about 2M€
• Net saving for team EMEA mechanicals 9% - 8 M€ out of 90M€
• Payment extension from 34 days to 55 days which equals to the annual saving 375K€
• Created Vendor-Quality-Evaluation & supplier awarding process with Quality which is now the standard procedure for supplier selection in SMA
• Discovered 2 metal suppliers in east Europe transformation project with ANC method resulting in annual saving 800K€ out of 3M€ spend
• Core team member for SMA cost-out project together with leaders from RD, QA, & Reporting. Core team contributed to annual saving 400M€
• Closed 5 VMI contracts & bring the average leadtime from 56 days to 30 days
• Signed 3-year price contract with the current Diecasting supplier – saving 2M€
• Purchasing budget maker – saving target achievement rate: 85%

• Sourcing parts - EE parts of solar inverter and medium-voltage station
• Creating commodity strategies for electronics,establishing measures, and leading the commodity team to fulfill the strategies
• Led cross-functional teams to achieve company-wide goals, fostering a culture of collaboration and innovation
• Phased in Japanese competitor& forced main IGBT stack suppliers down 10% -1M€ saving
• Created global sourcing project PCBA & found 2 EMS with potential annual saving 1M€
• Claimed suppliers reaching in average 5M€compensation due to quality/delivery issues
• Main communication channel toward Chinese suppliers

• Sourcing parts: EE parts of GIS, AIS, circuit breaker, panels,and vacuum interrupter
• Manage global suppliers of EE parts for 17 Schneider locations in west Europe.
• Define and perform supplier strategies, price optimization, and material localization
• Acted also as the purchasing plant manager to team up with MD of Schneider Electric plant in Stattford, England for saving optimization
• Proposed saving 30% - 300K€ out of 1M PVO for plant in Stattford, England. Realized 15% Coordinated a global team to unify and train the saving reporting system
• Packaging optimization for low-voltage cabinet which saves 1M€ /year transportation cost
• 550K€ (5%) net saving out of 11M€ in-charged low-voltage cabinet
• Generated cost break-down model for calculating monthly wiring saving from OEMs
• Achieve purchase in new-economic-country 37,5M€ (25%) for Schneider Regensburg

• Analysis and optimization of product costs
• Project manager for GIS product transfer to China
• Interface to communicate with Chinese suppliers
• Average yearly PVO: 30 Mil EURO
• Introduced one major Turkey supplier for transformer line (30% saving) by global bidding
• Held a design-to-cost workshop with RD & suppliers and came out saving proposal 5,6M€
• Standardization of transformer specs from 10 types to 5 (bulky buying)
• 15M€ (44%) share of the GMA materials were successfully localized in Areva Suzhou
• 2M€(7.4%) net saving out of 27M€ in-charged Mechanical & Electrical parts for Areva by running advanced-negotiation-concept
• Was the only Asian Commodity Manager in Areva T&D Regensburg

• Managed the mechanical sourcing team in TPE
• Span of management: 9
• Developed and executed global sourcing strategies for optimal cost savings and value creation
• Conducted supplier audits to evaluate capabilities, assess risks, and identify areas for improvement

• Global Material Manager for Siemens Mobile Phone Accessories
• Span of management: 10
• Average yearly PVO: 30Mil USD
• Discover the 1st supplier of phone camera/bluetooth headset for Siemens Mobile

• Incorporate team members from procurement, R&D, PE, testing, customer service, quality, and sales to make sure the product can be time-to-market and a win
• Generate product concept and submit to R&D for writing detailed specs
• Material planning in ramp-up phases
• Sales allocation in strategic point of view