Kevin Qu

• Hold, as head of global sourcing department, responsibility for setting and controlling department budget and meeting overall department KPI target. • Transformed global sourcing department into a truly strategically focused, metrics and process oriented, and diversified global sourcing team with clearly defined 3 year organizational strategy in place. • Architected and created the policy, sourcing compliance requirement, critical processes, and core competence for the department that include total landed cost evaluation process, global sourcing procedures, contract management and standard terms and conditions, supplier qualification and relationship management program, and supplier performance scorecard, etc. • Managing five global sourcing managers who are located in US and Europe and responsible for worldwide contract negotiation covering $250 million USD annual spending. • Established Asia Quality team that is responsible for supplier qualification, quality audit and product inspection, and leading continuous improvement projects with key suppliers.

• Led a corporate wide low cost sourcing program with 6 million USD budget and generated $60 million USD cost reduction in two fiscal years. • Held responsibility for hiring and supervising a strategic sourcing team with eight team members in US, UK, and Asia and managing $300 million USD annual spending on capital equipment and materials for APCI globally. • Managed global supply agreement (GSA) development program that developed over 110 GSAs and generated 35 million USD annual saving. • Program managed four global category management teams that include machinery, fabricated equipment, electrical, and distribution equipment, as a co-program manager, to ensure teams meeting key milestones on completing and implementing GCMT sourcing strategy and achieving 20% spending target with low cost country suppliers for APCI global projects outside LCC countries.

• Reported to Vice President of Energy and Materials, Asia and managed annual 200 million USD spending on major capital equipment that includes machinery, fabricated equipment, plant & fleet, valve & instrument, and electronic equipment. • Held Responsibility for supervising Asia regional capital equipment and material sourcing team with seven direct reports and realized $97 million USD cost saving in four fiscal years. • Developed over 30 regional/global supply agreements with low cost country suppliers and realized on average 30% cost saving comparing with incumbent global sources. • Managed supplier relationship program and continuous improvement effort on improving key suppliers’ capability and reducing quality issue occurrences, which generated additional 10-15% saving.

Lucent Technologies, Inc Shanghai, CHN 06/05-05/06 Senior Supply Chain Manager • Managed wire, connector, cable and optical assembly commodity as a global sourcing lead and single contact window in Lucent Technologies supply chain network • Achieved 29% cost reduction, 3.3 million USD saving through FY06 annual negotiation. • Negotiated contracts for required periods to include prices, terms, and conditions for spending budget and complex supply issues. • Managed the Supplier Relationship Program, Supplier Scorecard, and Supplier Partnership Workshops as the means to drive action, track projects and record results generated with the strategic suppliers. • Worked with global sourcing cells, product development / engineering teams and related organizations to develop and implement sourcing strategy for wire, cable assembly, connector and optics.

• Developed long-term relationships with senior management of strategic suppliers for materials, services and technologies. Evaluate supplier financial stability, process efficiency, and growth potential. • Managed Dell’s MRP system for PCBA to ensure JIT inventory and demand upside to 30%. Analyzed and optimized supply chain at the Tier I and Tier II component level, such as chipset, semiconductor, and connector. • Led NPI material team through product development stages to ensure massive production and RTS. Identified and mitigated PCBA supply risks to Dell’s supply chain to ensure continuity of supply for all factories. • Functioned as an escalation interface for material shortage from Regional Buyer/Planner to World Wide Procurement and led Global Supply Team with Regional Buyer/Planner in attendance.

Kaihua Computer Technology Development, Co., Ltd Harbin/Beijing, China 12/99-06/02 Marketing director • Managed brand equity and business decisions, relative to brand PC marketing and sourcing strategies. Established strategic account management system and developed long term relationship with executive managements of key accounts. • Managed customer acquisition and presale marketing activities for system total solution which targeted on commercial bank, telecom, governments, and education market segments. • Supervised partnership with Hewlett-Packard Asia leasing company on financial service which provided PC and network leasing service for over 200 enterprises. • Led joint business with IKonnet, the biggest multimedia network solution provider in Asia and managed joint marketing on product bundled with Intel and Microsoft.

6/96-12/99 Sourcing Manager • Managed OEM product sourcing activities and led contract negotiation with some major Taiwanese manufactures on PC components, such as PCBA, monitor, memory, etc. • Led a product sourcing team, having responsibility for establishing component sourcing strategy and developing supply base to ensure cost competitiveness and continuity of supply. • Led a cross-functional team to install and implement enhancement on MRP applications. Ensured project implementation on tack for meeting deadlines, milestones and project completion.

• Managed a number of high-value bank accounts for Bank of China Jixi Branch. • Involved in a variety of transactions, with account values ranging from $ 8M to $ 80M. • Processed daily transaction and accounting book entry as a key interface with clients. • Compiled and analyzed financial information to prepare financial report, such as account profitability analysis, debt liquidity report, based on detailed records on the accounting books and statistics for over four hundred accounts.