职位描述: 物流管理,仓库管理,团队管理
Responsible for logistics and warehouse management.
物流时效:
1.通过优化海运路线,使得原进口运输周期有60天,变为45天。
2.通过优化空运路线由原运输周期10天,改变为5天。
3.通过整合国内零担运输业务和规划正常运输路线平均缩短运输时间1-2天。
Logistics Management:
Logistics efficiency:
1. optimize shipping routes and shorten the lead time from 60 days to 45 days.
2. optimize air transport route and shorten the lead time from 10 days to 5 days.
3. Shorten the transportation time by 1-2 days on average by integrating domestic
LTL business and planning regular transportation routes.
物流成本:
1.通过部分路线空运转为海运节省物流成本56%。
2.通过国内运输路线合理规划降低国内整车运输成本3%。
3.通过对原材料运输计划的变更,提升车辆满载率,降低物流成本10%。
4.通过对运输保险的路段优化,降低保险成本约70万元。
5.通过供应商招标降低运输费用8%。
Logistics cost:
1. Save 56% of logistics cost by transferring some routes by air to sea.
2.Reducethedomesticvehicletransportationcostby3%throughreasonableplanning
of domestic transportation routes.
3. Improve vehicle load rate and reduce logistics cost by 10% by changing the
transportation plan of raw materials.
4. reduce insurance cost by CNY 700,000 by optimizing the road sections of
transportation insurance.
5. Reduce transportation costs by 8% by supplier bidding.
物流方案:
1.优化公司主打产品海运和空运方案,时效提升5-15天,成本降低10%-56%。
2.制定公司新产品运输方案,并成功落地。
3.对公司所有产品进行季度审计,并确保安全运输。
Logistics Solution:
1.Optimizeshippingandairtransportationplan,shortentheleadtimeby5-15days,
and reduce the cost by 10%-56%.
2. Develop transportation plan for new product.
3. Conduct quarterly audits for all products and ensure safe transportation.
仓库管理:
1.公司自有仓库进行库位优化,提升库位10%,同时优化产品摆放以及归位,提升仓储空间。
2.公司国外仓库,通过历史记录以及当下计划并结合未来发展规划,提升仓库利用率节省库
位租用,使得利用率提升至80%,成本降低30%,且解决国外仓库曾经的爆仓风险。
3.优化仓库SOP并协同EHS部分对仓库进行定期定检,在职期间仓库未发生安全问题以及货
损问题。
4.严格执行GSP管理规定,并对发现问题协同质量部门第一时间整改,使得审计通过率为
100%。
Warehouse Management:
1. Optimize the storage location of the company's own warehouse and improve the
storage rate by 10%. Optimize product placement and position and improve storage
space.
2. warehouse utilization rate for the company's overseas warehouse was increased
to 80%, the cost was reduced by 30% by evaluating historical records and current
planscombinedwithfuturedevelopmentplansandsortouttheriskofoutofspace.
3.OptimizewarehouseSOPandcooperatewithEHStoconductregularinspectionfor
the warehouse, and no safety problems or cargo damage occurred in the warehouse
during my tenure.
4.StrictlyimplementtheGSPmanagementregulations,andcooperatewiththequality
departmenttorectify problemsas soonaspossible,so thattheauditpass rateis
100%.
团队管理:
1.KPI:通过制定团队KPI,明确团队人员分工,确定团队目标,监督团队达成目标。
2.组织架构:通过优化组织架构,变更业务流程,提升团队互补性,提高团队因人员流动的
稳定性。
3.其他:通过自有员工结合外雇临时工的方式,解决了业务高峰期人员劳动力问题。
Team Management:
1. KPI: set up team KPI to make sure clear job scope for each team member, determine
team goals, and supervise the team to achieve company goals.
2. Organizational structure: Optimize the organizational structure, change the
businessprocess,improvetheteamcomplementarity,andimprovethestabilityofthe
team due to staff turnover.
3.Others:solvelaborforceshortageinpeaktimebythecombinationofownemployees
and external temporary workers.

职位描述: 物流规划,物流解决方案,服务销售
Responsible for logistics plan, customized solutions for better sales.
物流规划:
1.华东区物流网络规划,结合现有客户,未来客户,潜力客户和京东物流自身资源重新规划
企配中心地址以及覆盖范围,由华东区域覆盖率42%提升至96%。
2.通过物流B2B和B2C业务的结合,采用常规运输车辆结合快的的方式,提升发货效率,以
及紧急订单的到货速度。
3.通过提升企配中心功能和优化流程,提升企配中心的使用率15%.
Logistics Planning:
1. Plan the logistics network in East China: replan the address and coverage area
oftheenterprisedistributioncenterbasedonexistingcustomers,futurecustomers,
potential customers and Jingdong Logistics' own resources. Increase the coverage
rate in East China from 42% to 96%.
2. improve delivery efficiency and the arrival time for emergency orders by the
combination of B2B and B2C logistics business and regular transport vehicles
combined with fast ways.
3. Increase the utilization rate of the enterprise distribution center by 15% by
improving the functions of the enterprise distribution center and optimizing the
process.
物流方案:
1.通过企配中心的功能解决客户最后1公里送货问题。
2.通过企配仓的设立,对有需求的客户提供0库车服务。
3.通过智能柜进厂,提升客户的科技化并优化客户的管理流程。
Logistics Solution:
1. Solve the customer's last 1km delivery problem through the function of the
enterprise distribution center.
2.
distribution warehouse.
3.enhancethecustomer'stechnologyandoptimizethecustomer'smanagementprocess
due to the intelligent cabinet into the factory.
1.配合销售走访客户,帮助客户梳理供应方面物流问题,由发现客户痛点开始,到制定解决
方案,最后确保项目落地。
2.配合销售制作招标文件其中的物流部分,其中包括:物流综合介绍,物流优化方向,最终
解决方案等。
3.最终达成项目:中化圣奥,南方水泥,捷普等。
Service for better sales:
1. Cooperate with sales to visit customers and help customers sort out logistics
problems starting from finding customer pain points, developing solutions, and
finally ensuring the implementation of projects.
2.Cooperatewithsalestopreparethelogisticspartofbiddingdocuments,including
logistics introduction, logistics optimization direction, final solution, etc.
3. achieved projects: 中化圣奥,南方水泥,捷普等??
工作经历

职位描述: 进出口物流,仓库管理,EHS,团队管理
Responsibleforimport&exportlogistics,warehouse,EHSteammanagement
进出口物流:
物流时效:改变物流发货模式,由原来根据确认销售需求后发货,变为通过销售历史
进行预测结合目前公司主推方向,制定周期性发货计划,提升物流时效,以保证常规
产品随时可以发货,非常规产品发货周期为1周。
Import and export Logistics:
Logisticsefficiency:Changethelogisticsdeliverymodefromthedeliverybased
on confirmed sales demand to forecast based on sales history combined with the
company’s promotion. Develop periodic delivery plans and improve the logistics
efficiency to ensure that regular products can be shipped at any time, and the
delivery time for special products is one week.
物流成本:
1.通过制定周期发货,由原来的纯空运进口,变为空运结合海运的进口方式,降低进口物流
费用40%。
2.国内业务通过重新筛选最贴合目前业务的供应商,使小件运输成本降低10%,大件运输成
本降低20%。
Logistics cost:
1.reduceimportlogisticscostby40%.Carryoutperiodicdeliver andchangefrom
full air import to air combined with sea transport.
2. transportation cost for small and large package are reduced by 10% and 20%
separately by optimizing domestic suppliers to suit the business mode.
物流安全:
1.通过引进中信保,对新引进客户做出提前风险评估,确保商务上0损失。
2.增加运输过程中的保护包材实现运输过程几乎0破损。
Logistics safety:
1.applySinosureto makerisk assessmentfornewcustomerstoensurezero lossin
business.
2. Increase the protection package to achieve almost zero damage during
transportation.
1.自营普货仓库,从新规划空间,以及根据业务需求合理调整仓库布局,提升仓库常规存放
面积30%。
2.结合业务需求以及评估销售存储路线,重新寻找危险品仓库,使危险品仓库存储费用降低
6%,周边运输成本降低3%。
3.优化仓库日常作业管理SOP以及增加日常巡检机制,确保自营仓库的客户审计通过率100%。
与内部质量建立月度检查回顾机制,使仓库在GSP管理中始终符合标准,同时能够及时发现
问题并改进。
Warehouse Management:
1.plannewlayoutforself-operatednon-DGwarehouseaccordingtobusinessdemand
so that increase the storage area by 30%.
2.Basedonbusinessdemandandsales&storageroutes,setupfornewDGwarehouses
to reduce the storage and transportation cost by 6% and 3% respectively.
3. Optimize the daily operation management SOP of the warehouse and increase the
daily inspection schedule to ensure that customer audit pass rate of the
self-operated warehouse is 100%. Establish monthly inspection review with QA team
to meet the requirements in GSP management, and improve in time.
EHS管理;
1.建立公司,健康,安全,环保管理文件,确保合规。
2.制定消防,易制毒易制爆,防洪等演习,确认突发情况能够及时处理。
3.配合安监,消防,公安等部门的检查,确保通过率100%,处罚率0%。
EHS management;
1.Establishcompanyhealth,safetyandenvironmentalmanagementdocumentstoensure
in compliance.
2.Developdrillsforfire-fighting,precursorstopoisonsandexplosives,andflood
control to ensure that emergencies can be dealt with in time.
3.Cooperatewithsupervisionbysafety,fire,publicsecurityandotherdepartments
to ensure that the pass rate is 100% with no penalty.
团队管理:
1.KPI:通过制定团队KPI,明确团队人员分工,确定团队目标,监督团队达成目标。
2.组织架构:通过优化组织架构,变更业务流程,提升团队互补性,提高团队因人员流动的
稳定性。
3.制定与美国团队的沟通机制,提升沟通效率,确保发货稳定性。
Team Management:
1.KPI:setupteamKPItomakesureclearjobscopeforeachteammember,determine
team goals, and supervise the team to achieve company goals.
2. Organizational structure: Optimize the organizational structure, change the
business process, improve the team complementarity, and improve the stability of
the team due to staff turnover.
3. Develop communication with the Americanteam toimprove communication efficiency
and ensure delivery stability.
工作经历

Jiahua Chemical Inc.
职位描述: 进出口物流,生产计划,销售客服,团队管理
Responsible for import & export logistics, production planning and
customer service team.
进出口物流: 物流经理Logistics manager
物流时效:通过优化海运路线及船公司的选择,结合产品生产计划及销售计
划提升物流时效性,使海运物流准点率稳定在96%。
Improve logistics efficiency: the maritime on-time rate is stable at
96% by optimizing the selection of shipping routes and shipping
companies, and considering the product production and sales plans.
物流成本:
1.通过对出口环节拆分优化,使海运费下降5%,报关费下降10%,拖车费下
降10%。
2.通过进料加工业务,为公司出口货物节省进口关税,与出口关税。
3.通过对保险公司的招标比较是保险费率,有0.03%降低至0.023%。
Optimize logistics cost:
1. Reduce Sea freight by 5%, customs declaration fee by 10%, towing fee
by 10% by optimizing export operation.
2. propose feed processing business to improve the cost and save import
and export tariff for export business.
3.Reduceinsuranceratefrom0.03%to0.023%bytenderingamonginsurance
companies.
物流安全:
1.通过制定出口发运SOP,提升操作规范度,提升出口产品的出口效率。
2.通过制定出口文件SOP,使得出口文件准确率达到98%,降低出口查验及风险。
3.通过包材供应商的招标使得产品在运输过程中的破损率降低在1%以下。
Secure logistics safety:
1. Set up export operation SOP to improve operation specifications and
export efficiency.
2.SetupexportdocumentsSOPtoimprovetheaccuracyofexportdocuments
to 98% and reduce export inspection and risk.
3. Improve package breakage rate below 1% for transportation by tending
among package suppliers.
生产计划:
计划准确性:预制模拟版生产计划,结合销售计划,连同往年销售记录优化
生产计划,使生产计划与销售计划匹配度在80%以上。
计划灵活性:通过改变生产计划时效及生产计划排布饱和度,预留可变空间
以及时间,来应对突发计划,提升生产计划灵活性。
Production plan:
Planaccuracy:achievetheproductionplanaccuracyabove80%by simulating
production plan combined with sales forecast and previous
years' sales records.
Planning flexibility: improve the flexibility of production planning by
changing the production planning time and production rate
and reserving variable reactor and time to cope with
unexpected plans.
东南亚销售:
东南亚定期走访,客户日常维护,确保销售产品在越南市场占有率达80%。
客户物流方案:
通过与销售部协作,与潜在客户进行商务前的物流方案沟通,打成商业合作。
主要客户:BASF DOW等。
Customer service:
Southeast Asia Sales:
RegularvisitstoSoutheastAsiamarket,includingcustomermaintenanceandbusiness
development to ensure that market share in Vietnam can achieve 80%.
Customer logistics solutions:
Cooperate with the sales team to communicate with potential customers on logistics
solutions.
Main customers: BASF DOW, etc.
团队管理:
KPI:通过制定团队KPI,明确团队人员分工,确定团队目标,监督团队达成目标。
组织架构:
优化组织架构,变更业务流程,提升团队互补性,提高团队因人员流动稳定性。
Team Management:
KPI:setupteamKPItomakesureclearjobscopeforeachteammember,determineteam
goals, and supervise the team to achieve company goals.
Organizational Structure:
Optimizetheorganizationalstructure,changethebusinessprocess,improvetheteam
complementarity, and improve the stability of the team due to staff turnover.
工作经历