PORTFOLIO- IT INDUSTRY- CONSUMER ELECTRONICS INDUSTRY- SEMICONDUCTOR

YONGLIM (AILEEN) CHO

AGENDA1. Who I was - Organization and Roles2. What I did – SCM Projects3. SCM Projects in detail

• Goal• Contents• Achievements

4. Q&AAppendix.

AILEEN’S PORTFOLIO

KOC/KSC Unitrack Co.(Start Up)

i2 Technologies(JDA Solutions) LG Electronics Fairchild(On-Semi)

Semiconductor

Programmer/ Systems network Designer / IT Planner

SCM Solution Architect

Management EngineeringIT Professional expanded to E2E SCM & Global operation

1988.5~1998.12

Role

Company & Po-sition

Techno-logies

Industry

Silicon Valley Turkey

Management Innovation/S&OP,IBP Facili-tatorIT Consultant / Project Manager

• IT Planner /Developer

• SJSU IT• Ahranta (Start up)

• IT Dept Di-rector.

• Sr. Consultant • SCM Experts• GOC DM Director

• SCM Director2001.9~2005.7 2005.11~ 2008.8~2011.1 2012.2~2015.7

~2016.7

Project & Achievements

① Sport Game Mgmt. System

② MIS③ Web portal (1996)④ IOC Executive

meeting manage-ment

⑤ Korea Sport Net-work Extranet

① E-procurement localiza-tion

② Samsung B2B/i PRM ③ Samsung US CPFR

(6m) –Bestbuy and oth-ers

④ Samsung GSBN CPFR/B2Bi OMS. Stan-dard

① Samsung Corning SCM② Samsung Electricity

Demand manager③ Samsung Logitech

Supply Chain Visibility④ Haier( (China) CPFR/

S&OP⑤ Pre-Sales for MDM/

SCV/CPFR

① LG China SCM innova-tion

② LG US SCM Innova-tion(S&OP, Bestbuy,Walmart CPFR) => Achieved LCD Top2 in US

③ LG LCD BU S&OP, Global demand man-agement

• Global Lean operation => Drain internal/Channel inven-

tory 2/3 level and improved 30% service level to cus-tomer

• Central Fab plan & Execu-tion

Þ Created KPI and improved 30%(70% to 99%)

• Global S&OP/IBP facilitation

Government ITConsumer Electronics with Retailers

Semiconductor• IBM AS/400• COBOL,RPG• Oracle• HTML, CGI• UNIX

• MS .NET, Biztalk, • C#, VB, XML, ASP .NET• Oracle• SAP ERP integration

• JDA ABPP,SCV,SCEM, CSE, DM,DF,SCP etc.

• SAP ERP, Oracle DB, In-tegration

• HTML,• MS PowerPoint

• JDA SCP, IO• Oracle ERP,Dementra,

DB• GSCP, MS Excel

• JDA SCP,DF,IO• Tableau, SAP BO, Sales-

force, Citrix, Google• Peoplesoft ERP• MS Excel & Office

• Ankara Univ. Language

Awards Distinguished service for ‘88 Olympic

VICS ‘Best CPFR(2004) Wal-mart Best Supplier(2010) Samsung Best Supplier(2014)

Certificates• PMP• MCSD .NET• MCSE .NET

1999.8~

1

1

234

5

1

23

4

12

3

4

5

1

2

3

IT Professional to E2E SCM & Global operation

ORGANIZATION AND ROLES

Korean Olympic committee/Korea

Sports council(1988~1999)

Consumer Electronics

Semiconduc-tor

Government

• Computer programmer• System architect for Korean national sports association

(including 46 sports federation and 15 regional sports council)• Internet web master/developer/PM (1996 Atlanta Olympic)

Unitrack Co.(Start up, Samsung SDS Joint venture, 2001~2005)

i2 Technologies Korea (currently JDA,

2005~2008)

LG Electronics(2008~2011)

• Director of IT Department• B2B/B2Bi Global interface Professional• Project Manager

• Sr. SCM Solution architect• Project Manager

• Internal SCM consultant/PM (LG China, LG US)• Director of demand management of GOC for LCD TV

BU at LG Electronics

Fairchild Semiconduc-tor

(2012~2015)

• SCM Director in Korea (Korea FAB/Master Planning in APAC)

• SCM Director (covered Central Fab Planning/Master Planning as global operation)

Industry Organization Roles

Silicon Valley• Gained English and experience in SV• Web Master

San Jose State Univ./ Ahranta Co. Ltd

(1999~2001)

E2E SCMEND TO END SUPPLY CHAIN INCLUDING OPERATION

Customer

Logistics Production

Purchase Supplier

QualityMarketing

Sales Development

Global Operations (S&OP)

Logistics & Transportation planning (TMS) with supply visibility and event management

Customer Collaboration(CPFR/CPM)

Supplier Collaboration(CSE)

Weekly Demand Management(Demand Manager)

Weekly Allocation(Master Plan)

Daily Order Satisfaction(Demand Fulfillment)

Daily Flexible Production (Factory Plan)

ERP+ GSCM

SCM LEVELING

SCM 1.0 SCM 2.0(Demand/Eco driven)

SC “M2.0”(Management)

Concept Old school management Evolving management but not going all the way to 2.0

Incorporating new management practices into the value network

Planning Done by each individual depart-ment and/or function. Discon-nected processes

S&OP/IBP involving cross-functional department on a regular cadence (weekly, monthly, quarterly)

Continuous S&OP where the plan is continually updated based on real-time based on real-time business response to customer demands and chang-ing supply conditions

Measuring(Monitoring)

Presentations prepared for up-per management on a regular cadence (monthly or quarterly)

Daily reports and dashboards for management at various levels

Real-time dashboards and alert-ing to individuals responsible for supplier and customer interac-tion at all levels of the organiza-tion

Decision Making (Re-sponding)

At department head level – hopefully data-driven, but likely based on data massaged for consumption

Cross-functional teams - Data driven but latent

Collaboration with the responsi-ble individuals at the point of customer contact – based on real-time data

• Planning, Monitoring and Decision making to re-plan/action • Silo to cross-functional / cross-functional to real-time

Kirk Munroe (Quintex) shared this SC”M2.0” idea on his blog (2012)

SCM PROJECTS

SCM 2.0 to E2E SCM

Global SCM Oper-ation & Innovation

SC”M2.0”

• Localized Unibiz (e-procurement) system • Samsung electronics(SEC) Partner Relationship mgmt. sys-

tem(Domestic retailers)• SEC CPFR(US & BestBuy/Sears/CC) • SEC standard CPFR/B2Bi Order management system

• SCM project(solution implementation) for Samsung Corning• Supply Chain Visibility project for Samsung Logistics• Presales consultant – LG Electronics, Hynix MDM, POSCO etc..• Samsung Electricity demand management project• China Haier S&OP/CPFR Project

IndustryArea Projects

Unitrack Co.(Samsung SDS Joint ven-

ture, 2001~2005)

I2 Technologies Korea (currently JDA,

2005~2008)

LG Electronics(2008~2011)

Fairchild Semiconduc-tor

(2012~2015)

B2B(i) interface professional to

SCM 2.0

E2E SCM system project to SCM process and actual global oper-ation/innovation

• LG China SCM innovation (S&OP, Channel PSI)• LG US LCD Top2 (S&OP, BTO, Bestbuy CPFR, Wal-mart)• LG LCD TV Demand mgmt. enhancement

• S&OP implementation , Master Planning enhancement• IBP, Customer driven SCM enhancement• Orion-1 Fab site, 1 Fab line, 1 assembly factory closing

SCM project required 3 elements of change

3 ELEMENTS OF SCM PROJECT

Process

System

Organization

• IBP• S&OP (NPI, EOL, Marketing, Sales)• CPFR, CSE• Demand planning/management• Supply planning• Purchase planning

• ERP• APS planning (DM, DF, SCP, FP)• Logistics (TMS)• MDM, SCV, SCEM• Collaboration (CPFR, CSE)

• Identify Roles and responsibility• KPIs along with changed R&R• Change management

SCM 2.0PRM/CPFR FOR SEC CE GLOBAL COMPANYB2B/B2Bi Interface for SEC PRM (Partner Relationship Manage-ment) and CPFR (Collaborative Planning Forecasting and Replen-ishment)

PRM

(2002.9~2004.2)

CPFR

(2004.3~2005.7)

Goal Contents Achievements

To improve retailing customer service level, usingB2B/B2Bi real time digital relationship

• Real time Order management• Real time Inventory, production plan inquiry

• Weekly or monthly information sharing (product details, new products)

• Standard SEC PRM system• Market share improvement• Improve Customer service level (*OTD3 to customer)

To improve demand forecasting accuracy for all global retailers• US: BestBuy• EU: UK, France• China• Australia - more than 60 global retailers

• Sell-thru forecast• Order forecast• Inventory information• KPIs (**OTRQ etc.) • Vendor commitment etc.

• Market share improvement: No.1 in 2005

• Implemented Standard SEC CPFR system (2004) for global partnership

• Increased Demand forecast accuracy from 40% to 87%

• Best CPFR award from VICS in 2005

* OTD3 – On-Time-Delivery to end customer ** OTRQ – Ontime Right Quantity

E2E SCM (I)I2 TECHNOLOGIES (JDA)

SCM 1.0 integration based on SCM 2.0 experience

S Corn-ing

(2005.10~2006.3)

Pre-Sales

consul-tant

(2006.3~2007)

Goal Contents Achievements

• Implement system planning

• Samsung wanted to build system based collaboration with suppliers

• DM (Demand Manager)• DF (Demand Fulfillment)• SCP (Supply Chain Planner)• SCM Integrated UI

• System based planning• System plan based collabo-ration with partners

=> Personally gained SCM 1.0 understanding

• i2 changed to SCM 2.0 based new ar-chitecture, ABPP solution (CPFR, VMI, SCEM, SCV, MDM) solution

• Study E2E SCM

• MDM(Master Data Management)• SCEM(Supply Chain Event Man-agement)

• SCV(Supply Chain Visibility)• VMI(Vendor Managed Inventory)• ABPP(Agile Business Process Platform)

• Expand market knowledge from Consumer Electronics to Semiconductor

• Expand eyes from DM, CPFR to all value chain management(E2E) and Operation

E2E SCM (II)I2 TECHNOLOGIES (JDA)

SCM 1.0 integration based on SCM 2.0 experience

SCV for SEC Lo-gistics

(2007.1~ 2007.9)

ChinaHaier

S&OP/ CPFR

(2008.1~2009.5)

Goal Contents Achievements• Improve end cus-tomer delivery ser-vice level

• Implement logistics information visibility & event manage-ment system

• SCV (Supply Chain Visibility)• SCEM (Supply Chain Event Management)

• Transportation information sys-tem

• Logistics forecasting

• Overall transportation in-formation visibility (Elec-tronic near-real time Dashboard)

• Real time event manage-ment (No loss to end cus-tomer delivery)

• LCD TV S&OP op-eration improve-ment

•Reduce retail inven-tory

• Weekly *S&OP management • Weekly CPFR collaboration• Analysis and issue identification and proposal

• Gained China market knowledge and experience

• Failed - Tried to implement CPFR but market was not mature enough

* S&OP – Sales and Operation

GLOBAL E2E SCM AND S&OPLG ELECTRONICS

Expand to Sales Subsidiaries S&OP/CPFR and Global Operation

LG ChinaSCM

(2009.10~2009.2)

LG USSCM

(2009.3~2009.12)

Goal Contents Achievements• resolve overall SCM issue

• resolve price pro-tection issue => SC”M2.0” required

• Implement S&OP (HQ, Sales, Marketing and Production) to support agile business decision making

• Implemented Channel PSI sys-tem

• Change organization R&R and KPIs

• Price protection reduced from $800M (2008) to $80M (2009)

• Resolved all conflicts thru weekly S&OP

• Increased Salesperson sat-isfaction

• LCD Top2 in US (4th in 2009)

• start business with Wal-mart

• improve CPFR with BestBuy

• Implement weekly S&OP• Implement BTO BestBuy replen-ishment process/system to im-prove CPFR

• Implement SCM for Wal-Mart

• US LCD Top 2 during project

• Reduced cycle time from 3 wks to 2wks for BestBuy.

• SCM award from Wal-mart

LG LCD GOC

(2010.1~2010.12)

• improve overall op-eration of LCD TV

• improve communi-cation b/w HQ and Sales Subs.

• Implement Global S&OP• Improve LCD panel supply visibil-ity through LG Display collabora-tion / allocation standard

• Improve demand and purchase forecast accuracy

• Improved supply visibility to sales

• Secured supply availability• Stabilized S&OP• Improved forecast accuracy

EXPAND TO SC”M2.0”FAIRCHILD SEMICONDUCTOR

Expand to Semiconductor SCM and Global IBP/S&OP innovation and operation

Korea Fab & MP

(2012.2~2012.12)

Plan/ Exec.

(2013.1~2013.12)

Goal Contents Achievements• Reduced inventory• Implement S&OP• Improve SSD

• Set the goal• Improve system plan quality• Set-up Master Planners role and facilitate S&OP

• Inventory reduced 2/3 level for both Channel and Inter-nal

• But, improve SSD 5% • Improved System plan qual-ity – 50% to 95%

• Measure plan vs. actual

• SCM Organization change

• Org. change in SCM segrega-tion MPs/Central Fab planning team

• Improve customer KPI from SSD to RSD

• Change management

• Improved Plan vs. Actual (S-tarts Plan attainment from 70~85% to 99%)

• RSD improved 75% to 85%• Inventory stabilized based on stable S&OP

Global Fab oper-

ation (CFP/MP)

(2013.7~2015.7)

• Central FE Planning (US 3 Fabs, Korea 3 Fab lines, 25 Foundries, EPI line)

• US 1 Fab, Korea 1 line closing .

• Expand success story to US and Global Front End planning and ex-ecution

• Closed Korea 5” line and US 1 Fab• IBP process enhancement to all Fab, EPI and 25 Foundries

• Improve system plan quality for US Fab and foundry – no measure to 90%

• Successful 1 Fab site, 1 Fab line and 1 A/T site clos-ing

• Improved alignment with Fi-nance to go for SC”M2.0”

Thank you!