苹果Supply Demand Management

• SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: • CLEAR TO BUILD • - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. • ALLOCATIONS • - Play a meaningful role in the allocation of components that are in tight supply. • - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. • - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. • EXECUTIVE MANAGEMENT REPORTING • - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. • NEW PRODUCT MATERIALS READINESS • - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. • - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. • - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. • EXCESS & OBSOLETE • - Lead phase-out of obsolete parts and the transition to new production materials. • - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. • - Highlight parts with liability and propose solutions to management. • - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. • LOGISTICS • - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.

• SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: • 1, CLEAR TO BUILD - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. • 2, ALLOCATIONS - Play a meaningful role in the allocation of components that are in tight supply. • - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. • - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. • 3, EXECUTIVE MANAGEMENT REPORTING - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. • 4, NEW PRODUCT MATERIALS READINESS - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. • - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. • - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. • 5, EXCESS & OBSOLETE - Lead phase-out of obsolete parts and the transition to new production materials. • - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. • - Highlight parts with liability and propose solutions to management. • - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. • 6, LOGISTICS - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.

As a Materials Program Manager, you will play a crucial role in handling materials that have critical impact on the organization. Responsibilities will encompass materials planning (Clear to build), Allocation, Executive reporting, Excess & Obsolete (E&O) analysis and projections, New Product Material readiness, logistics readiness from Suppliers to Contract Manufacturer’s. Develop the strategic direction, goals, objectives and key measurement systems to ensure the business goals are met. SPECIFIC RESPONSIBILITIES INCLUDE, BUT NOT LIMITED TO: 1, CLEAR TO BUILD - Handle the CTB process, ensure the process is working smoothly and we have clear visibility on materials over a 26-week horizon. Partner with the CM’s and the GSSMs (Global Supply and Sourcing Management) on all identified material issues (including sub-tier supply chain) until issues are closed/resolved. 2, ALLOCATIONS - Play a meaningful role in the allocation of components that are in tight supply. - Provide an aggregated view of supply versus demand as the baseline for program and site-allocation decisions. - Collaborate with the SDMs (Supply Demand Management), OPMs (Operation Program Management) and GSSMs to make sure we allocate parts to contribute the best value. Communicate the allocation strategy with the significant parties. 3, EXECUTIVE MANAGEMENT REPORTING - Build and maintain reports and summaries on a regular basis to support the business growth. Ensure reports are concise and on time to drive business decision making. 4, NEW PRODUCT MATERIALS READINESS - During New Product Introduction (NPI) phase, lead material readiness to ensure that we understand the supply base and related challenges - Identify critical engineering release breakthroughs; assess necessity for risk ramp and associated liabilities, to ensure material supply for product ramp is protected. - Identify issues early in the NPI phase and monitor/drive these to resolution prior to ramp. - Identify supply chain on modules and components to ensure that we understand any challenges associated with the new product. 5, EXCESS & OBSOLETE - Lead phase-out of obsolete parts and the transition to new production materials. - Identify and mitigate E&O in advance to ensure we make the correct company decisions regarding build plan changes, cut-in vs. roll-in requirements, post ramp qualification opportunities, etc. - Highlight parts with liability and propose solutions to management. - Upon Engineering Change Notice (ECN) or End of Production (EOP) events, track & audit E&O claims, report to Finance for financial reserves, and ensure timely resolution and closure of such claims/reserves. 6, LOGISTICS - Ensure the smooth flow of materials necessary to meet the production schedules, inventory control requirements, and on-going production support.

1、需求管理规范制定及落实 协同销售、产品、供应等各方诉求和流程，负责制定公司的需求管理规范，包括需求分类、提报频次与节奏、准确性指标、各方职责等；在日常工作中推动需求管理规范的落实和更新 2、需求对接及应答 对接销售线，构建销售PPL、大客户需求、紧急/突发需求的收集和输出机制；对接产品线，协同产品线按管理规范进行需求信息和诉求的输入，对产品线提货进行审核确认；编制需求FCST传递至下游部门，对销售线、产品线关于资源及供需相关问题，牵头各部门协商解决方案并应答 3、重点大客与项目管理 对接国际业务线，保障国际业务大客和重点项目的供需；为“销售/产品/供应”实际提货需求做好低成本计划储备 4、协同优化供需链路 基于需求信息，明确对交付SLA和供应LT的要求，管理对销售线、产品线的需求满足度及资源服务满足度，构建高效供需链路 Job Description: 1. Demand Management Standardization and Implementation Collaborate with sales, product, supply chain, and other stakeholders to establish the company's demand management standards, including demand classification, reporting frequency and pace, accuracy indicators, and responsibilities of all parties involved; Promote the implementation and updating of requirements management standards in daily work 2. Requirement docking and response Connect with sales , establish a collection and output mechanism for sales PPL, major customer needs, and emergency/sudden needs; Integrate product , collaborate with product to input demand information and appeals according to management standards, and review and confirm product line pick-up; Develop FCST requirements and communicate them to downstream departments. Lead the negotiation and response of various departments regarding resource and supply-demand related issues in the sales and product 3. Key clients and project management Connect with international business to ensure the supply and demand guarantee of international business clients and key projects; Prepare low-cost plan reserves for actual delivery needs of "sales/products/supply" 4. Collaborative optimization of supply and demand chain Based on demand information, clarify the requirements for delivery SLA and supply LT, manage the satisfaction of demand and resource services for sales and product , and build an efficient supply and demand chain