Patrick Pan

Patrick Pan


  • Solid experience in capital investment planning, lean manufacturing, 6 sigma, sourcing and supply chain management and project management
  • Wide industrial coverage in automotive, high tech, basic materials and private equity
  • Intensive overseas exposure, with a formal transfer toMcKinsey's Orange County in US and project experience from 10+ different countries

Work History

Work History
Jan 2009 - Present

Manager, China Sourcing Center

McKinsey & Company

China Sourcing Center is an integral part of McKinsey Asia Operations Practice, the China Sourcing Center provides holistic sourcing solutions to domestic and international clients. Services cover China-specific industry assessment, supplier identification, negotiation support, and China sourcing implementation support.

Managing 8 sourcing staff serving clients end to end in all sourcing activities including the overall development of sourcing strategy, launch of sourcing centers, and hosting of executive workshops

  • Achieved >$ 100MN cost saving for an US coal mining companies by re-defining sourcing strategy and implemented low cost country sourcing of several capex categories
  • Identified cost reduction opportunities in both direct & indirect sourcing expenses for a top Chinese real estate company. Defined private label strategy ensuring total targeted savings of RMB 900MN
Jul 2006 - Dec 2008

Associate/Junior engagement manager

McKinsey & Company

Focused on serving Fortune 500 companies and leading Chinese companies in multi strategy and operations areas, including defining operation strategy, greenfield design, capital investment planning, lean manufacturing, global sourcing and supply chain management. Led senior and mid-level local and international client teams in China, Singapore, Malaysia, Japan, Korea, Thailand and US. Presented and discussed project findings with client senior executives.

Sample projects

  • Identified 10-20% margin improvement opportunities by benchmarking with competitors for an US electrical components company. Led performance transformation managing internal McKinsey team and 10 mid-level client team members. Improved capacity by 30% and reduced cost of key components by 20% within 4 months
  • Independently led a greenfield factory design project for an European elevator & escalator company. Saved ~RMB 200MN in capital investment by applying lean production principles and advanced sourcing methods for setting up a new manufacturing facility in China
  • Led production and sourcing modules in a turnaround project for a major domestic electronic components maker ($2BN investment), managing a McKinsey and client joint team. Achieved ~$25MN savings in capital investment and ~$40M savings in sourcing
  • Drove capital productivity improvement program for a national oil company in South East Asia, improved asset utilization by 15%
Jul 2004 - Jul 2006

Business Analyst

McKinsey & Company

Performed sophisticated modeling, customer segmentation analysis, market research, process redesign, and strategy development with McKinsey and client working teams. Developed and presented recommendations and action plans to senior clients. Strong performance led to being selected for 1 year transfer to Los Angeles, US.

Sample projects

  • Defined 5 years growth strategy for a major iron & steel company in China. Compared client's strengthen and weakness with major competitors and optimized portfolio for clients
  • Defined global operation strategy for world leading semiconductor company. Identified $100M+ cost saving opportunities. Improved capital assets productivity by 15-25% and reduced lead time by 20-40%
  • Investigated market outlook and defined entry strategy to mainland China for a Taiwanese consumer goods company. Defined ramp-up roadmap and cash flow plan aimed for 15% growth rate
  • Conducted due diligence in a top-tier private equity buyout case targeting a world-leading consumer electronic company. Identified $800MN opportunity in free cash flow by optimizing assets improving operations
2002 - 2004

Engineering section leader


Managed new product launch, product line design/purchasing/implementation for Pentium 4 processors. Drove financial and operational KPIs in assembly area. Led 3 engineers and 5 technicians in continuous improvement.

Work highlights

  • Led startup of assembly area of Pentium 4 factory. Broke Intel record of new factory startup by 15% time reduction
  • Improved quality in assembly area, achieving Intel quality record by applying lean & 6 sigma approach
  • Saved 30 - 40% of operation expense by replacing OEM parts with 2nd source part manufacturers
  • Improved productivity by 40% in one process, resulting in $2MN savings in capital investment in equipment
1999 - 2002


Shanghai Volkswagen

Managed launch of several new models in the Santana 2000 series. Supervised 30 engineering staff driving quality improvement and productivity in assembly plant.

Work Highlights

  • Designed, sourced and implemented several car body lines, ensuring on-time launch of 3 new models
  • Drove quality improvement, reducing defects by 20% and winning China's National Quality Award
  • Led continuous improvement project, reducing assembly line headcount by 20%


Sep 1996 - Mar 1999


Shanghai University
  • Ranked No1 in Mechanical Engineering School throughout the entire program
  • Awarded City level scholarship and City Scientific Achievement award by Shanghai Education Committee
Sep 1992 - Jun 1996


Shanghai University
  • Ranked No1 in Mechanical Engineering School throughout the entire program
  • Won Bao-steel Scholarship and City and University level scholarship 9 times
  • Awarded excellent college student by Shanghai Education Committee
  • Chairman of Student’s Union