Operations_Strategy_Head

operations_strategy

 

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In order to achieve our vision of becoming the fastest sports brand in the world, 2015 saw continued investments into better and faster collections, into our brand, our organization, our distribution and our IT infrastructure.

PUMA’s Global Operations department under the leadership of Chief Operating Officer Lars Sørensen comprises our product development, sourcing, trading and logistics activities as well as the group’s IT and Business Solutions functions. The joint ambition of all of these functions is to provide commercial products at the best price and quality and at the right time to our customers.

Faster lead times, cost 
management and better
product availability

In 2015, we continued to reduce our standard production lead-times across all of our product divisions and implemented fast-track capabilities. This will enable us to react faster to trends and customer needs. Furthermore, we implemented dedicated footwear supply chains to gain specialization benefits across PUMA’s product categories, separating our Performance from Sportstyle and commodity products. This led to efficiency benefits in product creation and helped us to mitigate negative impacts from increasing labor cost. Our PUMA International Trading (PIT) organization, which serves as a global trading hub between our third-party suppliers and the sales subsidiaries of the PUMA Group, significantly improved the transparency and control over all of our transactions, resulting in a better on-time delivery performance.

Faster Business Solutions for
Faster Business Processes

In order to implement fast business processes and IT systems, PUMA’s Business Solutions team focused on three main areas in 2015: further implementing PUMA’s end-toend trading setup, continuing to build capabilities and processes to improve our design, development and planning processes, and optimizing the IT infrastructure.

PUMA International Trading (PIT): 
2015 saw the global rollout of our trading platform PUMA International Trading (PIT) across all of PUMA’s sales subsidiaries and third party suppliers to centrally manage all global order and invoice flows. One of the prerequisites was the implementation of an improved ERP-system supporting these standardized processes with our sourcing partners.

Design, Development and Planning:
To increase our efficiency in the product creation process, we built what we call “toolboxes”: Toolbox capabilities drive transparency, efficiency and speed in managing our main product components such as materials and graphics. These and other, more basic capabilities, are key for the implementation of advanced product management tools in 2016.

IT Foundation: 
In 2015, we upgraded our IT landscape to lay the foundation for further global standardization and enhancements in the coming years. One of the most visible impacts in 2015 was the global implementation of Microsoft Outlook and complementary communication and collaboration capabilities.

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Looking Ahead…
The year 2016 is highlighted by major sport events and a pipeline full of new, commercial PUMA products. We will further capitalize on the structural improvements, which lay the foundation for a lean and efficient company in the future. Looking ahead, both expanding the scope of our International Trading Organization and building enhanced capabilities and tools across product development, planning and reporting are the main priorities – in line with our overall strategy of being “Forever Faster”.