Reebok 2009 Annual Report Download - page 92

Processes and infrastructure of the future
88 GROUP MANAGEMENT REPORT – OUR GROUP Global Operations
Global Operations
The adidas Group’s Global Operations function coordinates the development, production planning, sourcing and distribution of
the majority of our products. The function continually strives to increase efficiency throughout the Group’s supply chain as well as
to ensure the highest standards in product quality and delivery performance for our customers at competitive costs.
Enforced vision: closest to
every consumer
The vision of the Global Operations func-
tion is to be closest to every consumer.
This means enhancing the adidas Group’s
top- and bottom-line growth by meeting
consumer demand in both wholesale and
retail channels with the right product – in
terms of quality, size, colour, style and
material – in the right place, at the right
time. In order to realise its vision, the
Global Operations function continues to
focus on five strategic initiatives:
Replenishment: Providing high avail-
ability as well as fast and timely deliv-
ery of product to wholesale and retail
customers while minimising inventory
of finished goods.
End-to-End Profitability: Identifying
key cost and profitability drivers and
their interrelationships to optimise
decision-making in order to mitigate
financial risks and ensure the long-
term profitability of the Group and its
supply base.
Adaptive Supply Network: Enhancing
the flexibility and responsiveness of
both the Global Operations Sourcing
and Supply Chain Management organ-
isations to satisfy quick-changing
market needs.
End-to-End Planning: Optimising
the Group-wide demand and supply
planning system landscape to improve
efficiency, transparency and cross-
functionality of processes across the
Wholesale and Retail segments as
well as Other Businesses.
Accelerated Creation to Shelf:
Building capabilities, processes and
technology that drive faster, smarter
and more efficient product creation to
enhance the Group’s top- and bottom-
line growth.
In 2009, the Global Operations function
made further progress and successfully
implemented processes, systems and
infrastructure measures deriving from
the five key initiatives:
Processes and systems tailored for
expansion of Retail segment
The Replenishment initiative is particu-
larly essential to support the growth of
our Retail segment and Group- controlled
retail space. In 2009, we established a
dedicated retail transformation team
within Global Operations that supports
the retail sales team by implementing
the right processes and systems to cater
for the unique demands of Retail see
Global Sales Strategy, p. 54. Throughout the
year, Global Operations also increased
its efforts in strengthening and enhanc-
ing its portfolio of fulfilment models that
allow sales subsidiaries to buy product
closer to market and replenish stores
more frequently and strategically.
Improved capacity and material planning
processes allowed over 1,300 articles
to be produced and delivered with short
lead times of 22 to 30 days.
N °-
01
GLOBAL OPERATIONS IN GO-TO-MARKET PROCESS
Global Operations
Business solutions
Marketing Design DesignResearch &
development
Sourcing Supply chain
management
Sales
subsidiaries
Briefing Concept Product creation Manufacturing Distribution Sales