VP Product Development - PINK

Description Your Role Reporting to the SVP of Product Operations, the VP will spearhead the PINK Product Creation Lifecycle in partnership with Global Manufacturing teams, and the PINK Brand Leaders. The successful incumbent will be taking charge of the PINK Production team in the areas of Product Development, Production and Planning. It is critically important to build a strong partnership internally with other functional leaders in Brand Management, Merchandise Planning, Manufacturing, Logistics, Finance & Control and Integrated Business Planning; as well as externally with Factory Owners / Leaders and Material Suppliers. Your Leadership At VS&Co, our leaders embody our values and help inspire their teams to do the same. What this looks like in actions is putting the customer first at every turn. It’s having a passion for the company’s mission and purpose and motivating your team to constantly work towards a shared vision. To our core, we always uphold a commitment to inclusion in everything we do and foster a culture of belonging. We know our actions reflect who we are, and we believe collaboration is critical to success, which is why our leaders are expected to reinforce all of this in how they show up daily. Your Impact Key roles and responsibilities would include but not limited to: Sourcing Strategy Work with Global Supply Chain leadership team to devise/develop/implement Global Sourcing Strategy to meet PINK Business and Operational Objectives through superior process and system development & innovation: In partnership with the CSCO, developing a sound development and geographical diversification plan to optimize capacity, duties and diversity of origin, as well as working towards supply chain risk mitigation. Capacity planning to align with business forecasts and plans for all apparel brands. Working on the optimal team structure and resources planning. Developing and maintaining effective relationships with external partners (finished products/materials), ensuring products meet delivery and quality expectations. Identifying situations, opportunities, issues and market conditions to realize cost reduction, operation & process efficiency, lead-time optimization and supplier development etc. Leading all sourcing activities include the development as well as management of vendor relationships, implement sourcing and supply management processes, techniques, and systems, bringing the organization to the next level of “best practice” operation. Development and Costing Championing the supplier matrix, integrating the buying and product development plans with sourcing and supply chain processes to reduce costs and cycle times while improving supply chain quality. Leaning out the organization / processes and leverage spend. Engaging with Brand Management & Buying Organizations, Design & Development teams to strengthen the end-to-end development cycle. Partnering up with Brand teams to develop and commercialize portfolios. Partnering up with external vendors to identify new development techniques, alternate materials and/or product construction to keep abreast of the global competition. Production & Operations Reviewing the end-to-end supply chain to identify issues and opportunities to better focus on the evolving customers’ needs around speed & efficiency including factory capacity planning & scheduling (with 35 core relationship with manufacturing vendors), factory WIP oversight, all elements of inbound and outbound supply chain operations. Partnering across regions to optimize Asia sourcing operations while collaboratively monitoring performance and execution of global sourcing activities across key supply markets, including but not limited to Vietnam, India, Indonesia, Sri Lanka, and Mexico. People and Change Management Identifying and implementing the best-in-class supply chain processes, technologies and infrastructures along with disciplines that support supply chain efficiency. Governing end-to-end visibility from conceptualization all the way through delivery. Establishing, managing and developing a high-performance supply chain team that ensures people, systems and processes can deliver proactive, reliable, cost-effective services to the business, in addition to ensure high performance and customer centricity through: Providing on-going coaching and performance tracking processes. Providing critical day-to-day leadership & communication for problem solving – must have a sense of urgency / ownership around issues and opportunities Providing a proactive and well-organized approach to all responsible operational activities and instills this behavior in all direct reports. Providing the opportunities and tools direct reports need to grow and gain the skills and knowledge needed to realize their potential talent. Delegating authority and encouraging staff to take calculated risks. Challenging existing processes, systems, and beliefs around supply chain (without adversely affecting performance) and driving changes to the existing supply chain to reduce costs in the movement of goods and improve efficiency. Ensuring effective change management to reach functional and organizational goals by: Developing and communicating a strategic direction for the division/functional area. Proactively developing intra-company relationships, partnerships and initiatives. Demonstrating creativity by breaking norms, trying new models and generating ideas. Replicating successful endeavors and institutionalizing successful practices. Ensuring a collaborative environment that fosters/values partnerships, diversity & trust by: Demonstrating and modeling a passion for meeting customer needs and exceeding customer expectations. Promoting the sharing of talent resources across functions and business units to create or improve business results. Actively seeking the ideas of others and valuing differing perspectives. Building trust by communicating honestly, directly, and candidly. #J-18808-Ljbffr