Unformatted Attachment Preview
Jamison Glenn ,Laurene Semprit, Dianne Wade,
Charles Burnham, & Janalee Davis
• Who are they?
• Age and gender?
• What do they think and believe?
• What interests them?
• What is their purchasing behavior?
• Which products they buy, where they buy
them, when, and how they pay?
Women
Young athletes
Runners
• CREATE A LEAN MANUFACTURE
• Design for the future
• Factory Sourcing
Design the
Future
• Contract
Manufacturers
• Factory
Workers
• Products
Factory
Sourcing
• Sourcing
Process
• 1. Sigma impact
• 2. Cost/benefit impact
• 3. Customer satisfaction impact
• 4. Time impact
• 5. Top line impact
• 6. Bottom line impact
• 7. Improvement in
yield/productivity
• Nike doing well overall
• Problem is in contract
manufacturing
• Work safety
• Too much overtime in developing
countries
• Lightness
• Sustainability
• Form fitting
• Performance
• Metrics to be measured
included;
• Supply
• Operational
• Integration
• Sustainability
• Outsourcing is the main supply chain
strategy of Nike
• Outsourcing has allowed the company
to lower its investment risk
• Nike tracks its data using the point of
sale strategy.
• Some of the large retailers that the
company uses include Macy’s, Foot
Locker, Kohl’s, and Champs.
• Nike Inc. has an efficient operations
management that has enables the company
to be a global leader in the manufacture of
the Air Max line of shoes in the world.
• The operation management reflects on
product development and talent
management in the manufacture of their
athletic products.
• The inventory management of the company
maximizes the effectiveness of catalog while
minimizing the costs
• This is done applying the perpetual
inventory that involves constant monitoring
of the inventory systems from the supply
chain to retailers and distributors.
• The integration analysis of the Nike has
involved in the Rewire project that was
launched in 2009.
• The approach to the supply chain
management has resulted in the company
making significant changes in all its
activities.
• The company has integrated marketing index
in the manufacturing and sourcing team to
evaluate that source base that includes
• sustainability dimensions
• cost,
• quality
• On-time delivery performance
• At the corporation level, Nike has structured
its organizational frameworks to ensures that
it incorporates sustainability in the
traditional corporate functions.
• Based on the unit goals of the enterprise,
workers create plans and strategies that
detail their various responsibilities using an
internal scorecard.
• Since each department is accountable for
sustainable performance, Nike has
incorporated sustainability into business
decisions at an earlier stage than after-thefact.
• When the company is training contract
manufacturers, it adopts a model that
influences sustainability including the human
resource management, lean manufacturing,
and environmental sustainability.
• Lightness
• Sustainability
• Form Fitting
• Performance
• Bag, S. (2016). Flexible procurement systems are key to supply
chain sustainability. Journal of Transport and Supply Chain
Management, 10(1). http://dx.doi.org/10.4102/jtscm.v10i1.213
• Desai, T. & Shrivastava, R.L. (2008). Six Sigma – A New
Direction to Quality and Productivity Management
. Retrieved from
http://www.iaeng.org/publication/WCECS2008/WCECS2
008_pp1047-1052.pdf
• Distelhorst, G., Hainmueller, J., & Locke, R. (2014).
Does Lean Capability Building Improve Labor Standards?
Evidence from the Nike Supply Chain. SSRN Electronic
Journal. http://dx.doi.org/10.2139/ssrn.2337601
• IDENTIFY AND SELL MORE TO YOUR MOST VALUABLE
CUSTOMERS. (2017). Retrieved from
http://www.infoentrepreneurs.org/en/guides/identifyand-sell-more-to-your-most-valuable-customers/
• Lutz, A. (2015). Nike is going after 3 kinds of
customers. Retrieved from
http://www.businessinsider.com/nike-isgoing-after-3-kinds-of-customers-2015-4
• Nisen, M. (2013). Business Insider. Retrieved
from http://www.businessinsider.com/hownike-solved-its-sweatshop-problem-2013-5
• Soni, P. (2014). Market Realist. Retrieved
from
http://marketrealist.com/2014/12/overview
-nikes-supply-chain-manufacturingstrategies/
• Timoianu, C. (2012). Increasing the agility of
a global supply chain process (1st ed.).
Rotterdam: Erasmus Universities
Jamison Glenn
• Who are they?
• Age and gender?
• What do they think and believe?
• What interests them?
• What is their purchasing behavior?
• Which products they buy, where they buy
them, when, and how they pay?
Women
Young athletes
Runners
• CREATE A LEAN MANUFACTURE
• Design for the future
• Factory Sourcing
Design the
Future
• Contract
Manufacturers
• Factory
Workers
• Products
Factory
Sourcing
• Sourcing
Process
• 1. Sigma impact
• 2. Cost/benefit impact
• 3. Customer satisfaction impact
• 4. Time impact
• 5. Top line impact
• 6. Bottom line impact
• 7. Improvement in
yield/productivity
• Nike doing well overall
• Problem is in contract
manufacturing
• Work safety
• Too much overtime in developing
countries
• Lightness
• Sustainability
• Form fitting
• Performance
• Metrics to be measured
included;
• Supply
• Operational
• Integration
• Sustainability
• Outsourcing is the main supply chain
strategy of Nike
• Outsourcing has allowed the company
to lower its investment risk
• Nike tracks its data using the point of
sale strategy.
• Some of the large retailers that the
company uses include Macy’s, Foot
Locker, Kohl’s, and Champs.
• Nike Inc. has an efficient operations
management that has enables the company
to be a global leader in the manufacture of
the Air Max line of shoes in the world.
• The operation management reflects on
product development and talent
management in the manufacture of their
athletic products.
• The inventory management of the company
maximizes the effectiveness of catalog while
minimizing the costs
• This is done applying the perpetual
inventory that involves constant monitoring
of the inventory systems from the supply
chain to retailers and distributors.
• The integration analysis of the Nike has
involved in the Rewire project that was
launched in 2009.
• The approach to the supply chain
management has resulted in the company
making significant changes in all its
activities.
• The company has integrated marketing index
in the manufacturing and sourcing team to
evaluate that source base that includes
• sustainability dimensions
• cost,
• quality
• On-time delivery performance
• At the corporation level, Nike has structured
its organizational frameworks to ensures that
it incorporates sustainability in the
traditional corporate functions.
• Based on the unit goals of the enterprise,
workers create plans and strategies that
detail their various responsibilities using an
internal scorecard.
• Since each department is accountable for
sustainable performance, Nike has
incorporated sustainability into business
decisions at an earlier stage than after-thefact.
• When the company is training contract
manufacturers, it adopts a model that
influences sustainability including the human
resource management, lean manufacturing,
and environmental sustainability.
• Lightness
• Sustainability
• Form Fitting
• Performance
• Bag, S. (2016). Flexible procurement systems are key to supply
chain sustainability. Journal of Transport and Supply Chain
Management, 10(1). http://dx.doi.org/10.4102/jtscm.v10i1.213
• Desai, T. & Shrivastava, R.L. (2008). Six Sigma – A New
Direction to Quality and Productivity Management
. Retrieved from
http://www.iaeng.org/publication/WCECS2008/WCECS2
008_pp1047-1052.pdf
• Distelhorst, G., Hainmueller, J., & Locke, R. (2014).
Does Lean Capability Building Improve Labor Standards?
Evidence from the Nike Supply Chain. SSRN Electronic
Journal. http://dx.doi.org/10.2139/ssrn.2337601
• IDENTIFY AND SELL MORE TO YOUR MOST VALUABLE
CUSTOMERS. (2017). Retrieved from
http://www.infoentrepreneurs.org/en/guides/identifyand-sell-more-to-your-most-valuable-customers/
• Lutz, A. (2015). Nike is going after 3
kinds of customers. Retrieved from
http://www.businessinsider.com/nike-isgoing-after-3-kinds-of-customers-2015-4
• Nisen, M. (2013). Business
Insider. Retrieved from
http://www.businessinsider.com/hownike-solved-its-sweatshop-problem-20135
• Soni, P. (2014). Market Realist. Retrieved
from
http://marketrealist.com/2014/12/over
view-nikes-supply-chain-manufacturingstrategies/
• Timoianu, C. (2012). Increasing the
agility of a global supply chain process
(1st ed.). Rotterdam: Erasmus
Universities