Duties:
1.
CSP Business Direction:
- Plant
Targets: Understand and contribute to the Plant’s three-year Business Plan and
Annual Operating Plan.
- CSP Direction: Within the context of the
Plant’s three-year Business Plan and Annual Operating Plan, develop.
- And get approval for CSP’s two-year Business
Plan and Annual Departmental Operating Plan respectively.
- Direct Reports’ SMART Goals: Communicate CSP’s
Business and Annual Departmental Operating Plans to
- Direct reports (DR) as context for developing
their annual SMART Goals. Approve direct reports’ SMART Goals.
2.
CSP Delivery Capability:
- Structure: Continuously improve the CSP
organization structure, role profiles and cross-functional work process flows to
optimize the effective recruitment, deployment and direction of people in the
CSP Department.
- People:
Consistent with the approved structure and role profiles:
- Maintain a rolling two-year and annual CSP
manpower headcount and recruitment plan, including anticipated retirements,
resignations, terminations, promotions, transfers and new hires.
- Maintain
and monitor implementation of a rolling two-year and annual CSP manpower
development and succession plan, including the task assignments, external and
internal job rotations and training (personal, technical and managerial skills)
needed by each person, to equip CSP function with the trained know-how to
achieve CSP and Plant performance goals.
- Processes: Develop, get approval for,
socialize (within CSP and cross-functionally) and periodically update essential
CSP functional policies, procedures, and work processes, in line with Group
guidelines.
- Performance Measures: Establish measures and
systems for monitoring and reporting on the performance of the CSP function.
- Continuous Improvement: Keep updated on and recommends
new technologies, tools, methods and people in the market to improve CSP
specific processes. Share continuous improvements with other Plant CSPs. Use
PIM /CSP Managers’ Meeting as sharing platform if needed. Proactively seek out
and adopt continuous improvements from other Plant CSPs as appropriate.
3.
Customer-Driven Mindset:
- Understanding Customers: Within the CSP team,
create a deep understanding of customers and their requirements through
studying their end-consumer requirements; communicating with customer’s
in-person, by phone and by email; visiting their shops; monitoring their
websites, catalogues and business news; and through regular updates from TGA.
- Total Service Concept: Within the CSP team,
create a "total service†mindset, i.e. develop a deep knowledge of customers’
requirements - enabling the ability to make proactive product and services
recommendations to them; being continuously in touch with customers during
order, production and delivery; and proactively following up to check status
and solve problems if necessary; to determine the customers’ satisfaction
levels and continuously seek new ways to serve them better.
- Customer Connection: Create and implement
programs to develop a committed customer-service mindset and foster employee
pride in producing for the Plant’s customers.
- Continuous Improvement: Establish measures and
systems to track and continuously improve customer understanding, employee
pride in producing for the Plant’s customers and a committed customer service
mindset throughout the Plant.
4.
External Customer Engagement*:
- Direct Deal: Monitor the implementation of
Direct Deal and provide guidance where necessary.
- Customer-Plant Relationship: Facilitate a
broad-based understanding between customers and the Plant team so that
customers have a full appreciation of the Plant operations, capabilities and
commitment to them, and so the plant has a full understanding of customers’
business environments and requirements, as a basis for building a sense of
partnership and mutual commitment to each other’s’ success.
- Customer Service: Hold direct reports
accountable for
- Clarifying and confirming product requirements
for samples and bulk production.
- Proactively communicating product design
and/or materials recommendations based on feedback, alternatives, suggestions,
and concerns from Sample Room and/or Production.
- Providing
on-demand status updates to customers during the production process.
- Responding to customer inquiries or feedback
throughout entire process from order confirmation through post-sale end
consumer complaints, with the full expert input and support from other
functions (e.g. QA) when appropriate.
- Fully
understanding and responding to all points in customers’ communications.
- Finding
ways to continuously improve CSP’s service to its customers.
- Early Customer Problem Resolution: Establish a process to ensure
that production problems that may not be able to be solved internally are
quickly identified and reported to CSP for early communication and resolution
with the customer.
- Special
Customer Requirements: Lead cross-functional teams when needed to focus on new
customer requirements or special product requirements.
- Customer Engagement: Work with TGA to monitor
customer satisfaction and engagement, review with CSP and Plant staff and
develop continuous improvement programs
5.
Internal Customer Engagement:
- Cross-functional Work Processes: Lead the
on-going cross-functional work process flow and interaction between CSP and
other Plant departments necessary to support garments being produced and
delivered on time, within customers’ quality and quantity standards and within
the budgeted cost.
- Communication of Customer Orders: Monitor the
accuracy, completeness and timeliness of customer order communication to
appropriate departments. Take appropriate actions where necessary.
- Systems
Effectiveness: Monitor the accuracy, completeness and timeliness of customer
orders in systems (e.g.M3, CPA, etc.) and provide guidance where necessary.
- Fabric
and Sub-materials: Monitor the ordering, receipt and delivery of fabric and sub-material
to Production and Sample Room within the Group standard. Take appropriate
actions where necessary.
- Logistics Support (if Custom, Document and Shipment
Supervisor report to Planning Manage
- Ensure that the documentation, customs and transportation
systems, policies and procedures and workflow meets the end users’ needs, are
compliant with key stakeholder requirements.
- Warehousing: Hold the relevant direct report
accountable for receiving, inspecting, processing, storing, and delivering
fabric, sub-materials, and finished goods on-time to and from the Factories.
(if Warehouse Manager reports to CSP Manager)
- Cross-functional Problem-Solving: Lead
cross-functional team meetings to monitor sample and bulk production progress.
- Internal Relationships: Personally build
relationships with managers and staff from other departments to support effective
teamwork.
- Internal Customer Engagement: Monitor internal
customer satisfaction and engagement with CSP interaction and service/support
to them, review with the CSP team and develop continuous improvement programs
6.
Supplier Engagement:
- Local Supplier Relationships: Hold direct
reports accountable for qualifying, negotiating with, choosing, and working
effectively as partners with local suppliers, in line with Group and Plant
guidelines related to suppliers.
- Materials and Sub-materials Requirements: Hold
direct reports accountable for
- Clarifying and confirming materials (where
applicable) and sub-materials requirements.
- Proactively negotiating and working with local
suppliers to ensure their understanding of requirements, to get their
suggestions and to get their commitment to "the best possible deal†for all.
- Actively following up with suppliers to ensure
goods delivered meet the quality, quantity, timeliness and cost specifications.
- Working with Headquarters and suppliers to
resolve difficulties when encountered.
- Early Supply Problem Communication: Hold
direct reports accountable for working with suppliers to develop an "early warningâ€
system in which suppliers communicate problems that may impact their
performance commitments to the Plant. Work with appropriate parties (e.g. HK
FS, MM or Customers) to ensure a best possible resolution where needed.
- Supplier Engagement: Monitor suppliers’
satisfaction and engagement, review with the CSP team and implement continuous
improvement.
7.
Plant Capacity Utilizationâ€
- Order Loading: Review weekly the rolling six
month Fashion Planning Workbench (FPW) order loading for entire Plant. Hold
direct reports accountable for one-month Advanced Production Planning and
regular reviews with Head-office PPC. Take the lead in pro-actively looking at
cross-functional impacts and actions needed when order loading anticipated be
significantly increasing or decreasing.
- Clarifying and confirming materials (where
applicable) and sub-materials requirements.roduction Capacity Planning: Hold direct
reports accountable for analyzing order requirements and line options and
working with Production Managers and Head-office PPC to match order loading
with production capacity (e.g. efficiency, SMV, and headcount).
- Peaks
and Valleys: Resolve fashion order peaks and valleys not capable of being
resolved by the CSP Planning and Head-office PPC.
- Program
Order Loading: Adjust program order schedules (pre-produce to fill valleys and
reduce quantities to peaks) based on balancing the risk of changing program
order schedules with the overall impact of the peaks and valleys.
8.
Materials and Sub-Materials Utilization:
- Fabric
Volume and Delivery: Monitor quantity of fabric released to Cutting Room and
ensures it is within the Group guidelines. Recommend changes to Group
guidelines in line with changes in the business environment if needed.
- Fabric
Problems: Hold direct reports accountable for: communicating with suppliers to
resolve late-delivery problems; communicating with Production to find ways to
plan in advance how to compensate for fabric problems; communicating with TGA
and customers when necessary to resolve fabric problems; and reporting difficulties
to HK Fabric Sourcing.
- Fabric
Disposal: Monitor fabric leftover and recommend to Head of Plant disposal in
line with Group guidelines.
- Sub-materials:
Monitor sub-materials ordering, utilization, wastage, leftover and disposal and
ensure they are within Group guidelines. Make recommendations on adjustments to
Group guidelines in line with changes in the business environment if needed.
9.
Managerial Leadership of Immediate Team:
- Business
Context: Communicate the "bigger picture†context in which direct reports need
to plan and execute work (e.g. world, country, industry, Group, customer and
inter-departmental considerations.)
- Collaborative Teamwork: Establish process for
meeting regularly and holding direct reports accountable for effective and
collaborative teamwork between departments, at their level.
- Direct
Report Performance Management*: Agree on SMART goals and assignments with
individual direct reports and provide continuous managerial guidance and
feedback. Provide support for enhancing performance in the current role,
conduct mid-year progress reviews and determine year-end performance appraisal
ratings.
- Direct
Report Development*: Assess the strengths and development needs of direct
reports and coach them in developing their functional/technical and managerial
leadership abilities in their current jobs and in line with their role
profiles.
- Recognition and Reward: Provide differential
recognition and recommendations for reward incentives for direct reports (pay,
promotion, development opportunities.)
- De-selection: Recommend re-assignment or
termination of direct reports where appropriate, supported by a fair "due
process†program.
- Appeals
Process: Provide a fair appeals process for employees one level down who have a
grievance with their manager.
- *Note: Manager accountable for: 1) coaching
direct reports to improve their performance and their abilities in their
current job, 2) assessing future potential of employees one-level down
(reporting to the manager’s direct reports)and mentoring them in terms of their
career development for future roles, 3) identifying and developing successors
for their direct reports.
10.
Future Talent Pool:
- Assessment: Take accountability for
self-assessment of how to improve own personal effectiveness in the current
role.
- Feedback: Ask for feedback regarding personal
effectiveness from relevant parties.
- Development Plan: Pro-actively discuss ways
for improving personal effectiveness with direct manager. Seek opportunities
for learning and growth. Participate fully in development opportunities
provided by the Group and consciously apply the learning from the development
programs.
Requirements:
- A university degree
- A diverse and well-rounded garment merchandising and production planning
background
- minimum 5 years garment manufacturing experience
- minimum 2 years garment merchandising, production planning in managerial role
- possesses great communication skills, customer-driven mindset, can-do
attitude
- Proven leadership competencies in the areas of:
- built and trained
high-performance merchandise/planning teams
- developed and implemented new Standard Operating Procedures
- highly aware of and appropriately responds our customers’ needs
- Proven experience in effectively working cross-culturally, good English language
skills
Understand Supply Chain Management: Warehousing, Logistics etc.