Senior Fabric Sourcing Manager
|Work location||Thái Bình|
|Years of experience||3 years|
- Bảo hiểm theo quy định
- Du Lịch
- Phụ cấp
- Xe đưa đón hàng ngày trong tỉnh Thái Bình
- Chăm sóc sức khỏe
- Đào tạo
- Tăng lương
- Phụ cấp thâm niên
- Chế độ nghỉ phép
1. Role Purpose
- Within the Fabric Sourcing direction, to execute the defined sourcing strategy for designated product categories and to provide managerial leadership to Fabric Sourcing Team to provide internal customers with fabric sourcing services to secure customer orders; and to lead projects for continuous improving Fabric Sourcing effectiveness to support the Group’s business targets.
2. Key Accountability Areas
Sourcing Strategy Execution
- Market Understanding: understand overall textile market trends, significant events (e.g. overbooking, opening/closure of suppliers, movement of key people, etc.) and supplier business performance.
- Sourcing Strategy Recommendation: propose changes to the fabric sourcing strategy to Fabric Sourcing Director as needed.
- Development Allocation: ensure developments are allocated in line with the overall sourcing strategy for designated product categories.
- Bulk Allocation: ensure bulk fabric productions are allocated and smoothly transitioned in line with the overall sourcing strategy for designated product categories.
- Fabric Order Prioritization: hold Immediate Employees accountable for and be personally involved in as needed for re-prioritizing and/or re-allocating fabric orders for SMM SVPs / VPs / Sales Managers / Merchandising Managers if fabric suppliers have capacity issues to maintain on-time fabric delivery with minimal additional costs (e.g. fabric/garment air freight, customer claims, etc.), in line with the sourcing strategy.
- Supplier Understanding: understand the product ranges, price ranges, production capability production capacity and quality performance of different suppliers to help identify suitable suppliers for development.
- Internal and External Requirements: keep updated on fabric service and quality standards from SMM / customer / R&D and relevant government regulations and hold Immediate Employees (IEs) accountable for regularly updating suppliers on such requirements and regulations
- Customer Needs and Requirements: proactively communicate with SMM to understand customer needs and requirements on fabric.
- Fabric Sourcing and Development:
- hold IEs accountable for sourcing and developing fabric that meets internal (cost (incl. transportation as appropriate), lead time, service, TAL quality standards, etc.) / external (relevant government regulations, customer quality standards, etc.) needs and requirements.
- negotiate and agree with suppliers on payment terms to ensure bulk fabric can be delivered on time.
- provide additional advice on supplier/fabric selection to direct reports as needed.
- appropriately involve Factory Materials Management teams during the fabric development for their understanding of pre-production issues.
- Fabric Testing: hold IEs accountable for arranging fabric testing to ensure the quality of the fabric and seek assistance from Product Innovation and/or suppliers to achieve pass results if fabric testing has failed multiple times.
- Negotiation Support:
- hold IEs accountable for negotiating with suppliers to finalize the offer to secure TAL’s customer’s best interests. Provide advice to immediate employees on negotiation as needed.
- be personally involved in negotiations with suppliers as needed.
- Continuous Improvement:
- document the standard fabric procurement process.
- identify opportunities for streamlining the process.
- initiate and projects to improve the process.
- Special Developments: understand from Product Innovation on any new sensitive developments and personally source and develop such confidential fabric items for Product Innovation as needed.
- Communication: proactively communicate with Factory management (e.g. Operations Directors, CSP Directors, Technical & Quality Assurance Directors, etc.) to understand their concerns with fabric supplies, and highlight recent major fabric issues and overall market trends.
- Technical Support: Provide advice to internal customers on technical fabric issues (e.g. fabric construction, pricing, quality, lead time, etc.) as needed.
- User Training Needs:
- understand from end-users (e.g. SMM, CS, Fabric Procurement, Production, etc.) on their training needs.
- review common fabric issues related to fabric knowledge to gain insight to fabric training areas as needed.
- Basic Fabric Training:
- develop and get approval for the basic fabric knowledge training materials and training plan. Obtain required buy-in and support for the training plan from the relevant stakeholders.
- deliver the basic training for relevant parties (e.g. SMM, Factory CSP, Operations, Customers etc.) as needed.
- In-depth Fabric Training: plan and arrange for seminars/suppliers factory visits for relevant TAL associates to understand in-depth fabric knowledge as needed.
Internal Customer Engagement*
- Internal Customer Response Standard: propose the Fabric Sourcing Service Standards for designated product categories to Fabric Sourcing Director.
- Fabric Alternatives: hold IEs accountable for and be personally involved in proactively providing additional information and suggestions on fabric alternatives that would enhance the product, exceed the customers’ expectations and/or reduce the cost of materials / lead time.
- Logistics Alternatives: hold IEs accountable for and be personally involved in providing additional information and suggestions on logistics alternatives which would reduce the cost of transportation/transportation lead time.
- Relationship Building: personally build relationships with managers and staff from other functions to both model and drive effective cross-functional collaboration between Fabric Sourcing and its internal customers.
- Internal Customer Expectations: identify internal customers’ key expectations from the Fabric Sourcing service
- Service Delivery: hold the relevant IEs accountable for delivering services that meet the expectations of internal customers to create high customer engagement.
- Customer Buy-in: communicate and collaborate with internal customers to gain support for Fabric Sourcing department initiatives.
- Continuous improvement: achieve year-on-year improvement in customer engagement.
*Definition of engagement: having captured the customer’s “heart and mind” so that the customer consistently speaks positively of the Fabric Sourcing team, has a clear desire to work and/or be associated with the Fabric Sourcing team, and exerts extra effort to contribute in some way to the Fabric Sourcing team’s success.
- Continuous Supplier Improvement: track performances of the suppliers and provides timely feedback on areas for improvements to drive continuous supplier improvement.
- Supplier Understanding: collect up-to-date information (e.g. product range and requirements, price range and trends, lead times, distribution channels, target end-consumer. current news and issues, movement of key people, etc), situations and expectations on relevant fabric suppliers, and takes appropriate actions based on the understanding.
- Build Trust: keep promises that TAL has committed to suppliers to build up trust.
- Strengthen Supplier Relationships:
- understand the formal and informal organization structures of suppliers.
- develop and execute strategies to sustain, strengthen, and expand relationships within those suppliers.
- help Plant teams to sustain, strengthen and expand relationships with the fabric suppliers.
- Supplier Expectation: build mutual understanding to align mutual expectations between TAL and fabric suppliers as appropriate.
- Fabric Order Prioritization: re-allocate bulk fabric orders to a) meet the promised fabric order quantity or b) handle supplier’s peak and valleys while securing TAL’s and customers’ best interests as needed.
- Fabric Promotion: assist suppliers to promote suppliers’ new fabric to SMM as appropriate.
Managerial Leadership of Immediate Team
- Business Context: communicate the ‘bigger picture’ context in which IEs 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 IEs accountable for effective and collaborative teamwork at their level.
- IE Performance Management*: agree on SMART goals and assignments with each IE 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.
- IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
- Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities).
- De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
- Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with his/her Immediate Manager (IM).
Note manager accountable for 1) coaching IEs to improve their performance and their abilities in their current job, 2) assessing the future potential of employees one-level down(EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.
Alignment with TAL Core Values and Culture
- Personal Alignment: understand and personally commit to the Group’s core values and culture.
- ‘Walk the Talk’: lead by example and behave consistently with the Group’s core values and culture.
- Reinforcement and Support: communicate and visibly use the Group’s core values as guidelines for daily decision making. Support Group initiatives to reinforce core values and culture.
- Coaching: coach IEs to behave consistently with the Group’s core values and culture.
- 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: Proactively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.
Note 1: the incumbent is also accountable for other tasks assigned by Immediate Manager, for specific purposes
(e.g. employee development). Immediate Manager is accountable for explaining outcomes and target durations for such assignments.
Note 2: incumbent may not be assigned all Accountability Areas or tasks in the Role Profile. It is at the discretion of the Immediate Manager to provide specific direction and priorities for each IE (e.g. ramp up new employees), supported by clear explanations and timeframes
- Working Time: Office hours, Monday – Friday
- Working Location: Thai Binh province, Vietnam (Have Dorm)
- Have 7 years of working experience in the garment industry and 3 years experience in the same position
- Good in English