Senior Manager, Production Delivery Management

Senior Manager, Production Delivery Management (PDM)

Production Excellence / PDM

Global Product Supply

Full-Time

Geographic Scope

About the Role

The Senior Manager, Production Delivery Management leads PDM across the assigned COO clusters: the office-based team that owns PO changes after the Day-14 buy handover, WIP data and analytics, vendor-exception coordination and shipment follow-up to PO closure. The role is the senior PDM leader in the Sourcing Development execution model and the main partner to GSP - Capacity, GSP - Orchestration, Regional Planners and Production Services on delivery commitments.

Role Purpose

Set the direction, operating model and governance for PDM so that every PO after buy handover has reliable data, a clear owner and a managed path to on-time delivery. Accountable for the PDM contribution to OTP by COO, for clear decision authority and escalation rules with GSP and Regional Planning partners, and for a structured transition from the current Production Planning model into PDM.

Key Responsibilities

• Operating model: define the PDM operating model, coverage design (brand-aligned teams with COO-cluster leads for the weekly WIP exception review) and resourcing; lead the transition from Production Planning into PDM with clear cut-over, roles and brand / vendor ownership mapping.

• Workload balance and resilience: balance PDM Specialist workload across categories and COO clusters (for example, Footwear PO-change churn versus Apparel and Equipment factory breadth) and remove single points of failure in COO-cluster coverage.

• Buy and capacity handover: co-own with GSP - Capacity a formal Day-14 handover covering the vendor’s first confirmed CRD and PED snapshot and the agreed line-level capacity commitment. This capacity commitment will serve as the baseline for Production Services’ WIP and factory-execution validation. Unconfirmed POs, uncommitted capacity and original-confirmation disputes remain with GSP - Capacity.

• PO change governance: own the PDM flow for VF-triggered PO changes and vendor-triggered exceptions: offline vendor alignment before any system change, instruction to Planning Operations, request routing (Infor for simple requests, SharePoint for larger or complex requests), brand-by-category request mailboxes, request cut-off and response SLA.

• Decision authority and escalation: define and maintain, with GSP and RP, decision-authority limits, the provisional 21-day urgent trigger and the urgent-case cheat sheet; ensure RP approval is sought beyond authority and GSP - Orchestration is always copied.

• WIP data and analytics: own WIP completeness and accuracy data, backlog and capacity-drift signals and cross-vendor / COO material-delay trends, providing a data-centric view of supply and delivery risks that enables Production Services and partner functions to prioritize actions; trigger GMP for T2 input and drive vendor adherence to WIP reporting together with Production Services.

• Governance rhythm: lead PDM input to the GSP - Orchestration weekly exception review by COO cluster and brand; report monthly OTP / fill-rate trends, delay drivers and corrective actions to leadership.

• PS interface: co-own with the Senior Manager, Production Services the PDM / PS split, decision rights, hand-offs, evidence requirements, shared risk-case closure rules and SLA clocks, so that PDM-flagged risks are handed to PS for resolution and recovery and closure outcomes flow back into PDM data.

• Shipment to PO closure: ensure follow-up through PO closure, including over / short-shipments, ship-mode changes, logistics-capacity delays and surcharge / discount acceptance in Seller Review.

• Performance management: own the PDM KPI framework (change requests within SLA, planned WIP completeness, PO shortage / overdue, and shared risk-case closure and OTP / OTIF with Production Services); agree formulas, baselines and SLA clocks; report monthly to leadership.

• Simplification and digital enablement: move transactional work (manual WIP chasing, report building, shipment administration) to automation, data owners or Logistics, working with Planning Operations on Infor Nexus milestone alerts, data-entry validation rules and a shared OTP / WIP dashboard.

• Open design decisions: drive closure of PO data ownership after buy confirmation, change-request routing (direct to RP or via GSP), the COO cluster interface and material-delay data fields with GSP, Regional Planning and Sourcing Development partners.

• People leadership: build, coach and develop Managers and Senior PDM Specialists; own succession, growth pathways and engagement for the PDM team.

Key Outcomes and Success Measures

• Every PO after the Day-14 handover has reliable data, a named owner and a managed path to delivery.

• PDM KPI targets met: change requests within SLA (95% or higher), planned WIP completeness (95% or higher), PO shortage / overdue (2% or lower), shared risk-case closure (95% or higher) and shared OTP / OTIF (96% or higher) (proposed).

• Decision authority and escalation rules applied consistently, with urgent cases resolved without waiting for the weekly review.

• Working PDM / PS / GSP / RP interfaces with no ownership gaps or duplicated effort.

• Less manual chasing and report building through automation and clear data ownership.

• Successful transition from Production Planning to PDM with stable brand and vendor coverage.

• A capable, engaged PDM team with clear development pathways.

Key Working Relationships

• Sourcing Development leadership and Production Excellence leadership

• Production Services leadership

• GSP - Capacity, GSP - Orchestration, GSP - Integration and Regional Planners (RP)

• Planning Operations, Origin and Inbound Logistics and GMP

• Quality Operations and Materials Quality

• Vendor senior leadership and factory planning teams

Capabilities and Competencies

• Acts with integrity, transparency and accountability and models VF values.

• Uses data to identify risks, explain business impact and recommend clear actions.

• Builds trust across cultures, functions and geographies.

• Works effectively through ambiguity, changing priorities and time-sensitive issues.

• Demonstrates a consumer-first mindset, learning agility and commitment to continuous improvement.

• Communicates clearly in English, both written and verbal; additional local or Asian language capability is an advantage.

• Senior people leadership across locations and brand teams; able to stand up a new team through organizational change.

• Deep PO management, supply-planning and delivery-risk expertise, including Infor Nexus / Order Collaboration and SAP PO workflows; footwear and / or apparel strongly preferred.

• Operating-model, governance, decision-rights and KPI design capability.

• Executive communication and influence with VP-level, regional and vendor senior stakeholders.

• Data, analytics and automation fluency (Infor Nexus, SAP, Tableau / Power BI).

Experience and Qualifications

• Bachelor’s degree in Supply Chain, Operations, Business or related discipline; advanced degree is an advantage.

• Typically 10+ years of planning, order-management or supply-chain execution experience, including leadership of managers or multi-site teams (threshold subject to HR validation).

• Experience across multiple brands, categories and vendor groups in a global consumer-goods supply network.

• Proven record of leading organizational change, process redesign or system adoption.

Specific Working Conditions

• Primarily office-based, with travel to vendors and factories across the assigned COO clusters; regional and global travel as required.

• Regular collaboration with regional and global partners across time zones, with flexibility to lead critical escalations outside normal working hours.

Statement on Diversity and Inclusion

VF is an equal opportunity employer. We are committed to providing equal opportunities in employment and treating associates and applicants without discrimination on any legally protected basis.

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