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Nike vs Adidas
Transcript of Nike vs Adidas
efficient supply chain
--> Nike: SCAP Mission Statement
Big Hairy Audacious Goal Logistics and quality concepts Vision statements To bring inspiration and innovation to every athlete (body) in the world. To be the world’s leading innovator in athletic footwear, apparel, equipment and accessories. Mission statement:
“To bring inspiration and innovation to every athlete* in the world. *If you have a body you are an athlete”
In the 60's: "Crush Adidas"
"Stay and become number 1 in all sport equipment" To be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle. Mission statement:
“The Adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle.”
"Provide every athlete with the best sport equipment" NIKE:
“to carry on his legacy of innovative thinking, whether to develop products that help athletes of every level of ability reach their potential, or to create business opportunities that set Nike apart from the competition and provide value for our shareholders.” ADIDAS:
Our vision is for everyone in the Group and our supply chain to share a common set of values and to follow responsible business practices. Our governance framework aims to help us realise this vision. Any Questions? Enable faster product creation and production by continuously improving our infrastructure, processes and systems. Thank you for your time! "Provide every athlete with the best sport equipment"
"Stay number 1 in sporting goods" M S O What has been seen,
can't be unseen All areas of the Adidas Group generates at least one new innovation or meaningful improvement per year. Achieve sustainable, long-term growth across its global portfolio of brands and businesses Maximaze the Group's operational and financial performance Footwear Logistics and quality concepts Monitoring Logistics and quality concepts Logistics and quality concepts Footwear Monitoring Supplier relationship management - Consolidation - Exclusive partners - Joint product development - Stabilize production Suppliers take ownership in supply chain
Strategic Compliance Plans (SCP)
Key Performance Indicator (KPI) Visiting factories:
on average 1.77 times a year
Focus factories --> 20/80 Management Audit Verifications (MAV)
-Finding the root of the problem Supplier relation management - Own suppliers capacity - Deepen relationships Fast track innovation through investment and collaboration Lean manufacturing Lean manufacturing Manufacturing cycle Just-in-time management Batch and queue Hilko Janse