VF Brands: Global Supply Chain Strategy

Gary P. Pisano; Pamela  Adams

Case | HBS Case Collection | November 2009

VF Brands: Global Supply Chain Strategy

Abstract

This case examines VF Brands global supply chain strategy. Historically, VF has used a combination of in-house manufacturing and traditional arms-length sourcing arrangements. At the time of the case, the company is considering a third approach to supplier relations that involves much closer cooperation and partnerships. The goal of this "third way" approach is to create a sourcing relationship that combines some of the virtues of vertical integration with the flexibility of sourcing. Such arrangements are increasingly discussed in the operations literature and in practice. This case provides students an opportunity to do an in-depth analysis of such an arrangement and develop an understanding of the trade-offs involved.

Keywords: Global Strategy; Logistics; Supply Chain Management; Partners and Partnerships; Cooperation; Vertical Integration; Apparel and Accessories Industry;

Format: Print

16 pages

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Citation:

Pisano, Gary P., and Pamela Adams. "VF Brands: Global Supply Chain Strategy." Harvard Business School Case 610-022, November 2009.

Book | 2019

Creative Construction: The DNA of Sustained Innovation

Gary P. Pisano

This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth. Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation. He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches--a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.

Keywords: Innovation and Invention; Business Growth and Maturation; Innovation Strategy; Organizational Culture; Management Systems; Creativity; Leading Change;

Citation:

Pisano, Gary P. Creative Construction: The DNA of Sustained Innovation. New York: PublicAffairs, 2019. View Details

Cite View Details Find at Harvard Purchase

Innovative cultures are generally depicted as pretty fun. They’re characterized by a tolerance for failure and a willingness to experiment. They’re seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors translate into better innovative performance. But despite the fact that innovative cultures are desirable, and that most leaders claim to understand what they entail, they are hard to create and sustain.
That’s because the easy-to-like behaviors that get so much attention are only one side of the coin. They must be counterbalanced by some tougher and frankly less fun behaviors: an intolerance for incompetence, rigorous discipline, brutal candor, a high level of individual accountability, and strong leadership.
Unless the tensions created by this paradox are carefully managed, attempts to create an innovative culture will fail.

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VF Brands: Global Supply Chain Strategy

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VF Brands: Global Supply Chain Strategy

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