Factory Planning Senior Manager

1. ROLE IDENTIFICATION
Role Title: Factory Planning Senior Manager
Job Code: PLT.CSP.PLN.001
Manager Accountable for Output of this Role: Customer Service, Supply Chain & Planning (CSP) Director
Manager One-Up: Managing Director
Department: CSP

2. ROLE PURPOSE:
… within the guidance of CSP’s operating plan, provide managerial leadership to the Factory Planning team to ensure full utilization of the Factory’s production capacity by producing and reviewing the FPW and APP plans, and by collaborating with HK PPC and sister factories to balance capacity order loading, in order to achieve the Factory’s OTD, efficiency, and cost targets.

KEY ACCOUNTABILITY AREAS
1. Capacity Maintenance
 Standard Lead-time: support the Planning Executive in negotiating with relevant heads of functions (e.g. sample
room, CMD, Lab, cutting, presentation, etc.) to agree on standard lead-times that reduce the overall lead-time.
 Capacity Budgeting: participate in the capacity budgeting process and provide inputs to the budgeting process
from a long term planning perspective as needed.
 Capacity Information: hold the relevant Immediate Employees (IEs) accountable for ensuring the accuracy and
timeliness of the capacity information in M3 (PRD0088A/B).
2. Factory Capacity and Production Plans
 Upcoming Orders: regularly understand from M3 and CS Teams the upcoming orders which delivery dates are
within a rolling 9 month period.
 Short Term Production Plan: hold relevant IEs accountable for developing and monitoring the short term
production plan (Advance Production Plan, APP).
 Long Term Production Plan: based on the capacity information and upcoming order demands:
o review all operations and manually fix errors as needed in the Fashion Planning Workbench (FPW).
o re-schedule existing non-APP planned orders to suitable planning bucket based on changes to demands.
o schedule new non-APP planned orders to suitable planning buckets.
o review each planning bucket to ensure capacity utilization is maximized and adjust production plan as
needed.
 Long Term Production Plan Adjustment:
o run simulations on Factory peak and valley situations with 12 planning buckets (rolling 6 month period), and
develop appropriate solutions to address the peaks and valleys, e.g.:
o recommend to Managing Director and the Operations team to pre-produce confirmed orders or select orders
for made-to-forecast (MTF).
o recommend to Managing Director and the Production team to add overtime (OT) to increase capacity.
o recommend to Managing Director to sub-contract orders.
o analyze the impacts of the solutions and determine the best proposal.
o communicate the proposals with relevant heads of functions to ensure acceptance to the proposal.
o understand the differences between the proposal and previous FPWs, and review the proposal with HKPPC
for approval.
o release the long term order trend and dipping report with confirmed peak and valley solution to relevant
departments.
 Production Status Monitoring: monitor pre-production and production status to quickly identify possible
deviations from the plan. Work with CS and Operations teams to make the required adjustments to maintain ontime
delivery.
 Sub-contractor Follow-up: follow up with sub-contractors on materials, semi-finished garments and finished
garments delivery.
3. 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 midyear
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).
4. Future Talent Pool
 Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower
requirements.
 Mentoring and Career Development*: establish mentoring relationship and career development programs with
individual EoDs based on future manpower requirements, assessment of individual potential and individual
interests.
 IE Successor Development*: identify and have ready for promotion minimum two potential successors for each
IE where relevant and within agreed timeframe.
5. 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 the core values and culture.
 Coaching: coach IEs to behave consistently with the Group’s core values and culture.
6. Personal Effectiveness
 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 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.

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