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…