In less than a decade from its inception, this high-growth footwear and apparel company shot to a position of global leadership. Selling more than 250 casual footwear styles in over 125 countries, the publicly-traded company books over $600 million in annual revenues. Skyrocketing growth strained the company’s ability to balance capacity and demand. Despite a sophisticated network of near-shore and offshore manufacturing facilities (primarily located in Asia), and global distribution capacity, the company was plagued with excess inventory and declining customer service levels. At the same time, the organization struggled to create synergies between regional operations: Confusion around regional vs. global ownership of excess inventory and responsibility for surplus third-party manufacturing capacity hampered efficiencies and drove up costs.

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