SUPPLY CHAIN EXCELLENCE
For several years Moncler has followed a programme called Supply Chain Excellence, which aims to achieve the highest possible standards by way of an advanced model designed to master the constant evolution of the market.
The entire programme hinges on people and their con- tribution. About 100 employees participate in the work groups, which have produced numerous initiatives and im- provement pathways that have required major efforts in re- viewing and coordinating processes and integrating people from different departments. The critical success factors ex- isting today and necessary for the future have been analysed and specific projects have been launched. They all share the objective of achieving operational excellence in terms of quality, time to market, sustainability, reliability, flexibility and efficiency. Some of the main initiatives in 2020 were as follows: Collection Excellence: the Product Lifecycle Management
(PLM) platform was extended to all product lines and cat- egories. In 2021 this project will continue with further developments and improvements. All information on collection development is now kept in a single place and shared with all relevant departments, making the process more collaborative and efficient.
New collection development hub: the Milan hub was fully operational during the year, with key design and develop- ment personnel working together in total synergy. Tech- nical skills for the development of specific garment lines were further reinforced, leading to collections of even higher quality.
Supply Chain Collaboration: the project aimed at creating a new collaboration platform to give Moncler better visi- bility and control over all production phases, with advan- tages for responsiveness and flexibility has been slowed down in 2020 due to the COVID-19 emergency. The new platform will include special applications for suppliers to communicate with Moncler in real time.
Manufacturing Excellence: new methods, organization and management models for outerwear packaging based on the lean management philosophy have been imple- mented in a new prototype department. Adoption of the lean management philosophy, in addition to making the production model more efficient and flexible, has also led to the formation of continuous improvement com- mittees . Using objective data, employees from different departments participate proactively and through focus groups to achieve constant improvements to operational performance.
Demand-driven operating model: to respond quickly and flexibly to changing market conditions, the Company continued to review its operating and planning model in order to create greater coordination between market de- mand, production and distribution. In 2020 these activi- ties focused mainly on Moncler s permanent items.
Development of the knitwear division: additional work was done on the centre of excellence for knitwear in Trebaseleghe, Padua. Consistently with the aim of devel- oping new product categories, technical and innovative skills were boosted and tangible improvements made to the stylistic, creative, and qualitative content of the col- lections developed during the year.
Constant improvement in garment quality: internal technical competencies continued to be strengthened to ensure constant oversight of the design, industriali- zation, pre-production and production phases, whether carried out internally or at suppliers premises. This is an approach the Company will continue to pursue as it in- creasingly focuses on the quality of upstream processes as a means of reducing potential defects in the finished products.
115114 CONSOLIDATED NON FINANCIAL STATEMENT 2020BE FAIR