VF VP Talks Innovation and Sustainability CAMERON BAILEY OFFERS INSIGHT INTO THE COMPANIES METHODS, ITS LESSENING DEPENDENCE ON CHINA AND THE IMPORTANCE OF RESPONSIBLE SOURCING. V I C K I M. YO U N G
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F Corp. has long been a leader in the global apparel space, and over the years it has shifted operations as the company pivoted to a retail focus after setting down roots as primarily a wholesaler. Cameron Bailey, executive vice president, global supply chain at VF, is in his second tour of duty at the apparel giant. Here, he talks about the changes he has seen, how digitization is helping the business, and how VF is meeting consumer needs while keeping an eye on environmental sustainability. Sourcing Journal: You began your VF career in 1989 working primarily in the company’s intimates apparel business. What were the sourcing and supply chain operations like at the time and how have things changed or evolved? Cameron Bailey: Back then, the production for VF Intimates was based in the U.S. with no real sourcing in place. Starting in the mid-90s, VF began starting up offshore manufacturing and developing relationships with sourcing partners in countries around the world. Over the subsequent years, our product supply base evolved into a diversified global model with a mix of sourcing partners and owned manufacturing. Additional changes we’ve made to our company
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in recent years, such as spinning off our jeanswear business and the planned sale of our Occupational Workwear businesses, continue to reduce our internal manufacturing footprint. And, as we shift away from internal manufacturing, we also prioritize retaining some of our internal manufacturing talent, which really helps to foster strong, mutually beneficial relationships with our sourcing partners. Many of our leaders have decades of manufacturing experience and they work to transfer that acumen and know-how over to our sourcing partners to enable them to continually improve their operations. SJ: How has the company adapted to the changes required as needs shifted through divestitures and acquisitions to VF’s brand portfolio? C.B.: Since VF was founded 121 years ago, we’ve been constantly evolving and adapting to remain a leader in our industry. One of our greatest strengths is how our incredibly talented teams embrace change to ensure we meet the various needs of our consumers and our portfolio of brands. Our people are comfortable with being uncomfortable, and a willingness to change is ingrained in VF’s culture. This enables our ability to quickly pivot so that we can always leverage the scale of our global business platforms and provide