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GA Topic
Proposal Student name: Xiaochen Qian
Student number: 462714
Student class: IBA-G01
Company name: Adidas-group
Final Version II
Table of Contents 1. Introduction ................................................................................................................................... 2
2. Problem Definition ......................................................................................................................... 5
3. Research Objectives ....................................................................................................................... 7
4. Research Question ......................................................................................................................... 8
5. Research Methods ......................................................................................................................... 9
6. Preconditions and Limitations ..................................................................................................... 11
7. Time Planning .............................................................................................................................. 12
8. Budget .......................................................................................................................................... 13
9. Communication ........................................................................................................................... 13
10. Definition of terms ....................................................................................................................... 15
11. Appendix ...................................................................................................................................... 17
12. Bibliography/Sources ................................................................................................................... 20
13. Interview transcrpts ..................................................................................................................... 21
14. Statement .................................................................................................................................... 24
1. Introduction
1.1 Introduction to the company
Adidas was founded on 18 August, 1949, named after its
founder: 'Adi' from Adolf and 'Das' from Dassler.For over
80 years the Adidas Group has been part of the world of
sports on every level, delivering state-of-the-art sports
footwear, apparel and accessories. Today the Adidas
Group is a global leader in the sporting goods industry and
offers a broad portfolio of products. (Adidas Group, 2014)
Figure.2 Major Locations of Adidas
The activities of the Group and its approximately 170 subsidiaries are directed fromthe headquarters in
Herzogenaurach, Germany. The company also operates creation centers and development departments
at other locations around the world, which correspond to specific business activities. Adidas
International Marketing B.V. and International Trading B.V. are located in Amsterdam.(Adidas Group, 2014)
The core of the strategy is to anticipate and respond to customer needs, Adidas continuously strives to
create a culture of innovation, challenging itself to break with convention and embrace change. By
harnessing this culture, Adidas pushes the boundaries of products, services and processes to strengthen
its competitiveness and maximize the Group’s operational and financial performance. (Adidas Group, 2014)
The mission of Adidas
“The Adidas Group strives to be the global leader in the sporting goods industry with brands built on a
passion for sports and a sporting lifestyle. We are committed to continuously strengthening our brands
and products to improve our competitive position”(Adidas Group, 2014)
Figure.1 First logo of Adidas in 1949
Adidas owns many well-known and popular brands and it sells products in literally every country of the
world. And the suppliers are mainly from Far East and also from several European countries, for instance,
Turkey.
Adidas performance
This brand provides professional sportive equipment to athletes, the people who
have passion with sports and anyone else. (Adidas Group, 2014)
Adidas style
Adidas style is the home of Originals, defined as authentic sportswear, the Fashion
Group, which is the future of sportswear. (Adidas Group, 2014)
Reebok
Adidas defines Reebok as fitness, which wasacquired by Adidas in
2005.(Adidas Group, 2014)
TaylorMade
TaylorMade, acquired by Adidas in 1999, provides high performance golf
apparel, footwear and accessories, appealling to a lot of professional and
recreational golfers(Adidas Group, 2014).
There are more than 45,000 employees working for Adidas all over the world. The turnover of year
2013was € 14.492billion, flat versus year 2012.Adidas fosters a corporate culture of performance,
passion, integrity, and diversity by creating a work environment that stimulates innovation, team spirit,
and achievement based on strong leadership and employee engagement. As a global company, Adidas
understands that it takes people with different ideas, strengths, interests, and cultural backgrounds to
ensurethat the goals are achieved.
Figure.3 adidas performance logo
Figure.4 adidas originals logo
Figure.5 Reebok logo
Figure.6 Taylor Made logo
1.2 Introduction to Key Account Management Foot Locker team
Foot Locker, a very well-known sportswear chain,isa very important
customer for Adidas.The Key Account Management Foot Locker team
focuses on the whole European Foot Locker business. The office is set up in
Amsterdam since Foot Locker European headquarter is based in Vianen,
near Utrecht in The Netherlands. The KAM FLE Group team aims to manage the Adidas and Reebok
business at the Foot Locker Europe Group in the most efficient, effective and sustainable manner.
Thesales teams manage the relationship with the account’s buyers to maximize business sustainability.
TheOperations team manages the full operational cycle from orders to deliveries. ThePlanning and
Controlling manager coordinates the financial planning and controlling activities. The KAM FLE team
collaborates with dedicated Adidas Marketing teams in Herzogenaurach to manage (exclusive) product
development and account marketing.
KAM Foot Locker team is made up of 6 small teams: there are 2 sales teams for Adidas footwear and
apparel, sales & marketing team for Reebok footwear and apparel, marketing team for Adidas, sales
development team, and operations team. Besides, there is a specialist to control and plan for the budget
of the business.
1.3 Foot Locker
Foot Locker is an American sportswear foot wear retailer.
Foot Locker, Inc. operates the eponymous “Foot Locker”
chain of athletic footwear retail outlets (along with “Kids
Foot Locker” and “Lady Foot Locker” stores), Champs Sports,
Footaction USA, CCS, House of hoops,
and Eastbay/Footlocker.com. Eastbay/Footlocker.com owns
the rights to Final Score. The chain is known for its employee
uniforms, resembling those of referees.
The Foot Locker Europe Group is the largest lifestyle retailer
in Europe, serving 200 million visitors annually across 600
stores in 19 different countries in Europe. The FLE Group
now operates 6 (brand-driven) banners, which includes Foot Locker (Sports Directional), Kids Foot
Locker (Sports Directional), Locker Room (Sports Generalist), Sidestep (Lifestyle Generalist) and Run 2
(Sports Specialist).
Figure.7 Foot Locker logo
2. Problem Definition
The problem for Adidas Foot Locker Key account team now is according to the sell-out year to date, it is
decreasing in comparison, especially versus Adidas’ main competitor in apparel and accessories business.
The sell-in and sell-out figures (refer to the definition of terms for detail information) are the most
important figures for the client – Adidas Foot Locker Key Account Management (KAM) when measuring
team performance. The sell-in figures include information like product name, product category, package
type, quantity sold to Foot Locker, and Foot Locker requested delivery date. The sell-out figures indicate
the actual sales from Foot Locker to the end consumers. Based on these two figures, the team will be
able to measure the sales performance and make adjustments to the future sales plan.
Foot Locker is one of the biggest customers of Adidas Group. The sell-out figures are not just a simple
figure that shows how many products were sold, as it also reflects brand image among consumers. As
Foot Locker has more than 600 retail stores within the Europe, what theretail stores do have enormous
influence on the consumers.
According to the sell-out chart (refer to Appendix 1. Sell-out performance), compared with the sell-out
year to date, the sell-out is decreasing in comparison, especially with the apparel and accessories
business. The low sell-out is directly causing the decrease of sell-in. The client now wants to know the
factors causing the poor performance and determine the possible solutions to improve sales
performance.
Both internal and external parties could cause the problem, and they are all potential influencing factors
for poor sales performance. All the parties listed below will be taken into consideration when the actual
research begins.
KAM Foot Locker Sales team
Around 90% of the products sold to Foot Locker are SMUs (special make-up units) in terms of
volume, which are designed and produced mostly according to Foot Locker’s requirements to
make them unique and exclusive to Foot Locker. Consumers cannot find SMU products
anywhere exceptin Foot Locker stores. How should the sales team react to the market when the
SMU products sell well or poorly and make adjustments accordingly.
Foot Locker can pull forward the deliveries or push out the deliveries based on the sell-out, for
instance when the sell-out is good and they decide to ask for more products. However, if the
products are not available in Adidas distribution centre, how could the sales team react to the
situation, which wouldinfluence the sales performance.
KAM Foot Locker Operations team
One of the main tasks for the operation team is to make sure that the products will be delivered
on time to meet the Foot Locker Requested Delivery Date. The hard launchdate (refer to the
definition of terms for detail information) and the retail intro date (refer to the definition of
terms for detail information) is one of the KPI to make sure that the market will get the right
product story on right time. Also, as the operation team is in charge of purchasing, mistakes
with purchasing will also influence the sales performance.
KAM Foot Locker Marketing team
How does the market team use social media to create brand awareness? How does this affect
the sales, brand awareness and brand image?
Distribution Centers (DCs)
When the sales team requests the free available stock, if the TDC/CDC (refer to the definition of
terms for detail information) cannot react quickly to the use of different stock category, the sell-
in will decrease.
Competitors
What are the competitors of Adidas-Group doing in the Foot Locker store?
Foot Locker
Does Foot Locker also affect the Adidas sell-out? What can Foot Locker do to influence the
Adidas- Group sell-out?
3. Research Objectives
The research objective of this thesis is to develop a comprehensive finding of the factors which influence
sales performanceof Foot Locker in Italy, France and Germany.
The result of analysis the sales performance by determining the relevant factors will enable the client to
adapt his logistics performance accordingly. Hence, next to investigating sales performance, this thesis
aims to outline key recommendations to the client on how to utilize the strategic levers he has at his
disposal.
4. Research Question
In order to achieve the research objective, the main question of the research needs to be formed
properly. The sub questions are specified in order to lead to the final answer to the main question.
Main question
What are the main factors that influence the KAM Adidas sales performance in relation to the
sales and/or logistics point of view in Italy, France and Germany?
Sub questions
1. What is the current sales performance of Foot Locker in Italy, France and Germany?
2. What are current sales performances of other Key Accounts (Runners Point, JD) in Italy, France
and Germany?
3. How do other key accounts (Runners Point, JD) manage the sales performance?
4. What are the external competitiors besides sport fashion brand?
5. What is the stock availability performance?
6. What is the current performance of on time available and delivery?
7. What could be done to improve the delivery performance?
8. What could be done to increase the efficiency of reaction to changes in market demand?
5. Research Methods
5.1 Research Framework
A research framework is a schematic representation of the research objective and includes the
appropriate steps that need to be taken in order to achieve it. (Verschuren & Doorewaard, 2010)
Figure 7: Research framework for the Graduation Assignment carry out for Foot Locker KAM team
5.2 Research Methods
In order to come up with a recommendation for the Foot Locker KAM, it is important to choose the right
research methods to obtain the information that needs to be investigated. Secondary research and
primary research will be used for this assignment. In the following, the research methods used are
justified.
5.2.1 Literature Reviews
Literature studies
Qualitative literature studies will provide the basic theory for this research, the following literature
will be used during the research:
Marketing ResearchBy Prentice Hall. Pearson (2010)
Marketing Management By Kotler, Keller, Goodman and Hansen (2009)
Principles of Marketing By Kotler and Armstrong (2008)
Supply Chain Management By Joris J.A. Leeman (2010)
Introduction to Materials Management By J.R.Tony Arnold, Stephen N. Chapman and Lloyd M.
Clive (2012)
5.2.2 Secondary research
Desk Research
Desk research will be used to as main method of secondary data collection. Desk research is a
convenient way to gather information in less time. Consider that the researcher is working in the
company and have free access to all the internal share drives, desk research is also inexpensive.
Internal wiki will be used during desk research in order to find information about the company and
the team. Online database will also be used for instance Adidas-Group A-live database. All the used
information and data will be taken care of the accuracy all the time, due to the fact that only
reliable sources are available.
5.2.3 Primary research
In-Depth interviews
In order to cover up the issue that secondary research can lack of accuracy, it is essential to gather and
collect qualitative primary data by having in-depth interviews. By doing this, it is assure that all the
needed information will be collected from a reliable source. In-depth interviews will be held within the
Adidas-group, managers (Ben Poore, Erik Dinger) and employees (KremenaYordanova) from Foot Locker
KAM team will attendthe in-depth interviews for internaluses of terms and to ensure the accuracy of the
data. Experts from other Key Account Management team (CarinaSchoppelrey, Key Account Manager of
Runners Point) will also have in-depth interview with researcher in order to receive reliable and
comparable data. Moreover, it is also planned to have in-depth interviews with Foot Locker’s employees
(Marc Buitendijk, Analyst Supply Chain Foot Locker; Chinkata Nwachukwu, Buyer Men's Footwear; Joost
de Jong, Buyer Men's Apparel). They have a better understanding from the retailer’s point of view about
the sales performance, and a close relationship with ending customers.
Questionnaires
Questionnaires will be sent to Foot Locker’s customers in order to get a better understanding
directly from ending customers. Questionnaires will ensure the researcher to get a lot of primary
information in less time.By targeting Foot Lockers’ customers, researcher will be able to have
reliable and direct information about what are the factors that will influence customers to choose
one product over another and what could be done to increase the sales performance. Based on the
result of questionnaires, the researcher will be able to create customer profile which can be a good
indicator for client to work with in the future.
6. Preconditions and Limitations
Foot locker key account team represents 2% of the whole Adidas Group business, so it is hard to make
the whole business change according to what FLE team needs and wants. To look into the big picture,
FLE team needs to work as the company requires.
Even though the information from Adidas Group is open, the information needed from Foot Locker is
very limited. Foot Locker as a customer may refuse to provide the needed information due to
confidentiality reason. For now, the sell-out figures will be the only information provided by the Foot
Locker.
And also, the researcher may need to arrange interviews with external competitors, while the interview
with competitiors may not be possible because of confidentiality reason.
7. Time Planning
Awell-established time planning is one of upmost importance in order to meet deadlines and finish the
Graduation Assignment in the given time frame. All the following activities are listed in a logical order
and with estimations on how much time is being spent to complete each activity. The time planning
serves as a guideline through the Graduation Assignment.
1.1 Action plan and milestones (table)
Phase Task Action deadline
Phase 1 Orientation phase
Start project file (information from company) 01.09.2014
Phase 2 Project analysis Training about the process of how does team
work
05.09.2014
Phase 3 Project plan
Project plan for entire project 15.09.2014
Phase 4 Research data
collection
Specifywhat data are needed for actual
research
06.10.2014
Phase 5
Research Collect data, start actual research 06.10.2014
Phase 6 Finalization the
project
Draft Final Report
Make adjustment based on feedback
Prepare the presentation
Final presentation for client and tutor
01.12.2014 To
be discussed
To be
discussed
Note: The actual time of process will be affected by the whole process of research, and the date
may change accordingly.
8. Budget
As the researcher works in the company, the researcher has free access to all the resources in the
company. There is not much financial support required during the research. The researcher can apply
forfinancial support from the company coach if needed.
9. Communication
9.1 Communication with client
All the communication with the company will be done directly in the office. If e-mail communication,
interview or any other type of communications is required, all the needed documents will be sent via
email.
Draft reports will be handed in both to the school and the client at the same time. The client can give
any feedback and ask any questions regarding the report at any time. As face to face communication will
be the easiest and most efficient way of communicating, regular meetings will be arranged with the
client every two weeks. In the regular meetings, the researcher will provide updated information and
review of the research progress along with the updated versions of the report, which will be sent at least
one day before the meeting so the client will have proper time to read.
At the end of the project, the client will receive the final version of the report and Power Point for the
presentation. The client will also be invited to the final presentation, which will be in Arnhem Business
School.
Contact details:
9.2 Communication with the academic supervisor
The supervisor will help and give suggestions to the researcher during the research process. The
researcher will inform the supervisor and the first examiner knows the research process and the
problems that might arise in the project.
If any meeting is required, the researcher will be responsible for informing the supervisor and coach in
advance.
Feedback sessions will be held in the project. The client and supervisor could give feedback according to
researcher participation during the working process, whereby suggestions and tips could be shared for
better co-operation.
Contact details:
10. Definition of terms
In this chapter, a list of terms that have a specific meaning in the context will be described:
Terms Descriptions
Foot Locker One of the key customers for Adidas, a well-known sportswear retail chain. In the report, it refers to European Foot Locker since the scope for KAM Foot Locker team is take care of the whole European Foot Locker business
Sell-In What Adidas-group sell to the Foot locker, product name, product category, total quantity, article code will be include in the sell in (Malmberg, 2014)
Sell-out What Foot Locker sell to the consumer, the sellout figures will reflect the product name, product category, actual sell quantity to consumer in weeks, and actual sell quantity to consumer in store(Malmberg, 2014)
APP Abbreviation for apparel business ACC Abbreviation for accessories business FTW/FWR Both are the abbreviation
for Footwear business, FTW is in terms of sales team point of view and FWR is in terms of operation team point of view
SMU product Full name: special make up product Product designed and produced totally against to Foot Locker’s request. It is a customized product. Normally, 90% of the products delivered to Foot Locker are SMU products. It is the product consumers can only purchase in Foot Locker stores(Dinger, 2014)
Inline product International standard product range for a specific season (e.g. SS15), the product consumers can purchase in any wholesaler/retailer/Adidas self-owned stores. SMU products are made based on inline product. For instance, same model but unique color way(Dinger, 2014)
Retail intro date The date products would be launched into market(on shelf) by Foot Locker(Yordanova, 2014)
OTA Full name: On time availability Measures the delivery performance by the time products are available for delivery in(Poore, 2014)
OTIF Full name: On time in full Measures the delivery performance towards to Foot Locker. For instance, tracking if the products are delivered against to Foot Locker request delivery date(Poore, 2014)
Buy ready Buy ready describes the article status, it measures
whether the product is ready to be purchased by purchasing team (here it refers to KAM Foot Locker operations team). Normally, when a product is ready to be purchased, the status should be open(Yordanova, 2014)
Purchasing cut-off Every month, there are only two cut-offs when ops team can purchase the orders Foot Locker request, in which cut-off and what products have to be bought at the cut-off totally depends on the lead time of the product and the retail introduction date requested by Foot Locker. If the cut-off is missed, the product will potentially not be delivered to Foot Locker on time and in this way, transportation modes will need to be changed by ops team in order to meet the request.(Yordanova,
2014) TDC Full name: Trafford Park Distribution Centre
Main distribution centre in Manchester, UK. This department manages the physical warehousing, processing & distribution for Adidas, Reebok, Rockport and Taylor Made brands(Poore, 2014)
Functions: take care of the whole Foot Locker Adidas brand products
CDC Full name: Central Distribution Centre It mainly serves Reebok, Rockport and a small portion of Adidas products. It is located In Rieste, Germany(Poore, 2014)
Functions: take care of the whole Foot Locker Reebok brand products and return products from Foot Locker
Stock Category Stock Category is used in TDC and CDC as an identifier to indicate the current stock for specific market or team. Every market, sales team and key account will have their own unique stock category both in TDC and CDC (e.g. Stock category for Foot Locker team is A6100000070).(Poore, 2014)
Direct truck Products will be directly transported from the factory to Foot Locker’s warehouse by truck instead of transporting the products to TDC first and from TDC to Foot Locker warehouse in Heijn
Direct shipment Products will be directly transported to the port in Rotterdam from the factory instead of transporting the products to TDC first and from TDC to Foot Locker
Hard Launch Date First market introduction date of a campaign Vendor Here it refers to that Adidas is one of the most
important vendors for Foot Locker
11. Appendix
11.1 Sell-out performance
As the sell-in result showed in the charts below, the sales performance in general is under the average
level. Especially in the Apparel and Accessories business area, the sell in is decreasing rapidly.
The team now is very eager to know which factors may cause the poor performances of the sales, both
in sell-in and sell-out, and find out the possible solution to improve the sales performance.
(Note: due to business reason, the actual sell-out figure will not be shown for now)
0
20,000
40,000
60,000
80,000
100,000
120,000
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2012 2013 2014
Chart 1 Sell out figures in 2012, 2013 and 2014 for
Footwear(Erik,Dinger;Malmberg,Jonathan;Tans,Conrad;Smabers,Ha
nneke;Bremers,Steven;, 2014)
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Apparel Unit Sales 2012 Apparel Unit Sales 2013 Apparel Unit Sales 2014
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
Total Accessories 2012 Total Accessories 2013 Total Accessories 2014
Chart 2 Sell out figures in 2012, 2013 and 2014 for
Apparel(Erik,Dinger;Malmberg,Jonathan;Tans,Conrad;Smaber
s,Hanneke;Bremers,Steven;, 2014)
Chart 3 Sell out figures in 2012, 2013 and 2014 for
Accessories(Erik,Dinger;Malmberg,Jonathan;Tans,Conrad;Sma
bers,Hanneke;Bremers,Steven;, 2014)
12. Bibliography/Sources
Adidas Group. (2014). Retrieved 08 25, 2014, from About Adidas: http://www.careers.adidas-
group.com/our-brands.aspx
A-Live. (n.d.). Retrieved 8 26, 2015, from Amsterdam SharePoint wiki:
http://deheremap4163.emea.adsint.biz/cs2011/adidasgroupwiki/w/adiweb/intranet-
amsterdam-office.aspx
Erik,Dinger;Malmberg,Jonathan;Tans,Conrad;Smabers,Hanneke;Bremers,Steven;. (2014). Sales Planning
Books. Amsterdam: Adidas-Group.
Verschuren, P., & Doorewaard, H. (2010). Designing a Research Projects, Second Edition.
GA Manual 201415_versie1.2_DEF
IBMS_GA_handbook_2013-2014 V2
Designing a Research Projects, Second Edition 2010
Burns, A. a. (2010 ). Marketing Research, 6th ed. Prentice Hall. Pearson – 174.
13. Interview transcrpts
13.1 Interview with Erik Dinger
Location: Adidas international BV, Atlas Arena-Africa Building,Hoogoorddreef 9a, 1101BA
Amsterdam. Office 1c.03
Time: 2014.8.21
Interviewer: Xiaochen Qian
Interviewee: Erik Dinger, Key Account Manager Footwear
Interview question:
Q: For Foot Locker team, what kind of product does the team provide to the customer?
A: In general, Adidas provide 2 different product categories for Foot Locker, one is in-line
product, and the other is SMU product. Under each product category, there are different
departments like for instance Dept. 41 as Men’s Basketball, Dept. 42 as Men’s Running, etc.
Q: What is In-line product?
A: In-line product means International standard product, normally range for a specific season
(e.g. SS15), and the product consumers can purchase in any wholesaler/retailer/Adidas self-
owned stores.
Q: what is SMU product?
A: SMU product refers to special make up product. This means that product designed and
produced totally against to Foot Locker’s request. It is a customized product. Normally, 90% of
the products delivered to Foot Locker are SMU products. It is the product consumers can only
purchase in Foot Locker stores.
13.2 Interview with Ben Poore
Location: Adidas international BV, Atlas Arena-Africa Building,Hoogoorddreef 9a, 1101BA
Amsterdam. Office 1c.03
Time: 2014.8.25
Interviewer: Xiaochen Qian
Interviewee: Ben Poore, Key Account Operations Manager FLE
Interview question:
Q: From Operation point of view, how to measure the delivery performance?
A: Foot Locker Key Account Team use 2 main tools to measure the delivery performance. OTA
and OTIF.
OTA means on time availability. This measure the delivery performances by the time products
are available in the warehouse for delivery. We measure OTA every month for Apparel,
Accessories and Footwear department.
OTIF is abbreviation for on time in full. This data measures the delivery performance towards to
Foot Locker. For instance, we use OTIF to track if the products are delivered against to Foot
Locker request delivery date.
Q: How many warehouses does Adidas have for Center Europe?
A: For Center Europe, Adidas have two warehouses - TDC &CDC.
TDC stands for Trafford Park Distribution Center. It is the main distribution center in Manchester,
UK. This department manages the physical warehousing, processing & distribution for Adidas,
Reebok, and Rockport and Taylor Made brands. The main function for our team is to take care of
the whole Foot Locker Adidas brand products.
The full name for CDC is Central Distribution Center. It mainly services Reebok, Rockport and a
small portion of Adidas products. It is located In Rieste, Germany. This warehouse will be
responsible for the whole Foot Locker Reebok brand products and return products from Foot
Locker.
Within warehouse, stock category is another thing should be aware of. Stock Category is used in
TDC and CDC as an identifier to indicate the current stock for specific market or team, every
market, sales team and key account will have their own unique stock category both in TDC and
CDC (e.g. Stock category for Foot Locker team is A6100000070).
13.3 Interview with Yordanova Kremena
Location: Adidas international BV, Atlas Arena-Africa Building,Hoogoorddreef 9a, 1101BA
Amsterdam. Office 1c.03
Time: 2014.8.25
Interviewer: Xiaochen Qian
Interviewee: Yordanova Kremena, Account Logistics Specialist
Interview question:
Q: What factors should be considered for a regular purchasing process?
A: The most important thing for the regular purchasing process is three dates, which are retail
intro date, buy ready and purchasing cut-off.
Retail intro date is the date that products would be launched into market (on shelf) by Foot
Locker. When doing the purchasing, the retail intro date should be the first thing to consider
ensuring the product will not be in the market too early or too late.
Buy ready describes the article status. A product can be only available to be purchased when it is
in the buy ready date. It measures if the product is ready to be purchased by purchasing team
(here it refers to KAM Foot Locker operations team). When a product is ready to be purchased,
the status must be: open.
Purchasing cut-off is the time actual purchasing happens. Every month, there are only two cut-
offs when ops team can purchase the orders Foot Locker request, in which cut-off and what
products have to be bought at the cut-off is totally depend on the lead time of the product and
the retail introduction date requested by Foot Locker. If the cut-off is missed, the product would
potentially not be delivered to Foot Locker on time and in this way, transportation modes need
to be changed by ops team in order to meet the request.
14. Statement
14.1 Statement of Consent
Hereby the undersigned state that they have read the Plan of Approach of the Graduation Assignment (GA) and have found it in order. The Plan of Approach is the basis for the GA and the student and the client will conform to the agreements set out in it. The student will do everything in his power to carry out the assignment as described in this Plan of Approach, while observing the rules that apply at HAN*. The client will supply the student with sufficient information to reach the aims of the research and to carry out the assignment.
Signed,
Client Name: ………………………….. Signature: …………………………. Date: ….................................... Place: ............................................ Student Name: ………………………….. Signature: …………………………. Date: …................................... Place: ............................................ Lecturer-supervisor Name: ………………………….. Signature: …………………………. Date: ....................................... Place: ............................................ Second reader Name: ………………………….. Signature: …………………………. Date: ....................................... Place: ............................................
* HAN: Hogeschool van Arnhem en Nijmegen
14.2 Confidentiality statement
Concerning the admitting of the digital version for the HBO-Knowledgebase
Student’s name
Student’s number
Title paper
Institute
Surveyor’s name
Institution/company
Address
Represented by:
Named above, DO/DO NOT AGREE TO GIVE PERMISSION FOR THE University of Applied Sciences to include above-mentioned graduation assignment thesis in digital form in the HAN repository (database0, where upon the graduation assignment thesis can be consulted for free, full-text and online via www.hbo-kennisbank.nl The student holds copyright to the graduation assignment thesis. The student submits this form to his or her institute, together with a digital version of his or her graduation assignment thesis, complied with the following demands: - The graduation assignment thesis is a pdf file. Exception for attachments. - The following information is clearly mentioned:
Student’s name and number
The institute where the student is graduated as well as the date of graduation
The title of the graduation assignment thesis
Three entries that characterize the graduation assignment thesis
Thus stated on/at:
Signature institute/company:
Date: Place:
Signature student:
Date: Place:
To fill out by the supervisor:
Date: Name: Initials: Grade:
Recommended