본문으로 건너뛰기

Supply Chain Responsibilities

The Supply Chain function sources the materials that make K-pop costumes possible through clear accountability using the RABSIC framework. This page defines who owns what procurement decisions and how supply chain coordinates with design, operations, and finance to ensure material availability at competitive costs.

Supply Chain Director​

RABSIC: A (Accountable)

The Supply Chain Director owns all procurement outcomes including supplier performance, material costs, and material availability. When production delays result from material shortages, when cost targets aren't met, or when supplier quality issues impact operations—the Supply Chain Director is accountable.

Strategic sourcing decisions sit with this role. Which geographic regions should we source from? What supplier relationship model works best for different material categories? Should we consolidate suppliers to increase volume leverage or diversify to reduce risk? These strategic choices shape our supply chain capabilities.

Supplier relationship ownership means the Director manages key vendor partnerships at the strategic level. Major contract negotiations, supplier performance escalations, and strategic supplier development initiatives require Director involvement. Day-to-day supplier interactions are delegated, but the relationships themselves are accountable to the Director.

Cost target accountability includes hitting budgeted material costs while maintaining quality standards. The Director works with finance to set procurement budgets and with the merchandising team to understand cost pressures. Meeting these targets requires balancing cost optimization with quality and reliability.

Risk management responsibility means identifying supply chain vulnerabilities and implementing mitigation strategies. Single-source dependencies, geopolitical risks affecting trade, supplier financial instability—the Director monitors these risks and develops contingency plans.

Team development ensures the supply chain function has the capabilities business growth requires. As Kyndof expands product categories or enters new markets, procurement capabilities must expand too. The Director drives hiring, training, and capability building investments.

Procurement Manager​

RABSIC: R (Responsible)

The Procurement Manager executes daily procurement operations across all material categories. This person translates sourcing strategy into purchase orders, supplier coordination, and delivery management. While the Director sets strategic direction, the Procurement Manager makes it happen.

Purchase order management includes creating POs based on production requirements, negotiating delivery timing with suppliers, and tracking orders through fulfillment. The Procurement Manager is the primary operational contact for most suppliers, handling routine communications and resolving standard issues.

Cross-functional coordination connects supply chain with design, operations, and logistics. When design requests unusual materials, the Procurement Manager assesses sourcing options. When operations needs expedited delivery, the Procurement Manager coordinates with suppliers and logistics. This coordination ensures procurement serves broader business needs.

Supplier performance monitoring happens continuously. The Procurement Manager tracks on-time delivery rates, quality acceptance rates, and responsiveness to inquiries. When performance issues emerge, the Manager works with suppliers on corrective actions before problems escalate.

Cost management at the operational level involves executing the Director's cost reduction strategies and identifying tactical savings opportunities. Can we consolidate orders to unlock volume discounts? Can we adjust delivery timing to reduce expedite fees? The Procurement Manager finds these operational efficiencies.

Process improvement initiatives come from the Procurement Manager's frontline visibility into procurement workflows. This person sees where current processes create friction and develops solutions that improve efficiency while maintaining controls.

Fabric Sourcing Specialist​

RABSIC: R (Responsible)

The Fabric Sourcing Specialist owns fabric supplier relationships and material identification. This specialized role requires deep knowledge of textile characteristics, manufacturing processes, and mill capabilities.

Fabric matching to design specifications is a core responsibility. When designers request specific colors, textures, or performance properties, the Specialist identifies mills that can deliver. This often involves requesting samples, evaluating quality, and presenting options to design for final selection.

Mill relationship management means cultivating contacts at fabric manufacturers who understand performance costume requirements. The Specialist maintains a network of reliable mills spanning domestic and international sources, knowing which excels at stretch fabrics, which offers best custom dyeing, which provides fastest turnaround.

Sample library maintenance organizes physical fabric samples for design team reference. The Specialist ensures samples are properly labeled, organized by category, and accessible when designers need to review options or specify materials for new projects.

Custom fabric coordination involves managing special orders for fabrics in non-stock colors or specifications. Custom orders require minimum quantities, longer lead times, and clear communication of requirements. The Specialist manages these complex orders through production and delivery.

Quality assessment happens when fabric arrives. The Specialist inspects deliveries for color accuracy, defects, and specification compliance before accepting goods. Catching quality issues at receiving prevents them from reaching the production floor.

Trim & Notions Buyer​

RABSIC: R (Responsible)

The Trim & Notions Buyer procures all non-fabric materials including zippers, buttons, elastics, threads, sequins, and embellishments. This role requires knowledge of trim options and vendor sources across a wide category range.

Supplier diversity management means maintaining relationships with vendors specializing in different trim categories. Zipper suppliers differ from button vendors who differ from embellishment sources. The Buyer builds a supplier network spanning all categories production needs.

Inventory management for frequently used items balances availability with capital efficiency. Common zippers, basic threads, and standard elastics are stocked to enable quick order fulfillment. But specialty trims are sourced project-specifically to avoid tying up capital in slow-moving inventory.

Specification matching ensures trims meet design requirements for functionality and aesthetics. When designers specify invisible zippers, the Buyer sources options in appropriate colors and lengths. Attention to specification detail prevents the "close enough" substitutions that create design compromises.

Cost optimization involves finding quality trims at competitive prices. The Buyer comparison shops across suppliers, negotiates volume discounts, and identifies generic alternatives to expensive branded options when functionality is equivalent.

Rush procurement capability matters in the fast-moving entertainment industry. When last-minute design changes or unexpected trim shortages occur, the Buyer identifies expedited sourcing options to prevent production delays.

Specialty Materials Coordinator​

RABSIC: R (Responsible)

The Specialty Materials Coordinator sources unique materials that standard suppliers can't provide. This role requires creativity, persistence, and broad industry knowledge since specialty needs vary widely.

Niche supplier identification involves researching sources for unusual material requests. Need holographic fabric? Custom-dyed leather? Specific embellishment components? The Coordinator finds suppliers who can deliver, often through industry network contacts and creative web research.

Custom production coordination manages materials manufactured to our specifications. This might mean ordering fabric in a color not available as stock, having embellishments made to custom designs, or commissioning specialty component production. Custom orders require detailed specification communication and longer lead times.

Import logistics often applies to specialty materials since domestic sources may not exist. The Coordinator works with international suppliers and handles customs documentation for specialty material imports.

Substitution problem-solving happens when requested materials are unavailable. The Coordinator researches alternatives that achieve similar visual or functional effects, presenting options to design for evaluation. Sometimes unavailable materials trigger creative solutions better than original specifications.

Sample procurement involves obtaining material samples for design team evaluation before committing to full orders. For expensive or custom materials, seeing and testing samples prevents costly procurement mistakes.

Supplier Quality Analyst​

RABSIC: R (Responsible)

The Supplier Quality Analyst monitors vendor performance and drives continuous supplier improvement. This role transforms supplier performance from subjective impressions to data-driven assessment.

Performance metrics tracking includes on-time delivery rate, quality acceptance rate, responsiveness to inquiries, and issue resolution effectiveness. The Analyst maintains scorecards for each supplier showing performance trends over time.

Quarterly business reviews with key suppliers provide structured performance feedback. The Analyst presents performance data, discusses areas of strength and concern, and collaborates on improvement plans. These reviews strengthen supplier relationships through transparent communication.

Quality issue investigation determines root causes when supplier problems occur. Was a quality problem a one-time anomaly or symptom of systematic issues? The Analyst digs into patterns behind problems to recommend corrective actions.

Supplier audits for critical materials verify supplier capabilities and quality systems. For suppliers providing high-value or high-risk materials, periodic audits ensure they maintain standards our business depends on.

New supplier qualification involves evaluating potential vendors before awarding business. The Analyst reviews samples, checks references, assesses financial stability, and evaluates quality systems. Rigorous qualification prevents onboarding suppliers who'll create future problems.

Procurement Coordinators​

RABSIC: S (Support)

Procurement Coordinators support purchase order processing, delivery tracking, and routine supplier communication. This team handles operational tasks that enable senior procurement staff to focus on strategic sourcing and supplier relationship management.

Purchase order creation involves generating POs from requisitions, ensuring proper coding and approvals, and submitting to suppliers. Accurate PO creation prevents the order errors that cause delivery and payment problems downstream.

Delivery tracking provides visibility into order status. Coordinators follow up with suppliers on delivery timing, update expected receipt dates in our systems, and notify logistics when shipments are inbound. Proactive tracking catches delays before they impact production schedules.

Supplier inquiry handling fields routine questions about order status, payment timing, and documentation requests. Coordinators resolve standard questions directly and escalate complex issues to appropriate specialists or managers.

Documentation management maintains organized records of purchase orders, supplier communications, receiving documents, and quality reports. Complete documentation supports audits, dispute resolution, and analysis.

Material Forecasting Analyst​

RABSIC: S (Support)

The Material Forecasting Analyst supports demand planning with usage analysis and inventory optimization. This role provides data foundation for strategic material stocking and procurement timing decisions.

Usage pattern analysis examines historical consumption to identify trends and seasonal patterns. Which fabrics do we use consistently versus occasionally? How does trim consumption vary across months? These patterns inform forecasting models.

Demand projection development combines historical usage with upcoming project pipeline visibility. The Analyst works with operations and merchandising to forecast material needs, balancing forecast accuracy with the reality that entertainment industry demand is unpredictable.

Inventory optimization recommendations identify materials worth stocking versus sourcing on-demand. The Analyst evaluates trade-offs between inventory carrying costs and lead time flexibility, recommending strategic stock levels that optimize total costs.

What-if scenario analysis supports strategic decisions. What happens to material costs if we shift sourcing from one region to another? How would lead times change? The Analyst models scenarios that inform sourcing strategy.

Cross-Functional RABSIC Relationships​

Design Team (Consulted)​

Design is consulted during fabric sourcing to provide detailed specifications and evaluate material options. When the Fabric Sourcing Specialist presents alternative fabrics, design assesses whether they achieve desired aesthetic and performance goals.

Design is also consulted on material availability constraints that impact design timing. If a specific fabric has long lead times, design needs that information during concept development to plan accordingly.

Material cost trade-offs involve design consultation. When budget pressures require less expensive materials, the supply chain team consults design on acceptable substitutions that preserve design intent while reducing costs.

Operations Team (Consulted)​

Operations provides input on material quality requirements based on production experience. If certain fabrics cause production difficulties, operations consultation helps supply chain select materials that are production-friendly as well as design-appropriate.

Delivery timing needs come from operations. Production schedules determine when materials must arrive. Supply chain consults operations on timing requirements before committing to supplier delivery dates.

Yield and waste patterns from operations inform material quantity planning. If certain fabrics have higher waste rates during cutting, operations consultation ensures we order adequate quantities.

Finance Team (Consulted)​

Finance is consulted on supplier payment terms and major purchase commitments. Payment term negotiations balance finance's cash flow management needs with supplier relationship considerations. Supply chain proposes terms; finance validates feasibility.

Budget planning involves finance providing cost targets and supply chain proposing procurement plans that meet those targets. This consultation ensures procurement strategy aligns with financial constraints and goals.

Contract approval for major supplier agreements requires finance sign-off on payment and pricing terms. Significant financial commitments benefit from finance review of risk and cash flow implications.

Logistics Team (Informed)​

Logistics receives information about inbound material shipments for receiving coordination. The logistics team needs advance notice of delivery timing to plan warehouse capacity and staffing.

Logistics is also informed of special handling requirements for certain materials. Temperature-sensitive fabrics or fragile embellishments need appropriate storage conditions that logistics provides when notified.

Client Services (Informed)​

Client Services is informed when material challenges might impact project timelines. If critical materials are delayed and could affect client delivery dates, early notification enables client communication before deadlines are missed.

Client Services also receives information about specialty materials sourced for unique projects. Understanding the effort involved in procuring unusual materials helps client services communicate value to clients.

Decision-Making Flows​

Strategic Sourcing Decisions (Supplier Selection, Regional Sourcing Strategy, Contract Terms)​

Accountable: Supply Chain Director Responsible: Procurement Manager, Fabric Sourcing Specialist (category-specific) Consulted: Design, Operations, Finance Informed: Logistics, Client Services

Strategic sourcing decisions begin with analysis from Responsible parties. The Procurement Manager evaluates supplier options. The Fabric Sourcing Specialist assesses mill capabilities. Together they develop recommendations.

Consultation brings relevant perspectives. Design input ensures suppliers can meet design requirements. Operations consultation confirms suppliers align with production capabilities. Finance review validates cost and payment term feasibility.

The Supply Chain Director makes final decisions on strategic supplier choices, weighing quality, cost, reliability, and relationship factors. Once decided, logistics and client services are informed of changes affecting operations or client delivery.

Tactical Procurement Decisions (Purchase Orders, Delivery Scheduling, Routine Negotiations)​

Responsible: Procurement Manager (general), Fabric Sourcing Specialist (fabric), Trim & Notions Buyer (trims), Specialty Materials Coordinator (specialty) Consulted: As needed for non-standard situations Accountable: Supply Chain Director (escalations only)

Day-to-day procurement decisions are made by Responsible parties using established supplier relationships and standard procedures. The Procurement Manager issues purchase orders for routine materials. Specialists handle category-specific procurement independently.

Escalation to the Director happens for unusual situations—major quality issues, supplier relationship problems requiring senior intervention, or procurement decisions with strategic implications.

This delegation enables procurement speed while maintaining oversight on decisions that matter strategically.

Supplier Performance Management (Scorecards, Reviews, Corrective Actions)​

Responsible: Supplier Quality Analyst Consulted: Procurement Manager, Category Specialists Accountable: Supply Chain Director (major actions)

Supplier performance tracking is owned by the Supplier Quality Analyst who maintains scorecards and conducts quarterly reviews. Category specialists provide input on their suppliers' performance.

Corrective action decisions for performance issues are collaborative. The Analyst identifies problems, consults with specialists on solutions, and implements agreed improvements. Major corrective actions like supplier replacement require Director approval.

Metrics Ownership​

Each supply chain role owns specific performance metrics:

Supply Chain Director: Total procurement cost vs. budget, supplier delivery reliability (95%+ target), supply chain risk incident rate

Procurement Manager: Purchase order accuracy (99%+ target), procurement cycle time, supplier responsiveness

Fabric Sourcing Specialist: Fabric quality acceptance rate (98%+ target), custom fabric success rate, fabric lead time

Trim & Notions Buyer: Trim availability rate, inventory turnover for stocked items, trim cost savings vs. prior period

Specialty Materials Coordinator: Specialty material success rate (90%+ target), custom material lead time accuracy

Supplier Quality Analyst: Supplier scorecard completion rate, quality issue resolution time, supplier audit coverage

These metrics drive continuous improvement and accountability for supply chain performance.

Getting Started in Supply Chain Roles​

New supply chain team members need product knowledge and relationship skills. Understanding fabrics, trims, and costume construction helps you make better sourcing decisions. Strong communication skills enable effective supplier relationships and cross-functional coordination.

Learn our supplier network thoroughly. Who supplies what? What are their strengths and limitations? What's the history of each relationship? This knowledge accelerates your ability to source materials effectively.

Understand cost structures beyond quoted prices. Total cost includes shipping, duties, expedite fees, and quality risk. Sometimes the cheapest per-unit price creates higher total cost when other factors are considered.

Build relationships with design and operations teams. Effective procurement requires understanding their needs and constraints. Being seen as a partner rather than just an order-taker strengthens your impact.

Ask about past sourcing challenges and successes. Learning from historical experience helps you avoid repeating mistakes and replicate wins. Why did we move away from a former supplier? Why do we rely heavily on another? These stories contain valuable lessons.