Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I have over a decade of experience in the footwear industry, with a foundation in footwear technology and a career spanning product development, pattern engineering, manufacturing, and sourcing. I began my career at Good Leather Shoes as a pattern engineer, laying a strong technical foundation in the design-to-production transition. Later, at Fengtay Group, a major Nike supplier, I led commercialization and manufacturing scale-ups, eventually becoming Tech AGM. In that role, I oversaw mass production transitions, efficiency projects, and quality improvement initiatives. Currently, I work with Adidas as a Manufacturing Sourcing Manager, managing end-to-end production across partner factories with a capacity of 1.6 million, ensuring alignment with Adidas standards in quality, efficiency, sustainability, and speed-to-market. Across these roles, I have developed expertise in scaling operations, implementing digital manufacturing tools, and driving supplier performance globally.

Q2. What role is automation, robotics, and digital manufacturing playing in shaping the future scale and efficiency of production?

Automation, robotics, and digital manufacturing are no longer optional—they’re becoming central to scaling efficiency and maintaining competitiveness. In footwear, repetitive and labor-intensive processes such as cutting, stitching, and lasting are increasingly being supported by robotic solutions. Automation not only improves precision but also addresses labor shortages and rising costs in key sourcing markets.

Digital manufacturing—such as 3D design, 3D printing, Virtual sampling, and Auto inspection—has transformed the development cycle by reducing dependency on physical samples, saving weeks in commercialization. When integrated with automation on the factory floor, it creates an end-to-end digital thread that enhances accuracy, reduces waste, and accelerates decision-making. For global brands, this means faster response to market shifts while maintaining consistent quality at scale.

Q3. How is the growing emphasis on sustainability influencing material choices and production processes across the industry?

The value chain of the industry is being redefined by sustainability. In terms of materials, we observe a trend toward bio-based leathers, recycled polyester, and substitutes like plant-based foams and mycelium. Adoption, however, involves scaling these solutions while striking a balance between cost and durability, not merely material innovation. Sustainability has resulted in stricter regulations on the use of chemicals, water, and energy in production. Manufacturers are spending money on waste reduction initiatives, renewable energy sources and closed-loop systems. Sustainability is much more than just compliance; investors are looking closely at ESG and SEA measures, and consumers are favoring firms with reputable pledges. Integrating sustainability without sacrificing speed-to-market or performance is a challenge for sourcing teams.

Q4. How do you see the global sportswear and footwear market growing over the next 5–10 years, and what kind of volumes or value shifts are shaping manufacturing strategies?

Over the next decade, the global sportswear and footwear market is expected to continue growing strongly, driven by the rise of athleisure, performance sports, and lifestyle crossovers. Market value growth is expected to outpace pure volume growth, as consumers are willing to pay more for products that offer performance, sustainability, and brand equity.

We’ll likely see regional shifts—China remains a massive demand hub, India is emerging as a fast-growing market, and the Americas and Europe will continue to be premium-driven markets. This creates pressure on manufacturing strategies, as companies balance high-volume, cost-effective sourcing in Asia with nearshoring and reshoring initiatives in Europe and the Americas to achieve speed-to-market. The winners will be brands that can flexibly shift volumes across regions while protecting margins.

Q5. In fast-changing segments like athleisure or performance wear, how does speed-to-market influence purchasing priorities compared to traditional cost and quality factors?

Speed-to-market has become a decisive factor, especially in athleisure and performance wear, where trends shift quickly and replenishment cycles are short. In these segments, being late to market can cost more than a slight increase in unit cost.

That said, cost and quality remain non-negotiable. What’s changing is the hierarchy: speed is now often weighted equally with cost and quality in sourcing decisions. Brands are prioritizing factories and supply chains that can turn around new products within weeks rather than months. Digitization, regional manufacturing, and closer supplier partnerships are the levers enabling this agility.
 

Q6. Across regions like Asia, Europe, and the Americas, which competitors seem to be strengthening their manufacturing and sourcing footprints most aggressively?

In Asia, Nike and Adidas continue to lead with strong, long-term factory partnerships, but we also see Puma and New Balance investing aggressively in Vietnam and Indonesia. In India, emerging suppliers are gaining attention as brands diversify sourcing away from heavy dependence on China and Vietnam.

In Europe and the Americas, brands such as Adidas and New Balance are experimenting with nearshoring to serve regional markets more efficiently. Smaller disruptors—such as On Running and Hoka—are also pushing innovative sourcing strategies, leveraging sustainability and digital manufacturing as key differentiators. Overall, we’re seeing a more distributed sourcing landscape, with resilience and flexibility being prioritized as much as cost efficiency.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

My critical question would be: “How resilient and future-ready is your supply chain in balancing speed, sustainability, and cost competitiveness?”

This question captures the key strategic challenges brands face today. It pushes management to articulate not only how they’re addressing immediate consumer trends but also how they are investing in long-term supply chain flexibility, sustainable innovation, and digital transformation. Investors need to know whether companies can deliver profitable growth while navigating labor cost pressures, geopolitical shifts, and rising consumer expectations for both speed and sustainability.