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Executives and employees at Timberland believe that business can, and should, be a force for positive change. The company's 34-year heritage as a boot-maker is grounded in the practical knowledge that to affect positive change in society it must do well by traditional business standards.
Timberland achieves these objectives by living its core values—commitment to citizen service, environmental stewardship, and global human rights within the supply chain—in a manner that is entirely consistent with delivering superior returns to shareholders. In this presentation at the Socially and Environmentally Responsible Supply Chains conference at the Stanford Graduate School of Business, Gary Smith, company president, focuses on how Timberland hardwires ethical behavior and socially responsible management practices throughout the value chain to meet its goals of being an employer of choice, an investment of choice, and the reference brand for corporate social responsibility.
Gary Smith is president of the outdoor group for The Timberland Company, headquartered in Stratham, New Hampshire. He is responsible for the design, marketing, and sales of footwear and apparel for a portfolio of respected outdoor brands, including Timberland Outdoor Performance®, Smartwool®, Mion®, and Golite®.
Smith is also senior vice president of global supply chain management. In this capacity, he has worldwide responsibility for developing and implementing the strategy for Timberland’s global apparel and footwear operating business system, overseeing product development, manufacturing, sourcing, logistics, and customer service functions.
Prior to joining Timberland, Smith was a partner at McKinsey & Company, the world’s leading management consulting firm. During his eight years at McKinsey, he was a leader of the firm’s North American operations strategy and effectiveness practice, and helped industrial, consumer, and technology clients around the world improve their business performance. Before McKinsey, Smith spent six years with United Technologies Corporation (UTC). While at UTC, his principal assignments included working on a major reconfiguration of the manufacturing operations and the introduction of lean production principles at UTC’s Pratt & Whitney jet engine unit, and the construction of an automotive components factory outside Budapest, Hungary, for UT Automotive.
Smith earned his MBA from Dartmouth College’s Amos Tuck School of Business, where he was named an Edward Tuck Scholar for outstanding academic performance. He also holds a bachelor of science degree from the University of Maine.
Resources
This program is from our Stanford Discussions series.
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