Your Opportunity at ARC’TERYX:
As the Director, Process Operations- Product & Supply Chain, you will lead in driving operational excellence across all the Arc’teryx supply chain functions, including Product Development, Materials, Planning and Delivery. You will lead the upstream integration across Raw Materials and Product Development, building work‑back plans, orchestrating calendar alignment, and enabling cross‑functional execution, before expanding your scope to the downstream Supply Chain and Regional I2C (with Regions, Brand, and Marketing) to guarantee a cohesive, rigor‑based approach to seasonal delivery.
You will be a thought partner and change agent who translates strategy into repeatable, measurable operating mechanisms, elevating speed to market, decision quality, and on‑time seasonal outcomes.
This role is based out of our Portland office or North Vancouver, BC, with travel to Vancouver (if located in Portland), and is open to hybrid work. Candidates must be eligible to work in U.S.
Meet Your Future Team:
The Process Operations team sits at the heart of Arc’teryx’s end-to-end value chain, leading enterprise-wide alignment and advancing a culture of radical collaboration. We optimize the intersection of Product Creation, Supply Chain, Product Data, and Regional Go-To-Market, acting as an internal consultancy that identifies, designs, optimizes, and implements process improvements and operating model changes.
We establish the company’s I2C (Innovation to Consumer)/Go-To-Market rhythm of business by standardizing calendars and tools, clarifying deliverables and decision rights, and embedding KPI-led performance management. We govern product data, modernize reporting, and build capabilities that provide and enable forward looking visibility, better planning, faster decisions, and on-time seasonal delivery.
As an essential thought partner to executive leadership and cross-functional teams, we deliver clarity, consistency, and cohesion. Empowering our people to achieve operational excellence, accelerate our Go-To-Market approach, and strengthen the enterprise through quality processesand measurable outcomes.
If you were the Director, Process Operations- Product & Supply Chain, here are some of the core activities you would be doing:
Upstream Focus (Raw Materials, Product Development & Sourcing)
· Lead and mentor a high‑performing Process Operations team to enable seamless execution across the I2C calendar.
· Create work‑back plans for seasonal Raw Materials and Product Development milestones, defining clear outputs, roles, and decision rights.
· Standardize calendars and tools, ensuring one enterprise view of key dates, dependencies, and handoffs from concept to commercialization.
· Establish KPI‑led performance management (e.g., calendar adherence, material readiness, BOM integrity) with forward‑looking visibility and proactive risk reviews.
· Modernize reporting and dashboards to surface early signals and enable faster decisions across Product Creation, Materials, Planning, and Delivery.
· Drive cross‑functional operating rhythms (cadence, agendas, artifacts) that align upstream deliverables with downstream needs.
Downstream Expansion (GTM with Regions, Brand, Marketing)
· Extend rigor and cohesion to Regional Operations, Brand, and Marketing, integrating upstream plans with GTM timelines, content readiness, and regional activation.
· Codify ways of working across global and regional teams, establishing governance for decision rights, escalations, and accountability.
· Coordinate seasonal readiness checkpoints (material, production, logistics, content, merchandising) to ensure on‑time seasonal delivery and speed to market.
· Optimize reporting to provide a single source of truth across supply chain and GTM, enabling scenario planning and cut‑off decisions.
· Champion continuous improvement by simplifying processes, removing friction, and scaling best practices across teams and seasons.
Enterprise Leadership & Culture
· Serve as an essential thought partner to executive leadership; influence strategic initiatives with clear operating mechanisms.
· Solicit feedback from cross‑functional leaders; synthesize and drive adoption of improvements to calendars, roles, and team structures.
· Build capability through training and change management; collaborate with People & Culture on recruitment and development plans.
· Uphold the Fair Labor Association’s Workplace Code of Conduct and Principles of Fair Labor and Responsible Sourcing throughout the Arc’teryx supply chain.
Success Measures (Outcomes & KPIs)
· On‑time seasonal delivery across upstream and downstream milestones
· Speed to market improvements (cycle‑time reduction, decision lead‑time)
· Forward‑looking enterprise visibility (Rhythm of Business, risk signal adoption)
· Data excellence (BOM integrity, product data governance adherence)
· Calendar adherence and role clarity (RACI) across functions and regions
· Stakeholder alignment & adoption of standardized tools, reports, and ways of working
Equal Opportunity
Arc’teryx is committed to actively creating and fostering a culture of inclusivity where voices are heard, people are seen, and values are respected. We care about the uniqueness of our applicants, employees, and guests, and we do so in a safe space fueled by curiosity and acceptance.
Creating an inclusive workplace is connected to our core value Do Right while also having the added benefit of helping make our business better. We believe inclusion helps us to create a healthier, happier workplace, drive creativity and innovation, and reflect the communities where we operate.
All applicants, employees, and guests can expect equality of opportunity and fair treatment in alignment with our values.
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