as told to Karen Kroll
Filling the Gap
ANNE MEYROSE is vice president, logistics control tower with Gap Inc., the apparel company behind the Athleta, Banana Republic, Gap, and Old Navy brands.
RESPONSIBILITIES: Lead newly created team charged with ensuring the company’s logistics network is set up to move the right product, to the right place, at the right time and bring each brand’s vision to life. Lead track and trace for all product movement, KPI reporting and network visibility, and serve as single point of
contact with each brand on behalf of the network. EXPERIENCE: All with Gap, Inc.: senior director, transportation; director, transportation service operations; manager, Gap logistics planning; planner, Gap Outlet logistics planning; transportation supervisor, service contact
center; transportation analyst, methods and programs; transportation specialist, methods and programs; outbound transportation, store services. EDUCATION: B.S., economics; M.S. executive human resource development; both from Xavier University.
I n college, I was an economics major. Supply chain and operations were nowhere on my radar. Then I landed a part-time job with Banana Republic and fell in love with the culture of Gap, Inc. A local internship became available on the transportation team. I wanted to do whatever I could to stay with the company and learn more, so I took it. I was fascinated and inspired by the impact of the supply chain function and the opportunity it presents to connect across nearly every aspect of the business. I’ve now been with Gap for almost 17 years. Each year has brought something new. For instance, several years ago, I was asked to lead our transportation reporting and analytics team. I had little technical background and worried this would leave the team without the direction it needed and be my career
the need for leadership and setting the vision and strategy. It was an eye- opening career move. I also spent time within the Gap brand, stepping out of the supply chain role and into the shoes of our “customer” or brand partners. I learned not just what our brands need, but how it relates to their commercial strategies. Even today, this opportunity impacts how I make decisions and lead my team.
downfall. It’s intimidating to go into an area where you don’t have functional expertise and ask questions in a way that’s professional and poised. With the support of a talented team and great mentors, we delivered a full-scale reporting overhaul and automation initiative that changed how our operating teams can monitor the network and proactively mitigate risk. This experience helped me understand and respect the difference between the need for functional expertise and “Supply chain is about much more than on-time deliveries and capacity utilization.”
TAKING THE LEAD When I moved back into
transportation, I had the opportunity to lead nearly every aspect of our North American operations teams, and work closely with our incredible carrier partners, who bring our network plans to life. Learning the complexity of each node of our transportation network has been invaluable in preparing me for my
16 Inbound Logistics • October 2022
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