geographic footprint, accelerating speed to market, and
enhancing service levels. When the business community
realized the magnitude of the global financial crisis, the
knee-jerk reaction was to freeze capital expenditures and
wait to see where the economy was headed. As the reces-
sion dragged on, boardroom discussions shifted to cost-
cutting measures to counteract shrinking bottom-line
results. Our project profile migrated from growth-driven
initiatives to triage (stop the bleeding) work in the blink of
an eye. Consolidation, labor reduction, and cost cutting
became the mantra. Today, we are seeing a shift back to
expansion projects that are largely driven by companies
seeking to take advantage of their weakened competitors.
Mike Perkins
MIKE PERKINS IS THE VICE PRESIDENT
for fulfillment at L.L.Bean, where his
responsibilities include distribution,
returns, and manufacturing operations.
Perkins is a native Mainer and a graduate of
Idaho State University. He has over 25 years
of experience in management, merchandising, and distribution, having previously
worked for Amazon.com and Hannaford
Brothers, a major food and drug store chain.
Perkins oversees a division of L.L.Bean that
boasts a year-round work force of nearly 1,400 employees, a
number that swells to 3,500 during Bean’s peak season.
Perkins also serves as a volunteer board member for the Good
Shepherd Food Bank, an organization that distributes over 9
million pounds of food to more than 500 food pantries, soup
kitchens, and service groups throughout Maine.
QYou have experience working with two different direct-to-consumer companies—Amazon and now
L.L.Bean. How does working in this channel compare with
working in retail distribution?
AThere are several things that are different. One is the pressure for swift, accurate order fulfillment. We as a
company differentiate ourselves with service. It isn’t like
someone can try an item on or feel the product. So you have
to get it right the first time out. The package has to reach the
consumer quickly. It also has to have the right product in it,
so accuracy is very important.
Another thing we have found is that some people are put
off from the direct channel because of returns. Here at Bean
we’ve tried to make it as easy as possible for consumers to
return their purchases should they find them unacceptable,
or they need different sizes, or they need an exchange.
QHow did your job at Amazon prepare you for the role you have now at L.L.Bean?
AI was there during the exciting startup time. I think what that experience taught me was to use innovation. How do you do it better, faster, cheaper?
