Synopsis
The aim of this study is to analyze the relationship between operational excellence and social impact through a case study of a corporate practice in the footwear industry. The study is based on the assumption that operational excellence is not merely a management approach that enhances efficiency, but also a strategic area of integration that supports the creation of social value.
The research is based on a qualitative case study conducted using the example of the FLO Design Center and the Operational Excellence Directorate. The findings indicate that social impact is shaped within an integrated structure that extends from the design phase through planning, production, quality, logistics, marketing, and retail processes. It was determined that the operational excellence approach strengthens cross-process coordination, improves resource utilization, reduces process disconnects, and contributes to sustainability goals. Additionally, it was found that employee participation in decision-making processes increases organizational commitment and awareness of corporate responsibility. It was observed that customer feedback is evaluated not merely as post-sale data, but as a factor that guides the value creation process.
In conclusion, it was determined that the integration of operational excellence and social impact fosters a sustainable corporate culture within the FLO ecosystem and contributes to the creation of social-benefit-oriented value in the footwear industry.
