Q3 2022 HanesBrands Inc Earnings Call
Good day and thank you for standing by welcome to the Hanesbrands third quarter 2022 earnings Conference call.
At this time all participants are in a listen only mode.
After the Speakers' presentation, there'll be a question and answer session.
To ask a question during the session you'll need to press star one one on your telephone.
Please be advised that today's conference is being recorded.
I would now like to hand, the conference over to your Speaker today T C. Robillard Investor Relations. Please go ahead.
Okay.
Good day, everyone and welcome to the Hanesbrands quarterly Investor Conference call and webcast. We're pleased to be here today to provide an update on our progress after the third quarter of 2022.
Hopefully everyone has had a chance to review the news release, we issued earlier today. The news release updated <unk> document and the replay of this call can be found in the investors section of our Hanes Dot Com website.
On the call today, we may make forward looking statements either in our prepared remarks or in the associated question and answer session.
These statements are based on current expectations or beliefs and are subject to certain risks and uncertainties that may cause actual results to differ materially. These.
These risks include those related to the impact of COVID-19, pandemic and measures taken by governmental or regulatory authorities to combat the pandemic as well as those related to the current macroeconomic conditions consumer demand the inflationary environment and cyber security.
These risks also include those detailed in our various filings with the SEC, which may be found on our website as well as in our news releases. The company does not undertake to update or revise any forward looking statements, which speak only to the time at which they are made.
Unless otherwise noted today's references to our consolidated financial results and guidance exclude all restructuring and other action related charges and speak to continuing operations additional information, including a reconciliation of these and other non-GAAP performance measures to GAAP can be found in today's news release any references to 2019 rift.
Flex Rebased 2019 results consistent with prior disclosures, which can be found on our investor Relations website.
With me on the call today are Steve <unk>, our Chief Executive Officer, and Michael <unk>, Our Chief Financial Officer.
For today's call, Steve and Michael will provide some brief remarks, and then we'll open it up to your questions I will now turn the call over to Steve.
Thank you Jessie good morning, everyone and welcome.
The last six months, there's been a dramatic change in the global operating environment.
Conditions have become increasingly challenged and has rapid change is weighing on our near term performance.
However, our operating philosophy of managing the things that are within our control positioned us to deliver operating income and earnings per share results that were in line with expectations for the quarter.
Looking beyond the noise of the current environment. The long term fundamentals of our categories our brands our business model as well as the value creation opportunities of our full potential strategy remain intact.
We're committed to improving hanesbrands, our focus and our goals are unchanged.
Remain agile so we can manage through near term challenges, while simultaneously balancing the long term investments necessary to transform to a company that consistently generates higher growth and higher returns.
For today's call I'll break my comments into two parts first I'll discuss the near term environment and the additional actions were taking to manage through it.
Then I'll provide an update on the progress we've made implementing our long term full potential strategy.
Looking at the current environment in just six months, we've seen the consumer and retail landscape slip from one with too much demand and not enough supply to one with too much supply and not enough demand.
Inflation is hitting consumers' wallets and slowing demand.
Retailers broadly are sitting on too much overall inventory, which is impacting orders in different ways across our business.
And innerwear, our retail inventory is actually below last year's level. However, as retailers manage their overall inventory levels, it's negatively impacting near term replenishment orders as well as delaying the timing of certain events.
And as you've heard from others retailers cross channels are seeing slowing consumer demand and have excess activewear inventory, which is resulting in order cancellations including for champion.
The combination of these factors weighed on our sales performance in the third quarter and we expect these headwinds to continue through the fourth quarter.
Despite softer than expected sales headwinds our global team once again demonstrated their ability to adapt to challenges with a relentless focus on controlling the things. We can control we were able to effectively manage expenses as well as realized cost savings from our strategic initiatives.
This allowed us to deliver third quarter earnings and operating profit that were in line with expectations.
Given the current state of the demand environment, we've taken several additional actions to partially mitigate the profit and cash flow impact from the macro related sales headwinds.
We continue to reduce our overall SKU count even as we've launched new products and innovation.
Since our peak, we've lowered our net SKU count by over 40% and we have 22% fewer skus running through our supply chain.
This progress has improved productivity metrics lower cost improve the quality of our inventory and creative space for new product launches.
We're moving quickly and with purpose to reduce inventory to be more aligned with demand and position us to end the year with inventory units below last year.
We began taking time out in our manufacturing network and reduced inventory units, 6% from second quarter's level.
With the majority of our time out plan for the fourth quarter. We believe we're on track to achieve our year end inventory goal.
Not only should this position us well operationally as we exit the year.
So positions us to free up working capital in 2023.
We're also building digital on shelf analytics tools, we're sharing this data with our key retail partners to help them analyze inventory at a category level and identify replenishment opportunities to drive comp sales as well as value to the consumer.
One of our retail partners leverage this data change their replenishment approach and realized significant immediate point of sale results.
That success has led to replenishment orders and additional categories as they see the value of these digital tools and find additional growth opportunities, while still managing inventory tightly.
And with respect to the balance sheet, given our leverage and our current outlook for the global operating environment, We took action to increase our near term financial flexibility.
Michael will provide more detail in his section, but at a high level with the help of all of our bank partners, we amended our credit agreement to provide us with additional flexibility.
We believe the combination of all these actions allows us to lean in to our full potential strategy in the face of the current macroeconomic headwinds and continue to make the necessary investments to transform the business for the long term.
By doing the work that needs to be done even in challenging times, we'll be in an even more advantaged position once the macro environment stabilizes.
Turning to our full potential strategy as we look forward, we believe our long term business model value creation opportunities in our category fundamentals remain intact.
Full potential strategy is about transforming hanesbrands into a company that consistently generate higher growth and higher returns full.
Full potential is about becoming a more consumer focused company simplifying our business and our portfolio, making champion a powerful global growth brand and re energizing and reigniting our innerwear business.
During the quarter, we made additional progress on the implementation of our full potential growth strategy.
Early around innovation talent and supply chain optimization.
With respect to product innovation, our innerwear pipeline is the most robust it's ever been.
This quarter, we're taking a major step forward on our journey to get younger in innerwear.
We're launching our hanes original product line, which has a more modern fit and stylish core product aimed at younger consumers have been very pleased with the strength of the response by retailers, including expanded distribution in early 2023.
Looking at Activewear, Vanessa Ofa joined US in August as head of our global Activewear business and our first 90 days she's taken a deep dive into the global champion business and is taking steps to build on our initial full potential work.
<unk> brought in a new head designer in the U S. <unk> identified additional opportunities for global collaboration and has begun working with her team to unlock the next phase of champions full potential with a focus on improving brand identity product and channel segmentation and global merchandising.
We're also leveraging global talent as we continue our commitment to building our direct to consumer capabilities.
Ian Wilson, who was instrumental in driving bonds Omnichannel success in Australia is now leading our global E Commerce initiatives.
Turning to our supply chain, our full potential work, we're doing on our global network is expected to put us in an even more advantaged position long term.
It will make us consumer responsive and faster to market provide us flexibility and speed. So we can pivot to growth drivers and real time.
Lower operating costs and improve efficiencies to expand margins and lower long term capex to drive higher returns and cash flow.
As part of full potential we did an in depth and an analysis of our entire global supply chain, including manufacturing and distribution.
As a result, we learned where we're advantaged, we understand where we have opportunities and we've begun to work to position our supply chain over time to match that revenue growth opportunities of our full potential plan.
Last quarter, we highlighted the work we're doing on our distribution network. This includes consolidating to fewer bigger Dcs in the U S. Increasingly use of direct ship to large retail partners. The use of dedicated D to C facilities as well as increased use of automation.
With respect to our owned manufacturing operations to this analysis, we reconfirmed our cost advantaged.
We know we can internally produce high volume cotton based products quicker and at a lower cost than our sourcing partners.
Continuing to build on this advantage by getting more efficient and taking opportunities to optimize our global footprint.
One example is our recent decision to exit two facilities to further reduce overhead costs and better utilize our capacity.
In terms of our existing large sourcing operations, we identified opportunities to lower costs and improve speed and we're actively pursuing these improvements.
And based on our understanding of where the consumer is going we're building sourcing capabilities in areas such as synthetic fabrics and short term fashion runs to position ourselves to capture that incremental growth.
So if I take a step back the global operating environment is certainly challenging but the long term fundamentals of our categories and the value creation opportunities of our full potential strategy remains firmly in place.
As an organization, we're not standing still we're leaning in and staying agile during these challenging times, we're managing the things that are within our control, we're taking fast additional actions to mitigate near term challenges and we're continuing to execute our full potential strategy to transform hanesbrands into a company that can.
Distantly generates higher growth and higher returns.
And with that I'll turn the call over to Michael.
Thanks, Steve I'm encouraged by the team's ability to adapt to the sales headwinds in the quarter and deliver operating profit and earnings per share that were in line with our expectations. I'm also encouraged by the continued progress we're making on implementing our full potential strategy.
While we expect the current operating environment to continue to weigh on our near term performance, our longer term fundamentals and value creation opportunities remain intact.
We're staying agile and we're focused on controlling the things. We can control. This allows us to manage through the near term challenges while at the same time make the investments and changes necessary to transform the business for the longer term.
We're confident in our full potential strategy, we're making progress and by leaning in during challenging times, we believe will be an even more advantaged position once the macro environment stabilizes.
For today's call I'll touch on the highlights from the quarter as well as provide some thoughts on our balance sheet and our outlook for the remainder of the year for additional details on the quarter's results and our guidance I'll point, you to our news release and <unk> document.
Looking at the specifics in the quarter net sales declined 3% on a constant currency basis as compared to last year.
Reflecting the 330 basis point headwind from foreign exchange rates reported sales decreased approximately 7% to $1 $67 billion.
Although the macro headwinds are weighing on our near term performance year to date sales were 6% higher than pre pandemic levels are 8% higher on a constant currency basis.
With respect to our domestic segments for the quarter U S. Innerwear sales declined 11% compared to last year.
Relative to pre pandemic sales were 11% above 2019 levels the decline versus last year was driven by the macroeconomic pressures weighing on consumer spending and inventory actions being taken by retailers.
I'll note, our innerwear inventory at retail is actually below last year, however, as retailers tightly manage inventory challenges and other categories. We are experiencing a spillover effect that is negatively impacting near term replenishment orders and pushing out the timing of certain retail events.
These headwinds more than offset the benefits from our first quarter price increase and retail space gains.
Turning to U S. Activewear third quarter sales were comparable to prior year and relative to pre pandemic sales were 3% above 2019 levels as.
As compared to last year, we experienced continued growth in the collegiate channels and strong growth in the <unk> channel for both champion and the Hanesbrands.
This growth was essentially offset by declines in other channels, particularly for champion.
Similar to the headwinds in our Innerwear segment and macro pressures on consumer spending weighed on point of sale and higher activewear inventory at retail drove order cancellations in the quarter.
In terms of our international segment constant currency sales increased approximately 5% over last year driven by champion growth in Europe Innerwear growth in Australia, and the other Americas.
This growth was more than offset by champion declines in certain Asian markets.
Turning to margins adjusted gross margin declined 460 basis points over prior year to 34, 5% inflation.
And commodity costs in ocean freight represented a headwind of more than 400 basis points to our gross margin in the quarter. The time out actions, we're taking in our manufacturing facilities to reduce inventory represented an additional 100 basis points headwind in the quarter.
These more than offset the year over year contributions from price increases lower airfreight usage and the cost savings we are generating from our full potential initiatives.
With more than 500 basis points of margin pressure in the quarter coming from these issues. We believe gross margins can return to or even exceed pre pandemic levels over time as these headwinds ease our confidence is driven by the fact that we're already seeing lower commodity and freight costs moving through our manufacturing network and we don't expect time out cost to continue longer.
Turner once our inventories aligned with demand.
With respect to SG&A on a percentage of sales basis, our adjusted SG&A expense of 24, 4% was comparable to prior year.
There is significant operating intensity across our organization as the global team managed expenses and realized efficiencies from our full potential initiatives.
This allowed us to deliver operating profit in line with our expectations. While also investing in our brand marketing and technology initiatives related to our full potential plan.
Adjusted operating margin was 10% for the quarter, which came in near the high end of our forecast despite lower than expected sales.
Turning to the balance sheet, we made progress on our inventory reduction initiatives inventory units are still up over prior year were down 6% compared to the second quarter as we began to take time out in our manufacturing network with.
With the majority of our time out plan for the fourth quarter. We're confident we can achieve our goal to end the year with inventory units below last year's level.
At the end of the quarter, our net total leverage ratio under our secured senior credit facility was three nine times on a net debt to adjusted EBITDA basis.
Given our current leverage ratio in the near term outlook for the global operating environment. We proactively worked with all of our banks to amend our credit agreement to provide us with greater near term financial flexibility as we continue to implement our full potential strategy.
As detailed in today's earnings release, the maximum allowable leverage ratio was increased for the next five quarters and will revert back to four five times on a net debt to adjusted EBITDA basis for 2024 and beyond.
While we will continue to implement our long term investment strategy and we're pleased to have the additional near term financial flexibility given the operating environment I want to be clear that reducing leverage is a priority.
We'll continue to take actions to mitigate near term challenges, we positioned ourselves to return to more normal levels of cash flow next year by taking more aggressive actions this year to reduce inventory.
And we are realizing cost savings from our full potential initiatives, which should drive higher EBITDA as the inflation headwinds ease.
And now turning to guidance the sales headwinds we experienced in the third quarter are expected to increase in the fourth quarter. Specifically this is the pressure on consumer spending in the U S and the spillover effect on near term orders as retailers tightly manage their overall inventory levels.
Relative to our prior outlook are reduced fourth quarter profit outlook is driven predominantly by the increased sales headwinds.
However, it also reflects incremental pressure from foreign exchange rates and higher interest expense, which are each impacting the guidance by a penny a share.
At the midpoint of our guidance range, we expect fourth quarter sales to decline approximately 19% as compared to last year.
We expect gross margin to decline about 400 basis points versus prior year.
Outlook reflects an approximately 400 basis point headwind from commodity and freight inflation as well as an approximate 200 basis point headwind from time out costs related to our inventory reduction initiatives.
These headwinds will offset the positive contributions from price increases and cost savings were generated from our full potential initiatives.
Looking into next year, we would expect peak commodity and freight inflation to flow through our P&L in the first half of 2023.
Recall as a manufacturer our costs are capitalized on our balance sheet for approximately two to three quarters before rolling onto our P&L when the product is sold.
Given the current prices for commodities and freight as well as our current inventory turns we would expect these lower cost to begin flowing through our P&L in the second half next year, particularly the fourth quarter.
With respect to the adjusted operating margins at the midpoint, we expect fourth quarter operating margin declined approximately 660 basis points as compared to the prior year.
SG&A dollars are expected declined more than $40 million year over year.
We will still delever due to the magnitude of the expected sales decline.
Lastly, with respect to cash flow from operations, we expect full year cash flow to be a loss of approximately $400 million.
We expect to return to a more normal level of cash flow from operations in 2023, driven by improvements in working capital.
So in closing, let me Echo Steve's comments. The current operating environment is clearly challenging is weighing on our near term performance. However, we are taking actions remaining agile and staying focused on controlling the things that are within our control to manage through these challenges.
Long term the fundamentals of our categories in our business remain intact. We're confident in our full potential strategy, we are making the necessary investments and changes to transform the business for the long term.
And by leaning in during challenging times, we believe we will be in an even more advantaged position once the macro environment stabilizes.
And with that I'll turn the call over to T C.
Thanks, Michael that concludes our prepared remarks, we will now begin taking your questions and we'll continue as time allows I'll turn the call back over to the operator to begin the question and answer session operator.
If you'd like to ask a question at this time. Please press star one one on your telephone.
Please standby, while we compile the Q&A roster.
Our first question comes from the line of Michael Binetti with Credit Suisse. Your line is now open.
I have a few here I'm just going to so.
So can you.
How is sell in versus sell through and how MTO. The shelves at retail now and when does that slip. So said differently. You suggested the retailer Destocking will continue through fourth quarter, maybe if we look out a little further into early 'twenty three do you expect that to be continuing.
And then.
If you wouldn't mind your EBIT by about $75 million in cash flow from operations by $400 million can you just help us with the bridge there Thats a pretty big Bridge and then I'm curious if the credit agreement allows you to pay dividends.
The amended credit agreement allows you to pay dividends.
Good morning, Michael Thank you for the question.
Yes, as you mentioned our inventory, particularly in our business is actually down from last year. So we definitely see opportunity to continue to build back with the retailers obviously they have to manage their situation and how they are doing.
Punishment orders often get caught up.
In that basis.
We're working very closely with our retail partners as I mentioned in the prepared remarks building new digital tools to shine a light and go a lot deeper into where the inventory opportunities are at a geography level at a store level as we go forward.
I do expect this to continue through Q4, which would be a headwind for us.
And certainly anticipate it getting better throughout next year, but that will depend upon the consumer and that will depend upon how fast the retailers are able to clear of their inventory, we are ready to supply it feel.
Feel good about how our manufacturing systems are running we're taking the appropriate time out that we need to prepare our inventory to continue to run the business at accelerated rates going forward.
And.
We're working closely with them to hopefully build it back as quickly as we possibly can to make sure that we can continue to drive that consumer demand.
In terms of the EBIT Bridge, Michael do you want to talk a little bit about where we are on that yeah. I think I think where I took was just trying to understand cash flow and then also understanding the amendment to the credit agreement. So let's start with cash flow I think the first thing is just the sales outlook both with <unk>.
Weaker in Q3, and as we called down Q4, so sales as you can appreciate.
But we don't sell the product.
We have more product and therefore, it's more cash tied up in there.
Then also income has come down.
And so it's really just a function of this.
Sales weakness and just lower profitability, but I think that's it.
Challenge there with regard to the amendment on the agreement.
It does not preclude us from paying dividends.
Yes.
The old agreement had a $350 million annual basket to put in perspective, our dividends run around to 10 to 12, a year based on the current dividend rate.
The amendment during this amendment period lowers that from $3 50 to $2 50. So as you can see it does not preclude us from paying our dividend.
Could you comment on the cost of the credit agreement.
Just.
The amendment, yes, there was.
Your normal fees as far as just.
If you go for doing the amendment, but.
Appreciate what our bank group that we went on to them a few weeks ago as we were looking at the the volatility in the macro environment and so.
We got this done.
I appreciate it is proactively having the conversation.
A number of other companies sound like or similar conversation so.
Okay. Thanks, guys.
Our next.
Question comes from the line of Tom <unk> with Wedbush. Your line is now open.
Hey, guys can you can you hear me yes.
Yes, we can.
Alright, sorry about that.
Yes.
I apologize I'm in the car with my daughter.
Yes.
Hi.
So Steve.
Steve.
Michael I believe you said that you're.
Inventory and Innerwear is down relative to this time last year I was curious how it compares to.
Pre COVID-19 levels.
And then.
I was wondering if you could give any context for the champion brand and where inventory stands.
Channel.
Relative to last year or relative to every couple of months.
So thanks.
Thanks for the question Tom.
Just to be clear on our inventory levels, what I was talking about it at retail so in retail stores in their supply chain.
Our ear, where inventory levels are below last year, which is a really important distinction our inventory remains up and Thats why were taking the time out in the fourth quarter. We took some in the third quarter and if more to take in the fourth quarter.
To reduce our inventory levels our goal as we stated in our last call.
Have our inventory units.
Below last year at the end of the year, and we think that will prepare us well to operate very efficiently and effectively going into next year.
So I think it's really important to know that and we think about our inventory innerwear activewear, we have is.
Inventory challenges on both and we're working through that.
We're able to move.
The innerwear, a little bit faster because it's more replenishment of inventory as we go forward, but in general I feel good about the quality of our inventory.
The vast majority of it is what we would consider and call.
Basically basic product that is either replenish Florida.
Ongoing product in the marketplace. So we're taking the actions on inventory.
Feel good about being very proactive on that and getting US ahead of the curve as we go into next year. So we're well positioned to continue to grow the business.
Understood.
Okay.
Quick follow up I know the inventory units are planned down could.
Could you tell us how much you expected.
Cost per unit to be upset linear.
Yes, we're not giving that level of granularity.
The inventory dollars are going to be up.
The cash flow pressure.
<unk>.
Understood Thanks very much.
Best of luck.
The year end.
Our next question comes from the line of Jim Duffy with Stifel. Your line is now open.
Yeah.
Hi, This is Peter Mcgoldrick on for Jim Thanks for taking our questions.
Looking at the champion business could you provide more detail into the revenue makeup in the quarter.
Cancellations progressed is there any differential by channel price point or product classification.
Thats influencing performance in this brand.
Sure, Let me talk a little bit about champion kind of high level and then we can drill down.
Like every brand champions not immune to the current market challenges that everyone's facing and we certainly saw that in Q3, and we think those pressures are going to continue.
Through Q4, and Thats, what we put into our guide.
Beyond the near term I feel really good about what we can do with champion and we continue to find new opportunities.
As we go forward.
As you look at the business today.
Seeing strength in the college channel.
And our European business, both did well.
Also in our <unk> channel, we're seeing good strength in that business and are encouraged about the performance that they've had.
We are seeing challenges in our particular domestic wholesale business.
And we're working hard to address that I think the new leadership team that we have is doing just a fantastic job jumping in looking for new opportunities the supply chain capabilities that we're building in champion are going to allow us to react to the market quicker and move faster to find those consumer opportunities.
Going to see a more disciplined product segmentation and channel segmentation work from US we have new design capabilities and leadership. So we're really leaning in.
To the champion brand, we understand where our opportunities are and we're doing the work now it takes time to do this work and but we're going to do it right and we're doing it right for the long term benefit of the brand.
I'm not satisfied with where we are today I would tell you that but we're going to continue to improve this business and I think the most important thing is we're taking action we're leaning in right now and we have the opportunity to build this brand into something really special but it could take some time and it takes some work, but we're doing that right now.
Okay. Thanks, and then just following up on the discussion of segmentation within domestic champion.
Could you discuss your footprint is your vision for.
Space indoor penetration the same or are there any adjustments to that in line with your segmentation strategy.
Yes, we are going to make changes, but I'm not going to go into the details of exactly what that is and how that looks but we are building a very detailed very disciplined plan and we're going to stick to that plan as we go forward. So you'll see more to come on that but I'm not going to get to the details of it right now.
Okay. Thank you.
Our.
Next question comes from the line of will Garner with Wells Fargo. Your line is now open.
Hey, guys. Thanks for thanks for taking my question.
So just to go back to the capital structure.
You have about $1 billion plus of debt coming due over the next call. It 12 to 18 months can you just talk a little bit about timing of refinancing and how youre thinking about how youre thinking about that.
That's going to come due over the next.
18 months.
Yes, well its Michael.
Yes, so yes, we have about $1 $4 billion that matures.
The second quarter of 2024.
And so I think as we.
As we look out we're going to be opportunistic and we're looking at all of the different markets whether it's the.
U S R Euro market right because that we're talking about is with both issued in the United States and in.
In Europe , and so we also have the opportunity to look at the bank market.
And so also as we think about as we get back to a more normalized cash flow outlook.
At the cash that we'll generate over the next 18 to 20 months. So we'll be looking at a number of different things to refinance that debt.
Okay. Thank you.
Changing sort of changing topics.
We're talking about clearing out inventory I guess does that imply that you guys.
Are going to be it could be a lot more promotional.
But with product and encouraging retailers to be more promotional product.
Is it kind of <unk> and then so the first half of next year.
As we look at the fourth quarter, we definitely are look into to clear inventory.
We're taking the actions that we control to do that through.
<unk> time out that were taken and I think we will end the year in a.
In a really good situation.
We're not driving promotional activity in the market.
Our plan is to produce less so we can kind of take care of our end of the inventory plan.
I do expect that the market in the fourth quarter will probably be a little more promotional.
Maybe than it's been in the past, but retailers drive the promotional cadence and make those decisions as they go forward, but we're being very aggressive on our end to make sure that we prepare ourselves.
With an inventory position.
Position of high quality inventory to close the year to prepare ourselves for next year.
Understood. Thank you I'll pass it on.
Our next question comes from the line of Jay sole with UBS. Your line is now open.
Great. Thank you so much Steve can you just give us a little bit of a breakdown of how the men's business versus the women's business performed within the Innerwear segment.
On the <unk> give us an idea of how big that business is today.
What kind of print, where youre doing well with and then maybe lastly on cash flow you mentioned normalized cash flow should be.
As you can see something that we see in 2023 can you give us an idea of what you think normalized cash flow looks like.
Sure Jay Thanks for the question, let me take the first two and then I'll, let Michael talk about cash flow.
Not a significant difference between mens and womens in the Innerwear business right now.
That could change when you look back historically.
We've been spending a lot of time looking back at the nine time.
Trying to get a feel for where the business could go now we're a very different business than we are we were then in terms of our mix to a much bigger international business I think we're much stronger business, but historically the mens business.
Holds up much better and recessionary time than the women's business, we'll see if that happens we have not necessarily seen that playing out at this point and it varies by product category and quite frankly by retailer and channel at this point, but at a macro level, we have not seen a significant difference or change.
Or inflection point between the two businesses as we go forward.
In terms of our <unk> business.
We don't get into the exact size of that business, but what I would tell you is.
The business has held up pretty well, particularly the champion brand in that business and we continue to find new opportunities to not only.
Build that business through the champion brand and also the Hanesbrands as we go forward and we've also had the opportunity to take pricing in that channel and we have done that.
Where appropriate and that has paid dividends for us as we go forward.
In terms of.
The cash flow, Michael Yes, Jay I think.
While clearly we're not going to be giving guidance I think when you do look at the last the last couple of years prior to this year, which is a very unusual year.
<unk>.
Yes, good numbers to be thinking about so.
I think that the inventory levels are going to come down as we've talked about and so therefore working capital is going to be the big driver of it.
Got it okay. Thank you so much.
Our next question comes from the line of Paul <unk> with Citi. Your line is now open.
Hey, guys. This is Brandon Cheatham on for Paul I, just wanted to follow up on the inventory question. When you look at your inventory units target by year end and you remove the skus that you've exited are you still projecting that to be down year over year.
Yes at the end of this year, we're projecting that our absolute units in inventory will be down versus prior year and part of so as you think about how you how you match all of this together.
We're being very aggressive on SKU reduction.
And it's one of the things that im very passionate about and I think as an unlock inside of our business and has proven to be there.
40% reduction so far 22% fewer skus actually running through our supply chain right. Now is an unlock for us what that does is it also changes your mix right. So it allows you to be in stock and the terms, we use never outs of our inventory mix. So while total inventory.
Units come down the quality and the mix of that inventory gets better as you lean into your faster sellers. What you do is you create room to have more inventory on your better products and to launch innovation at the same time, all while reducing your absolute inventory units going forward.
Got it and.
Can you talk about your manufacturing capacity you did provide some color on.
Some downtime.
How are you able to manage that with third party versus your own manufacturing facilities.
Can you talk a little bit about margin pressure when you have to idle your own facility versus.
King.
Take a third party offline.
What are kind of some of the puts and takes there.
Sure.
When you think about time out in our network. The majority of that is coming from our own facilities Thats. What we can control. That's what we can move the fastest on so thats, we're being very proactive on and moving to speed to make a difference. It's one of the benefits of having your own network is you can actually make things happen in a very short period of time.
There is a cost that comes with that and I'll, let Michael talk a little bit about what that cost is but youre able to move very quickly take action rectify the situation and end up operating much leaner much better going forward. The majority of that's inside of our network. So as you've heard us call out right in Q3, we had approximately.
A 100 basis points of impact from the time out and about 200 basis points in Q.
Q4 is what we're guiding to.
And that cost is essentially things like.
All the all the overhead that goes with it.
Depreciation and rent et cetera that goes with these facilities.
The management team doesn't get charged to any particular inventory and then.
Depending on.
The market, we may be paying our associates for a week or two to not work because.
We've had to pull back so that's what this cost reflects.
Got it I guess why wouldn't you prioritize third party facilities is it because you're contracted and then.
When could those be renegotiated so maybe you could bring your own facilities back up to speed.
Yes.
All right.
Well one thing to keep in mind is.
We don't make all the.
At the same product at every facility right in there.
<unk> that we work with third parties because of different <unk>.
It's a shorter smaller run it's more synthetics et cetera. So it's not like everyone makes the same products that were making.
Let me just let me just add to that also.
So we're very focused on our long term relationships with our sourcing partners and one of the things that we're doing which is driving big results in our sourcing business overall is what I call supplier matrix, which is finding the right suppliers the right strategic partners over time, and we're working on building those relationships and maintaining those relationships. So we can be.
Careful about about how we do that the other probably most salient point to it is we.
Make and sell more innerwear than we do activewear in the champion business and we make more of the innerwear business and we source more of the activewear business. So for us to make an inventory change in an action in a short period of time, because it's more innerwear and activewear, we have to address that inside of our <unk>.
Work.
Got it okay that makes sense and then.
Anything that you can comment on how the spring order book is looking and details there.
Yes, we're not going to comment on 2023 at this point the only thing I would tell you is the consumer headwinds that we're experiencing now are.
We have guided into Q4, and we would expect challenging consumer environment that as we go forward for a while.
Got it I appreciate it guys. Thank you. Thank you.
As a reminder, if you'd like to ask a question at this time. Please press star one one.
Our next question comes from the line of Paul Kearney with Barclays. Your line is now open.
Hey, guys. Thanks for taking my question most of my questions have been asked already but maybe just two quick ones on gross margin can you quantify how much of the pressure was from commodity ocean freight and manufacturing downtime.
And then two on SG&A.
Should we think about.
Our planned investments behind the brands are you taking.
Reductions should we think about reductions into next year, what maybe some of your marketing investments behind the brands. Thanks.
So we've been I think we called out that we've been running about 400 basis points of pressure as it relates to commodities ocean freight et cetera.
And then in addition, we had about 100 basis points in Q3 that related to the time out that we're taking.
In Q4, the 400 basis points of inflation continues.
And time out is approximately 200 basis points, because there is more time out being taken in Q.
In Q4.
There are offsets to those as it relates to the pricing actions, we take and plus some of the cost reduction programs that we've got.
And then in terms of SG&A.
Again, we're not guiding into 2023, but let me just talk a little bit about Phil.
Philosophically about spending and investing.
We've laid out in our full potential plan that.
We're going to invest in technology, we're going to invest in our brands and I fully believe that the plan. We have is the right plan.
But we're going to remain agile and we're going to adapt in the times that we're operating in so I think you should think about us as being very confident in the plan that we have the strategy that we have going forward, we're going to continue to execute against it we're going to continue to lean in and remain agile, but we'd be thoughtful about the economic <unk>.
<unk> that we're in right now is.
For many of US is unprecedented and how we're doing this so we will adapt and we will be thoughtful about the investments that we're making but we're very confident in the strategy that we have and we're going to continue to execute that as we go forward.
That concludes today's question and answer session I would like to turn the call back to T. C Robillard for closing remarks.
Thank you we'd like to thank everyone for attending our call today and we look forward to speaking with you soon have a great day.
This concludes today's conference call. Thank you for participating you may now disconnect.
Correct.
The conference will begin shortly to raise Johan during Q&A you can dial one one.
Yes.