In mid-2008, the senior vice-president of Global Supply Chain at Elizabeth Arden in New York City was troubled about the forseeable alterations. He had been appointed to make extensive changes to the organization's administration of its own supply chain, and he had already shaped a significant impact in inventory control, forecasting and service operation.
His next move make noteworthy changes to stock management, would need a radical consolidation of suppliers, have a far reaching impact on product development and need major lead time decreases.
Given this kind of tumultuous move, would current suppliers be able to match expectations? Could the firm's current workers keep up with the rate of change expected?
How many would have to be let go, and what would this do the morale of the work force? Were consequences that are essential to shareholders really achievable? How much cash would be saved, where would the economies come from and when would they be realized? The senior vice-president was determined to execute the re- engineering in a way that would address all these concerns.
PUBLICATION DATE: November 08, 2013 PRODUCT #: W13478-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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