Global supply chain re-engineering and proposed turnkey strategy

The difference between current supply chain and the proposed turnkey strategy The current supply chain was performing sub-optimally compared to both the industry benchmarks and internal aspirations. Its processes and infrastructure were determined to be manually intensive and inefficiency while the proposed turnkey strategy would have a radicle consolidation of suppliers, major lead time reductions and far reaching impacts on product development. The proposed turnkey strategy would improve the production planning and sales forecasting strategy which initially had been tedious and focused on the short term without extensive use of strategic account management and market intelligence. The proposed strategy pirard would use a more accurate forecast. In this new approach, the turnkey strategy, Elizabeth Arden would seek to consolidate the suppliers and the suppliers that remained would be given additional responsibilities for undertaking the entire manufacturing process from materials procurement to product completion thus simplifying procurement efforts. On the other hand, the initial supply chain, individual purchase orders were made to many independent suppliers. Elizabeth Arden hoped to become more flexible and have lower risk with a diversified independent supplier base.

What the change will mean for suppliers and current employees and their roles
The changes which included far reaching impact on development, needed major time lead reductions and dramatic changes to inventory management thus too much effort was required on the side of the employees. The implementation of this strategy was a disruptive move and therefore it would be difficult for the employees to keep up with the change within a short period.
On the other hand, the turnkey strategy would also seek to consolidate the