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Extra info for Harvard Business Review (September 2005)
OK,” Jack said soothingly. “I think we’ve spent enough time on this for today. Margie’s made her point, Robert. ” As Margie marched out, Robert said to Jack,“They all have their pathologies. ” What kind of leadership will get Voici’s units to pull together? • Four commentators offer expert advice beginning on page 46. com) is the group vice president of Global Supply Chain at ICI in London. ack Emmons is wise to ask for the assistance of a supply chain czar, and Ravi Chandry could deﬁnitely help move Voici Brands into the future.
Once management understands precisely what it costs to put a skirt on a store rack, the company can begin trimming the excess from its supply chain. This is the program implementation phase, the goal of which is to narrow down the supplier base to a handful of strategically chosen, highly reliable vendors. Voici will have to cut out the smaller shops and move to larger service and materials providers like the supply chain city in Shanghai. Instead of working with a local trucking ﬁrm, for example, the company should choose a global logistics supplier like UPS.
She hired additional personnel to monitor these suppliers; even so, some batches had to be reworked. After the holidays, teens lost interest in the skirts. edu) is a professor of engineering systems at MIT in Cambridge, Massachusetts. He is the author of the upcoming book The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage (MIT Press, 2005). 40 tory levels climbed. The remaining skirts were sold at a heavy discount. Meanwhile, a well-known industry analyst pointedly criticized the company for failing to shore up its operations, and Voici’s stock took a hit.