Not unlike the end users of its cosmetics and fragrances, Elizabeth Arden treated itself to a makeover. Challenged by quick response and other customer-driven changes in its retail business, the manufacturer-marketer dramatically reduced inventory and order-cycle times by upgrading operations in its logistics center, implementing new export documentation software and adopting a unique management structure that places responsibility for logistics and manufacturing in the hands of the same man.
One of more than 300 companies owned by Unilever, Elizabeth Arden maintains corporate offices in New York while its North American manufacturing headquarters and logistics center operate at separate locations in Roanoke, Va. Sales and administrative offices are in Stamford, Conn., and a research and development site is in Trumbull, Conn.
"Our arrangement at Elizabeth Arden is very unusual, where the logistics person responsible for customer service and distribution is also the guy responsible for production," said Roy C. Drilon, vice president of Roanoke operations and the point man for both functions. "But this setup enables us to really impact customer service and the order-cycle time. Wearing both hats allows me to bring a more global perspective to supply-chain management and see the operation from a bigger window."
|The need to quickly respond to customer demand intensifies the value of flexibility at the manufacturing level at Elizabeth Arden.|
|"The people in logistics two levels below|
me are communicating directly to their counterparts over here at the factory and resolving these issues as soon as possible."
- Roy C. Drilon of Elizabeth Arden
|"Before the implementation of ISM, we had five or six customer-service people and an additional 12 or 13 assigned exclusively to the shipping operation. Now I have 11 people, and nine of those are actually doing customer service in addition to some shipping work."|
- Sandra A. Jones of Elizabeth Arden
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