SGI is a distributor of candies and chocolates. With no manufacturing capability, all products it sells are purchased in bulk and repacked. The company has been experiencing difficulties even before the pandemic began. First, profits have fallen considerably and worsened at the height of pandemic. Second, customer service levels have declined, with late deliveries now exceeding 25% of the total orders. Third, customer returns have been rising at the rate of 3% per month.

The VP of sales, claims that most of the problems lie with the operations. He says that the company are not producing what the market demands. He also believes that SGI has poor quality control.

The senior planner reported to the Supply Chain Manager that the sales & marketing department are submitting the expected demand on a timely basis but they are always far from what will be the actual sales for the month.

The VP of finance believes that the problems are due to the investments in the wrong inventories. She thinks that the marketing has too many options and products.

The purchasing manager insist on getting from the old suppliers. The company has not accredited new vendors for the past 10years. He even reiterated that they are getting excellent prices because of the long working relationship with the vendors.

The fleet supervisor wants to add new truckers to service their delivery commitments to customers but is having problem with the stringent documentation and requirements of the purchasing department.

As president of SGI, what specific changes would you implement?