Levi Strauss Emily Morgan Is a 30-Year Veteran at Levi

Levi Strauss Emily Morgan is a 30-year veteran at Levi Strauss & Company. She joined the company as a secretary in the advertising department and slowly began rising through the ranks. The more she saw how the company worked, the more dissatisfied she became. According to Morgan, the company was "dysfunctional" and "internally competitive, one division against another." This is why Morgan became a part of the change initiative when talk of reinventing the company spread through headquarters. She led the team that designed the Develop Sources process, a system for working with suppliers. When Morgan became vice president for fulfillment, Asia, her job was to convince Levi's Asia suppliers to adopt more efficient production and distribution techniques. The Asian suppliers were afraid of change. Once Morgan and her staff showed suppliers how use of the Develop Sources program would benefit them, Morgan's job to transform Levi's Asian operations became easier. Refer to Levi Strauss. In order to maintain a competitive advantage in the clothing industry, Levi had to create more efficient new methods of dealing with its suppliers. Its ____ began with discontinuing inefficient methods of suppliers and continued with substituting electronic networks for outdated systems.

A) dominant design
B) competitive advantage
C) innovation stream
D) comparative differential
E) inventive flow