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DAI is an international development company. For more than 45 years, we have worked on the frontlines of international development, tackling fundamental social and economic development problems caused by inefficient markets, ineffective governance, and instability. Currently, DAI is delivering results that matter in some 80 countries. Our development solutions turn ideas into impact by bringing together fresh combinations of expertise and innovation across multiple disciplines. Our clients include international development agencies, international lending institutions, private corporations and philanthropies, and national governments.

Turnaround Manager - Enterprise Partners

Location: Sub-Saharan Africa
Location: Ethiopia
Job Code: 3758


Terms of Reference (ToR)

Turnaround Manager



Enterprise Partners

Enterprise Partners (EP) is a 7-year (2013-2020) wealth creation programme which, inclusive of women and the environment, aims to support the private sector and Ethiopia’s economic growth. By applying the Making Markets Work for the Poor (M4P) approach for sustainable results, it aims to facilitate market development in order to spur innovation and investment that creates jobs and increases incomes for the poor.  It does so with a combination of technical assistance and market facilitation in resolving market failures.  EP is being implemented by a consortium led by DAI Europe, and includes First Consult, Enclude and ITAD.

The EP pillars are:

  • The Finance Pillar is expected to achieve the outcome of increasing investment levels in the Ethiopian economy, particularly for growth-oriented Small and Medium Enterprises (SMEs). This will include funding of green technologies where appropriate and develop funding for green growth investments. In addition, the finance team also focus on the base of the pyramid, where market failures are being addressed to increase the usage of semi-formal and formal financial services by the poor.
  • The Agro-Industrial Pillar is expected to achieve the outcome of increasing returns on investment (productivity) and investment levels in the priority sectors of cotton/textiles/apparel, livestock/leather and fruits/vegetables, in order to achieve the impact of creating jobs and raising household incomes. Additionally, this pillar will incorporate the promotion of climate change awareness and addressing women’s economic empowerment.

Background specific to this assignment

The textile industry has been one of the most dynamic and geographically mobile industries globally. The industry is made up of buyer-driven complex global production networks with suppliers located in developing countries, including Ethiopia.  Ethiopia is one of the largest and most resource rich countries in Africa. The textile industry is a bridge for development because it integrates agriculture with industry.  It is labour intensive, starting from cotton cultivation to fashion product, with many opportunities for value addition that could benefit Ethiopia. The Ethiopian textile and apparel sector has grown at an average of 51% over the last 5-6 years, with employment targets of up to 174,000 by 2020.

The  Government  of  Ethiopia  (GoE)  has  embarked  on  an  ambitious  programme  to  attract foreign  direct  investment  (FDI),  increase  production  for  export  and  create  new  jobs.  The manufacturing sector is at the centre of the government’s effort to achieve this goal, because of  its  ability  to  mobilise  foreign  investment,  create  employment  and  generate  foreign currency. Among selected priority sectors that will drive this growth, the textile and apparel value  chain  constitutes  the  central  pillar  in  the  structural  transformation  of  the  Ethiopian economy.

The Ethiopian Growth and Transformation Plan (GTP) set an ambitious target for exports of textiles and apparel which the country was not able to meet. However, the GoE succeeded in attracting large textile and apparel manufacturers to set up factories in Ethiopia. In addition, significant government spending on infrastructure and industrial parks is expected to attract more investments. The GoE is working tirelessly to improve investment-enabling conditions and achieve the targets set in the GTP II for FDI in the textile sector, export value and new jobs creation.

Ethiopian textile and apparel companies export t-shirts, polo shirts, uniforms, nightwear and other garments to international brands, retailers and buying houses.  They  face  many challenges  but  benefit  from  duty  free  access  to  major  markets,  cheap,  green  energy  and dedicated infrastructure.

One of the leading vertically integrated textile and apparel facilities operating in Ethiopia is facing internal and external challenges and is operating below capacity.As a result, the facility requires a comprehensive turnaround strategy and potential restructuring to enable it reach its optimum levels of production capacity and efficiency.


The Turnaround Manager is expected to diagnose the current internal and external situation of the  factory  and  then  design  and  execute  a  comprehensive  turnaround  strategy,  working closely with key internal and external stakeholders.


The  scope  of  work  will  include  a  thorough  diagnosis  of  the  corporate  strategy  and  core functions of the factory, a gap analysis to identify where the factory can make improvements, and drafting subsequent courses of action for all stakeholders to turn the factory around to long-term sustainability and profitability. In addition, it will require identifying and deploying key personnel and restructuring the organisation based on the findings.  The  Turnaround Manager  must  also  address  the  issues  related  to  major  stakeholder  groups  (executives, function  managers,  employees,  lenders,  vendors,  customers,  others).  The role of the Turnaround Manager is to make use of existing management staff to undertake the following specific tasks.


  • Diagnosis  of  the  corporate  strategy:  this  will  focus  on  the  overall  strategy  of  the company and its short-term and long-term plans.
    • Reviewing  the  current  corporate  strategy  and  assessing  performance  against  pre- determined targets;
    • Assessing  implementation  strategy  against  corporate  goals  and  identifying  any limitations;
    • Identifying  constraints  that  are  hindering  the  growth  of  the  facility  and  assessing how   the   company   mitigates   such   risks;   and   recommend   potential   mitigation strategies for the future;
    • Recommending  an  appropriate,  applicable  and  achievable  corporate  strategy  and direction that ensures long-term organizational success;
  • Diagnosis of the facility’s operational strategy: this will focus on assessing the current production, merchandizing, marketing and sales functions of the factory and its capacity to deliver products to the satisfaction of its customers.
    • Assessing  efficiency  of  all  production  lines  and  resource  allocation  plans,  and evaluating consistency of speed, quality and delivery;
    • Evaluating customer acquisition process, and sales and marketing functions including how  the  factory  identifies,  communicates,  contracts  and  follows-up  with  existing and potential customers;
    • Evaluating the enterprise resource planning system currently being implemented at the facility, which includes production, operation, distribution, accounting, human resources and procurement;
    • Assessing  the  working  conditions  and  the  workplace  relations,  including  social  and environmental compliance issues and immediate and anticipated training needs;
    • Assessing   the   organizational   structure,   management   capacity   and   governance system;
    • Assessing procurement rules, processes and practices of sourcing and purchasing raw materials,
    • In-depth assessment of financial system including costing, accounting, payables and receivables, and identification of factors that are impacting the facility’s liquidity;
    • Identifying   human   resources   needs,   and   identifying   appropriate   incentive mechanisms to attract and retain talent; assessing the HR management capacity.
    •  Identifying any financial and human constraints to attaining/increasing capacity.
    •  Conducting SWOT analysis to assess performance and potential of the factory.
  • Gap analysis, turnaround strategy and implementation: after thoroughly diagnosing the facility’s operation, the Turnaround Manager will conduct a gap assessment and report on appropriate courses of action to the Advisory Board.  Once the report is approved, the manager will implement the recommendations.
    • Detail   turnaround   courses   of   action   with   the   responsibilities   of   stakeholders identified;
    • Develop  a  long-term  direction  and  corporate  strategy  with  clear  milestones  and resource requirements;
    • Provide a report on the strategy and best practices the factory needs to adapt to establish efficient and sustainable textile and apparel operations;
    • Provide insight on required organizational alignment to improve better supply chain integration and the governance structure of the firm’s supply chain;
    • Understand  and  improve  the  scope  of  working  conditions,  employment  relations, social and environmental standards, including projected employment and immediate and anticipated training needs;
    • Identify and change key roles and responsibilities that need to be filled/removed/changed to implement the factory’s new/updated corporate strategy;
    • Identify and fill critical gaps, including legal, policy and financial management gaps;
    • Identify and mobilise feasible alternative internal and external financing options and financial service providers;
    • Increase  the  production  capacity  of  the  company  while  the  gap  assessment  is  in preparation.

The  deliverables  include  strategic  advice  and  implementation  of  a  feasible  approach  for executing the turnaround plan. This includes:

  • Diagnosis report on the corporate strategy and operations;
  • Gap  analysis  and  report  with  clear,  targeted  and  achievable  turnaround  courses  of action;
  • A sales  and  marketing  strategy  to  increase  the  factory’s  customer  base  and  export volume;
  • New/updated organizational structure, management and governance system;
  • Identifying and recruiting key positions;
  • Implementation of the recommended turnaround strategy;

The assignment will be for one year starting July 2018, or earlier if possible. The first three- months  will  be  for  diagnosing  the  corporate  strategy  and  operations;  gap  assessment  and turnaround  recommendations.  The following nine months will be implementations of the approved recommendations.  The Turnaround Manage may hire additional experts with the prior approval of the Advisory Board.



The Turnaround Manager will be based in Ethiopia and work closely with, and report to, the facility’s Advisory Board.



The senior Turnaround Manager will need to have the following qualifications:

  • Degree in business management, textile engineering, industrial economics or any other relevant field of study;
  • Minimum of 10-15 years of experience in managing integrated textile and garment factories as well as turnaround of distressed businesses;
  • Experience in managing senior level stakeholder engagement and deal facilitation;
  • Passion  and  commitment  to  team  work  and  building  the  capacity  of  the  technical implementation team;
  • Knowledge   of   international   best   practice   in   capacity   building,   programme management and strategy development;


     Additional competencies required include:

  • Fluent in spoken and written English;
  • Excellent writing and presentation skills;
  • Strong analytical skill;
  • Ability to work under pressure and meet tight deadlines; and
  • Excellent interpersonal skills and ability to work with others.


Last date for submission of applications is 16th July 2018.

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