ABSTRACT
In preceding three chapters we aimed to establish how Systems and Procedures (Chapter 17), Sales and Operations Planning (Chapter 18) and Performance Management (Chapter 19) act as integrators of the building blocks of total supply chain management. In this chapter, we illustrate the interdependency of the building blocks with two case studies. The first case study is based on the experience of a pharmaceutical company to deal with all aspects of supply chain management by applying appropriate good practices relevant to each building block. The second case example is a variation of the well-known beer game (Senge, 1990) to illustrate how the stakeholders (e.g. factory, warehouse, distributor and retailer) are dependent on the forecasts, processes and inventories of one another.
