ABSTRACT
The drivers of supply chain change described here are visible and widely reported in the press. However, supply chain operators don’t always connect drivers to what they do daily. Also, most drivers are far beyond a manager’s power to control, so their implications may be ignored. Here we make a connection and explain how these drivers for change are at the bottom of many supply chain projects that are either under way or should be under way. In initiating a project as described in Chapter 12, managers formulating projects should understand and acknowledge the project’s “roots.” This points them to the issues that the project must address.
