ABSTRACT
In 2006 DHL Express embarked on an aggressive strategy to reach substantial revenue and profit targets. Upon realizing the scale of growth required, the management board recognized that substantial changes to the existing network, infrastructure, business model, operating processes and employee skill sets would be needed to achieve these objectives. In analysing this data DHL Express Taiwan recognized an opportunity to quickly differentiate itself in the market place by better aligning to customers' buying behaviours, particularly their demand for increased responsiveness. This chapter talks about John Gattorna's Living Supply Chains that provided the concept of 'dynamic alignment', a model that proposed the application of a dynamic, yet systematic, response to customers' buying behaviours, which in turn resulted in an increased share of customers' wallets, provided a way of maintaining momentum in existing markets and, most importantly of all, building sustainable customer relationships as a foundation for future quality revenue growth.
