ABSTRACT
This chapter provides insight into the realities of applying dynamic alignment in Europe. It describes some of the 'hard truths' of the current state of supply chain alignment in Europe, where reality is often a long way from theory. The chapter offers some concrete advice for those wishing to pursue an 'alignment' agenda. John Gattorna and D. W. Walters allude to the concept of internal alignment when they suggest that supply chain strategy needs to be supported by the correct culture and leadership capabilities to enable effective implementation European experience suggests that there are a number of elements to internal alignment. The chapter explains the different elements of the customer value bundle that drive different elements of the supply chain strategy, although they all interact to determine the optimum strategy. It concludes with a consolidating case study and a summary of the key insights for alignment. It also describes the core building blocks of dynamic alignment.
