ABSTRACT
This chapter appreciates the strategic connections and disconnections between supply chain management operations and marketing/sales by presenting and analysing a case study from an operational viewpoint. The theoretical background of 'dissonance theory' was developed by Festinger in 1957, in order to render the assessment and evaluation of various alternatives clearer and more comprehensible, after a particular choice has been made. While it is typically structured on some form of inconsistency of a psychological nature, stemming from the choice made by the social circle of the consumer, one can, however, see useful parallels and similarities with our scenario, in the context of the processes for the 'resolution' of the purchasing 'problem'. The concepts of superior and added value hold a prominent place in a wide array of economical and social sciences and are, to a large extent, dependent upon quality.
