Carlos Cordón is LEGO Professor of Process Management at IMD, Switzerland. He is an expert on business models, value chains and process management and is the co-author of The Power of Two: How Smart Companies Create Win–Win Customer–Supplier Partnerships that Outperform the Competition (Palgrave Macmillan, 2008).Kim Sundtoft Hald is Associate Professor in Supply Chain Management and Performance Management at Copenhagen Business School, Denmark. He has published in leading international academic journals, including Industrial Marketing Management, Management Accounting Research and Global Journal of Flexible Systems Management, and has contributed to several books, such as Leading in the Top Team: The CXO Challenge and Managing the Global Supply Chain.Ralf W. Seifert is Professor of Operations Management at IMD and Professor of Technology and Operations Management at the College of Management of Technology at Ecole Polytechnique Fédérale de Lausanne (EPFL). He is director of the Mastering Technology Enterprise (MTE) programme and has designed and directed numerous company-specific general management programmes. Based on his work with companies, Professor Seifert has co-authored more than 30 case studies winning five case awards. He continues to actively research issues of supply chain strategy, supply chain finance and technology management and has more than 50 articles and international conference presentations to his credit

• Introduction 1. Thinking Strategically about Supply Chain Management 2. The Supply Chain: Key Driver of Your Business Model 2.1. Case: Luxottica: Sustaining Growth in Challenging Times 2.2. Case: MAS Holdings: Providing Design to Delivery Solutions to the Global Apparel Industry 2.3. Case: Nestlé: Quality on the Boardroom Agenda (A) 2.4. Case: Nestlé: Quality on the Boardroom Agenda (B) 3. Handling Dilemmas in the Supply Chain 3.1. Case: Numico (A): Delivering Innovation through the Supply Chain 3.2. Case: Numico (B): Transforming the Supply Chain to Support New Realities 3.3. Case: Numico: King Project 3.4. Case: ABB Transformers 3.5. Case: Hewlett-Packard: Creating a Virtual Supply Chain (A) 3.6. Case: Hewlett-Packard: Creating a Virtual Supply Chain (B) 4. Making the Supply Chain Work 4.1. Case: Novo Nordisk Engineering: Running for Fast-track Project Execution 4.2. Case: Building Partnerships: Reinventing Oracle’s Go-to-Market Strategy 4.3. Case: LEGO: Consolidating Distribution (A) 4.4. Case: LEGO: Consolidating Distribution (B) 4.5. Case: Freqon: Buyer–supplier Evolution? 4.6. Case: Unaxis: Going Asia (A) 4.7. Case: Unaxis: Going Asia (B) 5. Sustaining Supply Chain Alignment 5.1. Case: The "mi adidas" Mass Customization Initiative 5.2. Case: Hilti (A): Gearing the Supply Chain for the Future 5.3. Case: Hilti (B): Reflections and Outlook

Carlos Cordón is LEGO Professor of Process Management at IMD, Switzerland. He is an expert on business models, value chains and process management and is the co-author of The Power of Two: How Smart Companies Create Win–Win Customer–Supplier Partnerships that Outperform the Competition (Palgrave Macmillan, 2008).Kim Sundtoft Hald is Associate Professor in Supply Chain Management and Performance Management at Copenhagen Business School, Denmark. He has published in leading international academic journals, including Industrial Marketing Management, Management Accounting Research and Global Journal of Flexible Systems Management, and has contributed to several books, such as Leading in the Top Team: The CXO Challenge and Managing the Global Supply Chain.Ralf W. Seifert is Professor of Operations Management at IMD and Professor of Technology and Operations Management at the College of Management of Technology at Ecole Polytechnique Fédérale de Lausanne (EPFL). He is director of the Mastering Technology Enterprise (MTE) programme and has designed and directed numerous company-specific general management programmes. Based on his work with companies, Professor Seifert has co-authored more than 30 case studies winning five case awards. He continues to actively research issues of supply chain strategy, supply chain finance and technology management and has more than 50 articles and international conference presentations to his credit

• Introduction 1. Thinking Strategically about Supply Chain Management 2. The Supply Chain: Key Driver of Your Business Model 2.1. Case: Luxottica: Sustaining Growth in Challenging Times 2.2. Case: MAS Holdings: Providing Design to Delivery Solutions to the Global Apparel Industry 2.3. Case: Nestlé: Quality on the Boardroom Agenda (A) 2.4. Case: Nestlé: Quality on the Boardroom Agenda (B) 3. Handling Dilemmas in the Supply Chain 3.1. Case: Numico (A): Delivering Innovation through the Supply Chain 3.2. Case: Numico (B): Transforming the Supply Chain to Support New Realities 3.3. Case: Numico: King Project 3.4. Case: ABB Transformers 3.5. Case: Hewlett-Packard: Creating a Virtual Supply Chain (A) 3.6. Case: Hewlett-Packard: Creating a Virtual Supply Chain (B) 4. Making the Supply Chain Work 4.1. Case: Novo Nordisk Engineering: Running for Fast-track Project Execution 4.2. Case: Building Partnerships: Reinventing Oracle’s Go-to-Market Strategy 4.3. Case: LEGO: Consolidating Distribution (A) 4.4. Case: LEGO: Consolidating Distribution (B) 4.5. Case: Freqon: Buyer–supplier Evolution? 4.6. Case: Unaxis: Going Asia (A) 4.7. Case: Unaxis: Going Asia (B) 5. Sustaining Supply Chain Alignment 5.1. Case: The "mi adidas" Mass Customization Initiative 5.2. Case: Hilti (A): Gearing the Supply Chain for the Future 5.3. Case: Hilti (B): Reflections and Outlook

Carlos Cordón is LEGO Professor of Process Management at IMD, Switzerland. He is an expert on business models, value chains and process management and is the co-author of The Power of Two: How Smart Companies Create Win–Win Customer–Supplier Partnerships that Outperform the Competition (Palgrave Macmillan, 2008).Kim Sundtoft Hald is Associate Professor in Supply Chain Management and Performance Management at Copenhagen Business School, Denmark. He has published in leading international academic journals, including Industrial Marketing Management, Management Accounting Research and Global Journal of Flexible Systems Management, and has contributed to several books, such as Leading in the Top Team: The CXO Challenge and Managing the Global Supply Chain.Ralf W. Seifert is Professor of Operations Management at IMD and Professor of Technology and Operations Management at the College of Management of Technology at Ecole Polytechnique Fédérale de Lausanne (EPFL). He is director of the Mastering Technology Enterprise (MTE) programme and has designed and directed numerous company-specific general management programmes. Based on his work with companies, Professor Seifert has co-authored more than 30 case studies winning five case awards. He continues to actively research issues of supply chain strategy, supply chain finance and technology management and has more than 50 articles and international conference presentations to his credit

• Introduction 1. Thinking Strategically about Supply Chain Management 2. The Supply Chain: Key Driver of Your Business Model 2.1. Case: Luxottica: Sustaining Growth in Challenging Times 2.2. Case: MAS Holdings: Providing Design to Delivery Solutions to the Global Apparel Industry 2.3. Case: Nestlé: Quality on the Boardroom Agenda (A) 2.4. Case: Nestlé: Quality on the Boardroom Agenda (B) 3. Handling Dilemmas in the Supply Chain 3.1. Case: Numico (A): Delivering Innovation through the Supply Chain 3.2. Case: Numico (B): Transforming the Supply Chain to Support New Realities 3.3. Case: Numico: King Project 3.4. Case: ABB Transformers 3.5. Case: Hewlett-Packard: Creating a Virtual Supply Chain (A) 3.6. Case: Hewlett-Packard: Creating a Virtual Supply Chain (B) 4. Making the Supply Chain Work 4.1. Case: Novo Nordisk Engineering: Running for Fast-track Project Execution 4.2. Case: Building Partnerships: Reinventing Oracle’s Go-to-Market Strategy 4.3. Case: LEGO: Consolidating Distribution (A) 4.4. Case: LEGO: Consolidating Distribution (B) 4.5. Case: Freqon: Buyer–supplier Evolution? 4.6. Case: Unaxis: Going Asia (A) 4.7. Case: Unaxis: Going Asia (B) 5. Sustaining Supply Chain Alignment 5.1. Case: The "mi adidas" Mass Customization Initiative 5.2. Case: Hilti (A): Gearing the Supply Chain for the Future 5.3. Case: Hilti (B): Reflections and Outlook