Supply chain management simply isn't good enough anymore. Today, you must have a combination of strong executive leadership, careful process redesign and demand-driven supply networks.

A coordinated, well-rehearsed strategy gets P&G back on line in New Orleans in record time. And the company learns some lessons for the future.

The manufacturer says that returns management works best when every department-and each trading partner-understands it has a role to play in controlling unsaleables.

IBM at one point had 30 supply chains, one for each of its business units, with each considered a necessary cost of doing business. Today the Integrated Supply Chain at IBM is an innovative, strategic business unit that delivers significant cost savings, competitive advantage and enterprise alignment.

The high-tech giant's buy-sell program ensures the best price and highest quality of parts, even though someone else is making the finished goods.

The chemical company launched a proactive initiative to reduce the company's risk profile, improve public safety and provide industry leadership on a safe and secure chemical supply chain.