Esquel Group is one of the world's leading producers of premium cotton shirts, and among the most dynamic and progressive global-scale textile and apparel manufacturers. The company was founded in 1978 in Hong Kong. Over the years Esquel, which was part of an old-fashioned industry, gradually grew to become a larger and more modern organization: it expanded its product offering as well as its scope of operations, adding to garment manufacturing the production of woven and knitted fabric, spinning operations, and eventually cotton ginning and farming; it opened manufacturing facilities outside China and multiple representative offices in the U.S., the U.K. and Japan; developed strong product development capabilities and expanded its service offering to its customers; and invested in supporting IT and supply chain management applications and applied advance RFID solutions to improve efficiency of internal operations. In parallel, a strong corporate culture was established, emphasizing ethical business practices, creativity, and continual improvement. All these initiatives provided Esquel with the means to offer high-quality, innovative products and services, and to secure a loyal customer base consisting of some of the world's best known and most highly respected brands. While striving to run a successful business, Esquel also took steps to ensure the well-being of its employees and to have a positive impact on society, and was devoted to protecting the environment in areas where it operated. Describes in detail the transformations the company has gone through over the years, and the uniqueness of its corporate culture, and product and service offerings. In addition, discusses the pros and cons of Esquel's strategy and provides some perspective about the future of the company (e.g., what steps it should take to meet its growth targets; how will the elimination of quota restrictions impact Esquel; etc.).

In addition to its world-class supply and demand chain management practices, Toyota Motor Co. Ltd excels in managing its service chain. The service chain, which the company views as key to its long-term success, is responsible for providing products in the form of service parts for maintenance and repair, and services in the form of improving the value that a customer derives from a vehicle. Service chain management is based on establishing strong links with customers, both through the dealer channel and directly. Describes the network that Toyota has created to provide reliable supply of service parts to dealers in an efficient manner and how the company proactively helps dealers improve their service offerings to customers. Also discusses how Toyota uses advanced technologies, such as e-commerce and telematics, to build strong relationships directly with the vehicle owners. Focuses on Toyota's operations in Japan and the United States.

The Toyota demand chain is efficient, flexible, customer oriented, and product specific. Studies how Toyota uses its advanced distribution channels, inventory management, planning methodologies, and production capabilities to create and manage its demand chain, with a particular focus on the Japanese and the North American markets. Uses the Toyota Prius and the Scion product lines to illustrate how Toyota adjusts its demand chain to fit a particular product and its target customers, utilizing as much as possible from its existing manufacturing and distribution infrastructure.

In 1998, STMicroelectronics initiated the e-Chain Optimization (eChO) project with one of its major customers in a joint effort to streamline the company's planning and replenishment operations. Prior to eChO, inefficient and disconnected manual processes were used to match customer demand with ST's fab capacity. This, combined with high demand uncertainty, resulted in inefficiencies in capacity utilization, inventory management, product-mix decisions, and capacity investments. As part of the eChO project, a new B2B system, based on RosettaNet standards, was put in place to enable collaborative planning and replenishments. The new solutions were to be based on a vendor-managed-inventory (VMI) model. The eChO project was successful, allowing both business partners to improve substantially the efficiency of their internal operations and increase customer satisfaction while simultaneously reducing their inventory-related and other operating costs. In addition, it helped foster greater customer loyalty. The discovery process for the first implementation project took a total of three years and required significant investments from both business partners. To reap the most benefits from this investment, ST had to apply the key findings and duplicate the RosettaNet-enabled business processes to other trading partners. However, ST was likely to face several major obstacles along the way, such as an unwillingness of other customers to make the required initial investments.

OnStar, a provider of in-vehicle safety, security, and information services called "telematics," was founded in 1995 as a collaborative venture among General Motors (GM), EDS, and Hughes Electronics Corp. Safety and security services, including roadside assistance, emergency help after a crash, remote diagnostics, and stolen vehicle tracking, were the cornerstones of OnStar's offering. In addition, OnStar provided its customers with a 24-hour connection to convenience services such as navigation and route guidance, vehicle location assistance, and personal concierge services. To generate more revenues, OnStar expanded its offering to luxury vehicles of other auto manufacturers. Looking back, Chet Huber, OnStar president, was quite satisfied with the company's achievements since it was founded: OnStar's subscriber base had grown to more than 2 million and the company was routinely recognized as the leading telematics provider in the world. OnStar was also delivering benefits to its parent company, GM. By maintaining one-to-one relationships with customers, OnStar helped GM sell more cars and trucks, strengthen customer loyalty, and improve operational efficiency. Although revenues for the world market of in-car telematics terminals were expected to reach $20 billion by 2010, competition in the market was intensifying. Richard Wagoner, GM's CEO, and Huber needed to explore a number of strategic and operational questions around the future of OnStar: How would OnStar create ongoing value to GM? How should OnStar position itself to gain high acceptance and subscription renewal rates? What further strategic partnerships should OnStar form to maintain its leadership? How should GM leverage the continuous stream of vehicle and customer data it received from OnStar?