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Companies like VideoShare are providing streaming technologies to serve this application Corporations can narrowcast their annual general meeting to shareholders across the globe, with no more than an eight (or so)-second delay This allows market-sensitive information to be delivered in a fair and managed way, without giving some viewers a benefit over others From a human resources perspective, streaming media has many applications Staff alignment, training, internal company news, procedures, and new recruit induction can all be delivered using streaming media, both on demand and live Indeed, many companies may encourage outside-hours access to employees, secured using Virtual Private Networks (VPNs), to allow skills improvement and training, using the company s own internal training materials Streaming media employed to enrich extranet content between a company and its key partners is another obvious use of the technology.

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To see regular, timely updates of information, presented in accessible and high-impact ways, provides added value for both parties As an adjunct to a sales force in the field, streaming media is possibly unparalleled Up-to-the-minute competitive information, sales training materials, marketing communications, and tactical communications col*This proposition was first put forward in Coase's ground-breaking 1937 book, The Nature of the Firm Coase won the Nobel Prize for Economics in 1991 A reprinting of many of his seminal works, including a chapter on the nature of the firm, is currently available in the book, The Firm, The Market and The Law, by Ronald Coase, published by the University of Chicago Press, 1990 (ISBN 0226111016)..

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A first step was to integrate the functions having an impact on the customer experience materials management, logistics and warehousing, customer service/call centers, receivables management, customer and product master data integrity within a single group. Today, 350 employees report to this department, headed by Vice President of Customer Supply Chain Operations Meg Ressner. We intentionally put customer in front of our organization s name to make sure that we were really driving the culture of the supply chain to be end-to-end and externally focused, she says. The other thing we re

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trying to do is distinguish the process of supply chain from the organization that operates many of the processes. Ressner s group sits inside a broader organization called Supply Chain and Technology Solutions (SCTS), headed by David Johns. The reason for the differentiation We ve been trying to help our company see that the supply chain is a business process that touches everybody in the company. SCTS focuses on the processes, by operating them, deploying technology that supports them, or encouraging process innovation and enhancements. OC has recognized the value in combining the technology and supply chain process function in one organization. Johns OC has recognized explains the rationale: We wanted to leverthe value in age the resources we have across the enterprise, do things faster, and improve the combining the service we can provide. The company also technology and wanted to be more flexible in its response to supply chain process customers. Because OC had had a do everything for everybody mentality a functions in one decade ago, company costs were too high, and, as Johns says, We weren t really able organization. to grow, because we didn t have a consistent, coherent strategy. In those earlier days, we did understand that simple, common, and global were key operating principles and they remain so today but now we understand that flexibility is the key competitive advantage, Johns says. He contrasts this customer-facing perspective with OC s historical focus on manufacturing efficiencies: Our philosophy as a 60-yearold manufacturer was long product run times. And that strategy had all sorts of implications. But today, with a focus on flexibility, we re looking at market-driven lead times for product delivery and our ability to quickly respond to big changes in demand.

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