Supply chain integration simply refers to the continuous process of adopting integrated management techniques by an organization in order to improve the association between the end consumers, suppliers and the OEM, Organization Equipment Manufacturer. The primary objective of this is to optimize the creation and distribution of products (Jinqing, Zhizhong, Hai and Yalu 2009: P14). An economist Martin Christopher gave a simpler definition of the term stating that “supply chain integration is the continuous process of extending the logic of (logistics) integration outside the boundaries of a firm to include suppliers and customers” (Christopher 1992: P15). There are three major types of supply chain integration, namely, internal integration, supplier integration and customer integration. For the above-mentioned types of integration (internal, supplier and customer ones) to be implemented successfully in an organization, there must be presence of some general driving forces that encourage their realization. Below are some of the forces driving increased integration. The first ones are globalization and customization of products. Mass communication has played a major role in encouraging these by informing customers of the new products in the market that are customized to satisfy their specific needs. Customers’ needs vary on daily basis, and these changes dictate the fluctuation in the market. The second driving force is a high overall quality, which is brought about by the increased consumer affluence and stiff competition in the market (Simchi-Levi, Kaminsky and Simchi-Levi 2000: P23). High competition in the market is positive but indirectly advocates for manufacturing the products of a better quality. Customer integration also plays a major role in this process as the customers’ demand for high quality products is respected by the manufactures hence the improvement in the quality of the products. Faster product development and product life cycles are the other driving forces (Enrique 2010). Every day, companies are customizing their products in accordance with the consumers’ demands with the aim of gaining an added advantage over other competing firms. Reduction of the product’s development cycle means faster production of new diversified goods that meet the needs of the consumers (Haozhe 2010). As you know, in the business world, the introduction and implementation of any new idea come with new costs that are either incurred or foregone by the organization. The same case applies to the introduction and implementation of supply chain integration in an organization. Some of the costs that are either devolved or preceded by a firm in the process of supply chain integration include increased time devoted to personnel’s training, supporting and managing the whole process, costs of buying appropriate software and information systems to facilitate the smooth running of the process, production stoppages during the transformation period, etc. And lastly, opportunity costs in the supply chain integration may favor some business opportunities over others (Gene, 1988: P 34). An effective and performing supply chain is formed by highly interdependent relationships between suppliers, manufactures and consumers. Timely delivery of materials is crucial to elimi