Having an impressively long history and being accessible to the point where they have become household names, Nestle and Johnson and Johnson are the two companies that do not seem to become any less relevant now that they were several decades before (Collier & Evans, 2013). The organizations under analysis owe a significant part of their success to the specific method of inventory management, which they have adjusted for the rapidly changing economic environment of the global market in the 21st century. Both organizations have a similar set of inventories, which include raw materials, work in progress, or goods in process, and finished goods (Iwu et al., 2014). The specified set of inventories can be viewed as a standard one and does not incorporate any components that are uncharacteristic of other organizations and can be attributed to Nestle or Johnson & Johnson solely (Demeter & Matyusz, 2011). It should be noted, though, that each company keeps its inventory characteristics unique. Nestle, being the company that works in the food industry, can define its raw material inventory as perishable in arrange of cases; the same can be said about the items that are characterized as work-in-progress (WIP) ones, as well as finished goods. Therefore, time is of the essence of the company. Johnson & Johnson, in its turn, may identify its raw materials as those acquired from natural resources (such as palm oil) and, therefore, requiring a sustainable approach in their use. Also, the company produces medical devices and diagnostic segment, which allows for defining the organization’s inventory as technologically advanced and diverse (Jha, 2015). The technological devices mentioned above can be classified as finished goods, whereas the parts, which they are assembled from, are the WIP inventory. As it has been stressed above, Johnson & Johnson has its services and goods integrated and connected closely. However, instead of catering to the needs of their target population, i.e., individuals, who use Johnson & Johnson’s brand products, the organization caters to the needs of other firms and entrepreneurs, who may find interest in “access to a broad array of products, including personal lines, commercial lines, and premium financing” and the related facilities (Johnson & Johnson Agency to Acquire Sunbelt General Agency From American Modern Insurance Group, 2010). To be more specific, the organization provides services that help the company expand and become more influential in the global economic environment. While the approach in question may be viewed as efficient from the perspective of an expansion strategy, the organization may need to consider the design of the services that will be related directly to its products (e.g., opening a chain of beauty parlors). Nestle, in its turn, also seems to be deviating from the standard pattern of linking services closely to products. Specifically, the organization aims at providing the services that have seemingly few links with the products that the organization sells to its target audience. Specifically, the company aims at offering its services to not only customers but primarily retailers and partners, according to the official statement issued by the organization: “Putting our customers, our retailers and our wholesalers first really is our top priority” (Customer services, 2015, par. 1). Therefore, though both companies must have put a lot of effort into the means of integrating the design of their services and products