Introduction The Norrkoping project was a serious undertaking by Carlsen company. This company had two other stores, in Stockholm and Copenhagen and looked to open a third as part of their expansion strategy. Findings of their research identified photo resist image processing as an under developed sector of the market. The availability of market for their goods as was presented by Argsten also influenced them into pursuing the move (Slack, 2001). The major undoing for Carlsen in their quest for dominance was their inexperience. Lack of prior knowledge in the intricacies of management, coupled with the magnitude of operations posed enormous challenges. In addition to, this, most of the people the newly assembled workforce lacked requisite experience in the field. Most of them had left other employment avenues in order to pursue a new one, as was stated by the management (Slack, 2001). It was crucial for the persons safeguarding the process to come up with the requisite strategies to ensure that issues progressed in reference to the stated objectives. In the event that this could not be achieved then, the intricacies of management would have taken centrestage consequently diminishing the process capacity (Slack, 2001). Background information It has been stated by scholars that supply chain management refers to a business model, which is a necessity for survival of the business and requires the involvement of all employees. Supply chain management should not be defined like business function (Douglas, 2010). The modern-day culture requires environmental and social responsibility, due to the abundance of risks and increasing customer pressure. In addition to, these factors, the management is expected to steer the firm to profitability, by increasing revenue growth and market share (Lambert 2008). This makes it imperative for management to realize that success is pegged on the ability to integrate business relationship to benefit both the organization and the clientele. Dominion over this network is referred to as supply chain management, and it requires cross functional amalgamation across all firms that constitute the network (Stadtler and Kilger 2008). Understanding their execution ensures managers appreciate the importance of larger chains and the roles they play in increasing shareholder value in addition, to a sustainable competitive advantage. It assimilates logistics to the manufacturing schedule to ensure raw materials are received, and finished products are dispatched efficiently. This also ensures time and cost effectiveness is integrated into the process (Gattorna, Ogulin, & Reynolds, 2003). The process allows for the advancement of products by organizations in a manner also shown by outsourcing. It allows for specialization of labor and assembly of the most excellent partners offering contributions to the product value chain. This boosts the overall employee performance and effectiveness. The process is popular since members can contribute to and access information from the site without maintaining distinctive relationships (Gattorna et al ., 2003). Commisioning of the Norrkoping plant Production services commenced officially in 2001, after rigorous methods had been employed during staff recruitment and training exercises. It should be noted, that from an initial pool of 500 hopefuls, only 50 made the interview and 19 were employed by the plant. It wa