"Doug, that was quite a presentation your team made. I think even Tim was impressed," Joe Andrus smiled as he congratulated Doug. "SCM has delivered some outstanding results. Olympus's future looks bright, but for how long? You know how quickly things can go south. Just look at Carrefour. They're our largest customer outside the United States. Five years ago, they looked invincible. Today, the rumor mill says Carrefour is vulnerable to a hostile takeover." "Joe," Doug interrupted, "I'm not sure I want to hear what you're going to say next. The last 2 years have been a rough ride." "I'm sure they have. Nevertheless, we both realize that Olympus's recent competitive woes resulted from complacency. We didn't adapt; we weren't meeting customers' needs. We can't let that happen again. Your team has helped set a new course for the company. Now, we'd like you to take on a new role at Olympus-chief supply chain officer. As a member of the executive council, we want you to make SC processes and thinking part of Olympus's culture. We need to be lean and innovative! Anyway, congratulations, we'll talk again early next week. For now, take your team out to dinner and celebrate. Tomorrow, start thinking about where you want to take SCM next. We trust you, Doug, and want to see what you can do for an encore!" Consider As You Read: 1. Explain how the results achieved by the SC task force could actually lead to complacency. 2. If you were Doug, where would you focus your efforts to (a) keep complacency at bay, (b) drive constant innovation, and (c) make SC thinking part of Olympus's culture? 3. What cultural and structural barriers is Doug likely to encounter as he continues the SC journey?