1 Map the Xerox segments and market response (Figures 7.4 and 7.5) onto demand influences and supply capabilities in Figures 7.2 and 7.3 as far as you can, making assumptions where necessary. How closely does the ‘actual’ match the ‘theoretical’?

By the middle of the 1990s Xerox had integrated its European manufacturing and logistics processes and organisations developing an end-to-end approach to its supply chain. This had delivered massive financial benefits to the company both in terms of inventory reduction and operating cost. At the time, it was to launch a new range of products and to extend its market coverage and it was recognised that the predominantly ‘one size fits all’ approach to customer fulfilment was not competitive. The company embarked on a programme of asking customers about their requirements for overall fulfilment and understanding supply chain competitive performance.