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Chapter 11 • Supply Chain Management 329

enterprisewide view is critical in dealing with supply chain efforts. For an organization to
make such a transition is difficult from a number of perspectives.
Indeed, when Limited Logistics Services (LLS), which supplies global logistics
management and leadership in support of the supply chains used by Limited’s brands,
initially tried to integrate the far-flung supply chain logistics operations of Victoria’s
Secret, Bath & Body Works, and the like, it ran into strong pushback from brand execu-
tives. It was only after the brand managers saw retail sales increase and the time needed to
get products to market reduced by as much as 10 days as the result of the effort—and COO
Schlesinger began pushing the initiative—that brand executives got with the program.
Limited has worked with a lot of vendors on supply chain–related software projects,
including Tibco Software, which develops business integration packages. Limited brought
in Tibco to build a global application integration platform to track and manage the flow of
information better as it moves through a supply chain that extended around the globe.
As a first step, vendor and client went through an assessment phase beginning with
business processes. Using Tibco’s business integration software, Limited partnered with
Tibco to establish real-time reporting and communications with delivery agents and to
integrate Limited’s outbound supply chain accountability and reporting (OSCAR) applica-
tions with its logistics applications. Limited stated in 2004 that as many as 45 delivery
agents will be integrated into OSCAR, which aids with merchandise flow, data control, and
data facilitation.
Limited has now managed to consolidate its technology operations into a single shared
service for all of its brands. This is operated centrally by Limited Technology Services, a
subsidiary company run by CIO Jon Ricker. It employs some 750 IT professionals and has
an annual budget of approximately $150 million; however, there is still an enormous amount
of work to be done before the overhaul is completed. What should Jon Ricker do?

CASE QUESTIONS
1. Discuss the role of SCM in retail industry. Give examples from the two cases.
2. Is Zara’s competitive strategy aligned with supply chain strategy? Explain.
3. Discuss the role of Zara’s SCM system. Suggest how it can be improved.
4. Discuss briefly the supply chain problems faced by The Limited.
5. Is “integrated brand delivery” a correct SCM strategy for The Limited? Explain.