240 Supply Chain Excellence Further, as sales, order fulfillment, manufacturing, sourcing, planning, and product design teams worked to get product intro- duced and out the door, they all had their own ways of getting the work done, and ``exceptions'' were the norm. In one plant tour he had received from a shift foreman, he counted 45 instances in which he was told, ``It works like this except when those blankety blank engineers pull us in one direction, then the sales and customer ser- vice people yank us in another. How hard can this be?'' For a long time, the durable products group had been an early innovator in quick response and flexibility when faced with cus- tomer demands for new products, but the after-sale service business helped support ``life cycle management'' and showed the most po- tential for growth. It seemed like both parts of the business should use the same processes but, as the aftermarket business grew, walls were already begin established. Arvid knew that competitors were catching up--and no one