Written by well-known researchers in the field, this book addresses the changes that have occurred and are still unfolding at various organizations that are involved in building real-time supply chains.  The authors include various case studies throughout using leading international companies as examples to illustrate the rapid transformation of the organizations.  The LIVING principles associated with the rapid digitization and technology changes occurring in the global economy are discussed, along with the push to become more sustainable and responsive to customer needs.  Utilizing the LIVING framework allows readers to consider the following dimensions: Live - Do you have a real-time (LIVE) view of your information?; Intelligent - Are you able to connect the essential leverage points in your network through cloud, mobile, and other mediums that provides a platform for analytics?  Can you track the DNA of your supply chain at a part number level, globally?; Velocity - Is your entire enterprise and network focused on moving assets faster than ever before in its history?; Interactive- Is there a common governance structure that defines how observations are translated into issues, monitored, validated, and translated into specific actions and responses?; Networked - Is your multi-enterprise supply chain networked in such a manner that a common and aligned view of business priorities and actions aligned with trusting relationships common to everyone?; and Global - Is your network truly global, with a common cultural understanding that transcends borders and views enterprise relationships as a long-term asset that drives growth and transparency anywhere in the world?  Each chapter is focused around the LIVING framework and address the changes occurring at Flextronics (an international supply chain solutions company that offers design, manufacturing, distribution, and aftermarket services to original equipment manufacturers), and also brings in other examples of organizations going through a similar set of changes including Nike, Caterpillar, Honda, and Toshiba, among others.  The authors draw on the scholarly work associated with complex systems theory to address how organizations adapt in the face of dynamic change and evolve over time, with those organizations best able to adapt ultimately surviving.  In addition, the authors stress that organizations in the supply chain must begin to think of not only their local environments, but extend their strategies to consider all of the participants in the supple chain.

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