Foreword
It must have been in early 2006 when I first discovered John Gattorna and was introduced to the concept of dynamic supply chain alignment. While I was fully aware of segmentation strategies, I hadn’t seen many segmentation strategies that had been implemented successfully, and fewer still that had really driven customer loyalty and its desired business benefits. Segmentation was usually applied around the go-to-market channels, the regional structure or, worse yet, the commercial organizational structure. I had never seen segmentation of the supply chain applied around the customer, and certainly never around customer buying behaviours. Even using the word ‘behaviour’ in discussions about the supply chain was a new and curious concept. ...
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