When the pieces come together, can assuming a supply chain orientation with the right kinds of activities really produce the results envisioned by proponents. Consider the often-reported financial turnaround of Apple Computer. To help avoid financial ruin, Apple has pursued an impressive array of purchasing and supply chain activities to manage product demand, inventory investment, channel distribution, and supply chain relationships. The company reduced its product line by almost half, forecasted sales weekly instead of monthly with daily adjustments to production, and relied on suppliers to manage inventory for standard parts and components. Apple also formalized a partnership with a supplier to build components close to Apple facilities with just-in-time (JIT) delivery, created a direct ship distribution network through the Web, and simplified its finished goods distribution channel. Because of these activities, Apple now rivals, and sometimes exceeds, Dell Computer in terms of supply chain performance.