In this study, the authors examine two global firms that are both driven to become orchestrators of their respective global business networks, where product design, distribution, and manufacturing are managed as one coordinated whole. However, each firm has pursued a different business strategy to develop demand-supply synchronization capabilities. By conducting a comparative case analysis of both firms, differences and similarities are assessed in an effort to understand how IT capabilities and business network structure can be aligned to leverage global resources, synchronize demand and supply, and develop business network agility on a global scale.
