Several questions, which are also stated at the end of the case, pose plenty of reason for contemplation of the following: 1. What more could Scott Tilden, the supply chain manager, have done to make

Several questions, which are also stated at the end of the case, pose plenty of reason for contemplation of the following:

1. What more could Scott Tilden, the supply chain manager, have done to make the case for more resources, getting buy-in, or qualifying more suppliers? (We suggest that you revisit the topic of segmented supply from a previous SCM course to ascertain how the urgency of the situation might have been elevated.)

2. Had he done all that he could, given the circumstances that stretched back many years?

3. Perhaps the most key question of all is, what should he do next?