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In the fall of 2007, Jamie Allan, Head of Supply Chain at Outokumpu was preparing for a steering group meeting at which it would be decided whether to roll out across the entire organisation the piloted claims-handling initiative he and his team had been working on for the past 15 months. In order to pursue its strategic priorities, Outokumpu needed to become more customer-oriented and be recognised industry-wide as a service provider and thereby provide increased value to customers. Within the industry, delivery and price competitiveness were viewed as key to success. Therefore the ability to deliver steel to customers cost effectively had to be one of the major concerns of any industry player. Jamie and his cross-functional team of five managers had worked hard with a number of operational units to define the parameters of the initiative.