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Outlines cost benefits for information system implementation using electronic data interchange as the enabling tool. Highlights rarely cited on‐cost benefits through the examination of supply chain dynamics, and their relative reductions created through increased stability. Examines two business re‐design strategies, namely lead time reduction via information systems implementation and information integration in the form of actual customer demand fed forward to all supply chain members. Highlights global integrated logistics information systems and describes their role in overall supply chain system optimization.

There are three possible outcomes following the undertaking of BPR projects. First, a BPR programme may fail in the short or long term either because it is improperly implemented or because there is no effective follow‐up. Second, a BPR programme may be deemed satisfactory in outcome yet still does not appear to significantly improve bottom‐line performance. Finally, there is the BPR programme which is highly successful and significantly improves the bottom‐line performance. It is identifying the last category which is the subject of this paper. In our view, to maximise the probability of making a major impact on the supply chain bottom line, BPR programmes should be planned to have adequate SCOPE. This is a three‐dimensional model of the change process with breadth, depth and width axes. Our approach to evaluating BPR impact is illustrated by application to the product delivery process of an electronics products supply chain. The prediction of improved performance is demonstrated via a dynamic simulation model of a real‐world supply chain as a function of the particular implementation phase of the BPR programme. The eventual improvement in performance obtained after a number of years progress is very significant. Indeed, in material flow terms, it is now a structurally much improved, robust and internationally competitive supply chain.

The relevance and importance of the high technology small firm sector to economies has been discussed by a number of authors and new technology‐based firms (NTBFs) have been viewed as having a very important role to play in job creation and as the seedbed of emerging industries. This paper illustrates the findings from a study involving 20 NTBFs based in the Aberdeen area of Scotland where small firms account for a large proportion of exports from the area. The methodology employed involved in‐depth interviews with owners, directors or senior managers. The sample was comprised of engineering companies, software developers, analytical services, instrumentation specialists and a biotech company. the strategic process was explored within each organisation and the difficulties that these NTBFs have in formulating strategies were identified. Questions were asked about relationships with stakeholders and the impacts of support mechanisms for the organisation in practice. Barriers to growth and development were identified and a model of the most important strategic issues was proposed which NTBFs could relate to. Key policy issues which the NTBFs consider important for their strategic growth included innovation, internationalisation, human resources and collaboration. Policy implications at the organisational, local and national levels are highlighted.