1. ¹Volvo IT, University of Göteborg and Viktoria Institute, Göteborg, Sweden
2. ²IT-University of Göteborg and Viktoria Institute, Göteborg, Sweden

Correspondence: Magnus Holmqvist, Volvo IT, University of Goteborg and Viktoria Institute, Horselgangen 4, Göteborg SE-417 56, Sweden. Tel: +46 31 32 22733; Fax: +46 31 77 28963; E-mail: Magnus.Holmqvist@volvo.com, www.viktoria.se, www.volvo.com, www.gu.se, www.ituniv.se

Received 18 May 2005; Revised 19 June 2005; Accepted 9 January 2006.

Abstract

This paper examines a business and IS/IT initiative at Volvo that involves managing the development and implementation of an agile aftermarket supply chain. The case is based on Volvo's global initiative to create a platform, Web services, and a Web portal for selling spare parts over the Internet. Creating and integrating a new platform is difficult, and establishing new relations in global aftermarket logistics is even more challenging. Agility relates to an organisation's ability to sense and respond rapidly to unpredictable events in order to satisfy changing customer demands. Volvo's effort illustrates agility as achieved by working continuously with scenario development and keeping implementation projects to a comprehendible size in order to nurture learning. The effort involved direct actions to manage both the technology and the relations among supply chain actors. As this case shows, continuous implementation projects can deliver innovation in new relations and through new channels – particularly if projects address agility from the start.