After this week’s readings, and various discussions during my previous modules, it has become increasingly evident that a firm should not act separately, but rather as an “extended enterprise” - an erosion of functional barriers, increased sharing of information, cross functional processes, and horizontal platforms where the “supply chain becomes a confederation of organizations that agree on common goals, each contributing specific strengths” (Christopher, 2011)

In theory, the natural and logical progression towards an advanced supply chain system is where a “series of relationships between partners is based upon value added contributions and exchange of information” (Christopher, 2011). It is difficult to imagine that the reaction of a fully synchronous supply chain in my industry is entirely feasible. In reality, all industries would call for the combination of various players who stay true to their core strengths to work together to form a sustainable advantage, through a web of relationships. If we examine the challenges of supply chain integration as described by Christopher (2011), it is said that (1) collective strategy development, (2) win-win thinking, and (3) open communications are all fundamental elements of a synchronous supply chain. I am doubtful whether the business environment in Mozambique is conducive to the requirements needed for cooperation, creation of visibility and seamlessness of differing procedures without affecting customer retention – unless the effort is done in-house rather than between incapable market participants. “Perhaps the biggest breakthrough prospect lies in achieving truly integrated decisions support systems that link all parties.” (Gattorna, 1998) If we consider the role of supply chain orchestration in the move towards integration in the maritime sector in Mozambique, then perhaps the “prisoners dilemmas” can be