Supply chain leaders in the oil and gas industry face significant logistical challenges regarding the efficient and safe delivery of undamaged products to their customers. Within the conceptual framework of business process orientation theory, the purpose of this multiple case study was to explore the strategies that supply chain leaders used to ensure delivery of undamaged goods to their customers. Four supply chain leaders in the oil and gas industry in Texas were purposefully selected as participants because they had successfully implemented strategies to ensure the delivery of undamaged goods. Data were collected through semistructured interviews and review of publicly published documents from 4 companies. Data were analyzed using Yin's 5-step data analysis process of compiling, disassembling, reassembling, data interpretation, and conclusion. Four themes emerged from the analyzed data: process strategy, inspection strategy, information technology strategy, and employee training strategy. The findings of this study may provide knowledge to business leaders on how to reduce the cost of product delivery and increase profitability. The study's implications for positive social change include the potential for supply chain leaders to reduce material wastage and environmental pollution through the safe delivery of undamaged oil and gas products to customers.

Uppsatsen, som tar avstamp i Ekonomistyrningsverkets kritik från 2008 och 2010, handlar om hur Försvarsmakten kan arbeta med processorientering för att möta Ekonomistyrningsverkets kritik avseende styrning och kontroll av organisationen. Intervjuer har genomförts med Högkvarterets analyschef på PlanEk och med kvaliteschefen på Södra Skånska Regementet P7 i Revingehed. Resultatet visar att det är stora skillnader mellan förbandet P7 och Högkvarterets syn på processorientering. Utbildning och en gemensam vision om processorienteringen kan vara nyckeln för att Försvarmakten ska vara en organisation som nyttjar processorienteringen på ett effektivt sätt / The essay, which have The Swedish National Financial Management Authority criticism from 2008 and 2010 as a starting- point, deals with the question how Swedish Armed Forces can adopt Business Process Orientation in order to respond to the criticism mentioned above. Interviews have been carried out at Armed Forces Headquarters (Head of Analysis at PlanEk) and South Skåne Regiment P7 (Quality Manager). The result of the study shows major differences between South Skåne Regiment and Armed Forces Headquarters referring to Business Process Orientation. Education and a common vision of what business process orientation is all about may be the key to how Swedish Armed Forces can use the Business Process Orientation to reach efficiency.