Protagonist The main decision-maker in this case is Dave Richardson, Corporate Manager of Vehicle Planning at Nissan Canada Inc. (NCI). The Problem Richardson has been tasked with evaluating a major process change: the transition from a make-to-stock to a make-to-order system under the new Integrated Customer Order Network (ICON) initiative. His challenge is to assess whether ICON will meet customer and dealer expectations while still aligning with the operational capabilities of Nissan's global supply chain. Identified Analytical Issues and The Data Stakeholder Analysis helped clarify the different needs of dealers, manufacturing, and suppliers. For instance, dealers are focused on customization and faster delivery, while manufacturing teams prioritize efficiency and stability (Varvasovszky & Brugha, 2000). Process Mapping highlighted the gaps between Nissan's current and proposed vehicle ordering systems. The make-to-stock system often led to mismatches between dealer inventory and customer demand. The new system aims to improve alignment but introduces new complexity (Heher & Chen, 2017). A SWOT analysis revealed internal strengths, including Nissan's established dealer network, and weaknesses, such as rigid production scheduling. External opportunities include rising demand for customized vehicles, while threats involve supplier readiness and change management (Teoli et al., 2023). Risk Matrix was used to identify and prioritize implementation risks. This included everyth