The supply chain role in service excellence delivery, the rami- fication of its failure, and its repercussion are well understood. As a senior logistics manager explains, ‘‘If we fail at the logistics end, let’s say we don’t send the lobster, it’s going to impact the guest experience, even something as simple as a stockout of the visor with the ship’s logo will have a negative impact’’. While it is clear to most that the lobster example would impact the lobster dinner, more subtle items that impact just a handful of guests are seen just as critical in ensuring the ‘‘perfect guests experience’’. As a logistics supervisor explains, ‘‘It’s about the passengers onboard. I’ve been a passenger onboard cruise ships myself. I understand what we do here does impacts the passengers onboard ships, the quality of the product’’. Employees are aware of the impact of logistics on the ship’s operation. As a logistics supervisor explains, ‘‘I don’t differ- entiate a box of pens from an engine spare part. If somebody ordered it, then that means there is some kind of importance re- lated to that’’. This entrenched sense of support for the service operations is what drives the employees in trying to excel in their logistics operations. It also shows the understanding that the smallest item can have an impact on the operation. While most people understand the urgency of missing an engine part, being out of pen could be as critical in a service or business environment.