A commonly used maxim is global coordination and local operation, which relates to laying out the flow of information and coordination differently from the map of the physical operations. For example, Hewlett-Packard (HP) operates a globally consistent and coordinated structure of product finalisation and distribution in contrast to its continental operations. The company runs a final manufacturing and central distribution operation in Europe, the United States and Asia for each continent. The operations are structured and run exactly the same, with the only difference being the regions and customers. Furthermore, including tiers of players in the supply chain, these operations are largely outsourced. Facilities are often owned and operated on a dedicated basis by a contract manufacturer and third parties. Hewlett-Packard only brings in some management to assure global coordination. Thus, although HP operates in a globalised way, its products are tuned to local markets by means of local logistics operations. Therefore developments in ICT do not eliminate the need for such local operations.