This situation led to a number of problems which had a direct impact on performance in a number of ways. First of all, the supply chain had a functional orientation with limited transparency, leading to a reactive behavior with fluctuating goods availability (sometimes stock-out situation and sometimes over-stock). IKEA also used extensive manual work in its planning processes and the planning was based on fragmented and unreliable planning information. Hence, there was a lack of trust between different parts of the supply chain, which further exacerbated the bullwhip effects in the supply chain. Other problems related to the supply chain performance were: difficulties in data maintenance, a lack of proper follow-up tools to monitor forecast deviations, difficult to change mindsets among users, and no synchronization of order and stock data, to name but a few.