directs the massive corrugators, trimmers, slitters, and other equipment, which begin spewing out paper orders at 800 feet per minute. Computer-controlled conveyor belts carry the order to the loading dock, where forklifts equipped with wireless PCs take the load to the designated trailer. Truck drivers log on to the website and are told which trailer to haul to maximize their trip’s efficiency. The order is usually delivered to the customer the very next day. About 70 percent of Corrugated’s orders are submitted via the Internet and routed electronically to the plant floor. The system saves time and money for Corrugated by automatically scheduling special-order details and cutting out paper waste. For customers, it means faster service and fewer mix-ups. One customer, Gene Mazurek, co-owner of Suburban Corrugated Box Co., says it is “the best thing that’s ever happened. . . . It’s like Rick put his corrugating machine right inside my plant. For the integrated enterprise to work, horizontal relationships, such as those between Corrugated and its suppliers and customers, get more emphasis than vertical relationships. Enterprise integration can create a level of cooperation not previously imaginable if managers approach the practice with an attitude of trust and partnership, as in the inter organizational relationships described in Chapter 5.