The principal purpose of this book is to appraise the degree of flexibility in the supply chain of a UK-based oil and gas service company due to order pattern disruption arising from its offshore operations. The need for a flexible supply chain in an organisation is indisputable owing to the frequency of disruption in organisations in recent times. Baker Hughes UK was used as a case organisation because of its enormous involvement in offshore service operations. These operations constitute the flow of information and equipment to offshore locations where they are needed and vice versa for redressing and maintenance. Another reason for using the case organisation and sector is to fill the gap in previous studies as more attention has been diverted to organisations involve in core manufacturing and marketing such as the grocery retail organisations.