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In August 2011, a little-known former chief procurement officer stepped into the shoes of the most celebrated chief executive on the planet. Up to that point, Tim Cook had spent his career in the backroom divisions of technology companies, far from the glare of publicity. He had been director of fulfillment at IBM and, briefly, CPO at Compaq Computers before joining Apple as senior vice president of worldwide operations and taking charge of procurement. Now he was going to replace the creative genius who had founded Apple Computer Inc. and who had, after a twelve-year hiatus when he left the company to pursue other interests, returned as a savior and made it into the epitome of cool: the irreplaceable Steve Jobs. At the time, Cook’s elevation to the top job was highly controversial. Many industry observers questioned whether he was the right man to run a company where style and “looks” were seemingly paramount. And the doubters appeared to be vindicated when, a couple of months later, Cook launched the iPhone 4S to a muted reception. As the New Yorker reported: “Apple seemed to stumble with its theatrics. The company held one of its fabled launches—led for the first time by the bespectacled Tim Cook, not the turtlenecked Steve Jobs—and bored people.”1 But there were others who hailed Cook’s appointment as being truly inspired. For them, it showed that the board—and Jobs, who had handpicked Cook as his successor—understood what made Apple tick: its supply chain. In a world of hyperconnectivity created by rampant globalization, Apple had shown itself to be a master of procurement, working with suppliers around the world to create the highest-quality and most-innovative products, all for the best price. The iPhone was (and remains) the classic example of a modern global product: designed at Apple’s headquarters in Cupertino, California; assembled by workers at Foxconn’s factory in the Chinese city of Zhengzhou, southwest of Beijing; and made of raw materials and components sourced from forty-three countries across six continents.2 In 2018, Apple shipped more than 217 million iPhones.3 Never before has such a complex product been manufactured in such numbers. The next few years proved that the skeptics were wrong about Cook. He demonstrated that he knew how to deliver spectacular profit numbers that kept shareholders happy. Under his guidance, Apple has gone from strength to strength. In 2022, it reached an astonishing $3 trillion in market valuation, having become the first public company to reach $1 trillion just four years earlier.