The Economist (Sept 24, 2011) describes the Halewood plant (near Liverpool) , part of the Jaguar Land Rover plant owned by Tata Motors. Addition of the Land Rover to the plant has increased its manufacturing capacity and associated employment.  But growth in Liverpool has come as part of ownership by an Indian multinational that also exports car kits to India for assembly and exports to China.  Did this supply chain’s success require ownership by a firm based in India to access the required markets ?  Does the change in culture at the Halewood plant – from a confrontational to a collaborative one – suggest that developing country managers have better suited approaches to manufacturing ?  Is the flipping of ownership within a century – from British ownership across the globe to Indian ownership in Liverpool suggest that both physical assets, financing and management are keys to global supply chain success ?