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Japan Tobacco International Inc. (JTI), becoming a part of Japan Tobacco Inc. and world's third largest international tobacco business, operates 95 offices, 25 factories, 6 R&D centers and 5 cigarette processing centers in over 120 countries. All websites are linked by complex and highly efficient networks supported and directed in a 24/7 mode. Over 10'000 from total 27'000 company's employees are engaged in Manufacturing and Global Supply Chain (GSC). JTI's operations include sourcing materials, managing product making and packing, directing international distribution, in addition to systems and procedures support. This type of huge geographical and functional spread offers great challenges to its operations as well as infinite selection of opportunities. "Current competitive arena, which includes lean manufacturing, mass customization and nimble production, places huge demands upon operations capabilities" (Brown, Squire, and Lewis, 2010, p.4192). Generally, activities which transform input organization's own and drawn resources into products and services outcome provided by the company to the external environment are understood as surgeries. Besides transformation itself, they comprise also systematic management, management, and analysis of the whole range of procedures (Slack, Chambers, & Johnston 2007). In JTI decisions concerning the design of this system, e.g. number of goods, breadth of product construction, and number of surgeries in the routing are created globally. However, sometimes local laws requirements regarding ingredients and packaging disagree, time zones, peculiar states in carriers' contracts, in addition to road network maintenance has to be considered (Gabriel, 2013). The XXI century's identifying featu...