 In 1985 Nedlloyd initiated a diversification program and introduced a split in divisions, including non-shipping divisions such as the development of worldwide forwarding and parcel services basically connected to the shipping division – the early start of supply chain management.Overall the newly formed group had difficulty in identifying their own core activity, missed the real strategic views and over-expanded into non-core activities Nedlloyd did not fully understand.The desperately required commercial views were overshadowed by a “cashier’s mentality” resulting in a hostile takeover attempt in the late 1980s by the Norwegian investor Torstein Hagen, aimed at steering back to the real shipping activities, leaving the Nedlloyd management panic stricken, digging in and manoeuvring into self-defensive tactics, with the help of shareholders meetings, without facing the real problems.