ABSTRACT
In the last chapter, we examined three frameworks, or models, that offer different ways to think about supply chain strategy. The model described in this chapter uses the “product life cycle” to define the product’s position in its competitive market. The model helps us understand the relative importance of
supply chain
features, as distinct from
product
features, to long-term product success. It also brings into play the notion of time-criticality in supply chain innovation. As George Stalk noted in his article, time can be the dominant element in a strategy.
