Developing global networks walter kuemmerle building effective r

participating retailers doubled. In
contrast, Sport Obermeyer’s uncer-
tain demand leads to high market-
mediation costs in the form of
losses on styles that don’t sell 
and missed sales opportunities
due to the “stockouts” that oc-
cur when demand for particular
items outstrips inventories. The
company’s supply chain efforts
have been directed at reducing
those costs through increased
speed and flexibility.
Although the distinctions be-
tween functional and innovative
products and between physical
efficiency and responsiveness to
the market seem obvious once
stated, I have found that many
companies founder on this issue.
That is probably because prod-
ucts that are physically the same
can be either functional or inno-
vative. For example, personal com-
puters, cars, apparel, ice cream,
coffee, cookies, and children’s car
seats all can be offered as a basic
functional product or in an inno-
vative form. 
It’s easy for a company, through
its product strategy, to gravitate
from the functional to the inno-
vative sphere without realizing
that anything has changed. Then
EFFECTIVE SUPPLY CHAINS
108
HARVARD BUSINESS REVIEW
March-April 1997
Physically Efficient Versus 
Market-Responsive Supply Chains
Primary purpose
Manufacturing focus
Inventory strategy
Lead-time focus
Approach to choosing 
suppliers
Product-design strategy
Physically Efficient
Process
supply predictable 
demand efficiently at the
lowest possible cost
maintain high average
utilization rate
generate high turns and
minimize inventory
throughout the chain
shorten lead time as
long as it doesn’t 
increase cost
select primarily for cost
and quality
maximize performance
and minimize cost