The search for sustainable competitive advantage can seem like mission impossible. Scores of books by "thought leaders" champion breakthrough ideas without the detail on how exactly to make it all work. Software companies sell a compelling vision, but every executive who has implemented any kind of software understands the effort that goes into making it all work. System integrators attempt to come to the rescue with best-practice implementations, but the risk of inadvertently sacrificing a competitive advantage is quite real.

The source of future profit is clearly different than it was in the past. With the advent of the internet, a company can no longer compete merely on its product's features and functions. Now it must provide a value to the customer, as well as drive profit internally. Adding to this challenge for the manufacturing company is the steady rise of manufacturing productivity and overall manufacturing capacity, without an accompanying rise in demand. Compared with the seller's market of just a few years ago, the world around manufacturing companies has turned upside down, and the customer has power like never before when it comes to pricing, product variety, and overall service. A transformation in thought and vision is necessary to survive. This transformation affects not only the manufacturing process but also employee, customer, and supplier relationships. In essence, a new approach has emerged for the entire supply chain.