In today's rapidly changing market, companies are increasingly competing on the efficiency, effectiveness and agility of their supply chains. Much has been written about the agility of Apple's supply chain - a recent article in The New York Times highlighted this when they described how Apple switched from plastic to glass screen six weeks before the launch - and in that time-frame they had to find a new supplier, perfect the fabrication of samples, and get to production-level volume. In a recent Gartner survey Apple was at the top of the list in key metrics, including inventory turns (Samsung's inventory turn was 17.1, while Apple's was 74.1).

Over the last two decades, businesses have worked feverishly to optimize their physical supply chains. Virtually every discussion about improving the supply chain has been centered on the physical movement of goods - the flow of products from raw materials to consumption. However, a growing number of companies are now taking a similar interest in optimizing the flow and management of the information related to these products.