Imagine a day in the not-so-distant future: A woman strolls past "dress shop #12." A GPS application on her smartphone pings the store's CRM system, alerting it of the woman's proximity to the store. The system automatically searches her purchasing history, connecting her most recent internet search for floral, pleated skirts to the last such skirt in stock now at Dress Shop #12 - in her exact size. The system then texts her a 10-percent discount on the desired item, along with the store's address. The woman sees the store, enters and purchases the item. The transaction is processed and the sale is reported to the inventory system. A replenishment order is sent to a 3PL warehouse in the Philippines, and on the next delivery, a new floral pleated skirt arrives at the store. The woman leaves with the merchandise, and before she gets home, an email is already waiting in her inbox providing a coupon for her next store visit.

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.