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This strategy demands great effort from the game designer, for such ad-hoc routines must be reasonable yet unpredictable Our first requirement of any artificial smarts system is that it produce reasonable behavior The computer should not drive its tanks over cliffs, crash spaceships into each other, or pause to rest directly in front of the human s guns In other words, obviously stupid moves must not be allowed by any artificial smarts system This requirement tempts us to list all possible stupid moves and write code that tests for each such stupid move and precludes it This is the wrong way to handle the problem, for the computer can demonstrate unanticipated creativity in the stupidity of its mistakes A better (but more difficult) method is to create a more general algorithm that obviates most absurd moves A second requirement of an artificial smarts routine is unpredictability.

The core strategic vision clarifies the answers to key business strategy questions such as: What are your overall strategic objectives What value do you deliver to your customers How does your company differentiate itself in the marketplace Unless the answers to these key questions drive your supply chain strategy and configuration, your supply chain will be operating in a vacuum. Here s one example of many. We worked with an electronics company that had spent millions to improve production and order-fulfillment times. The company s on-time delivery performance was excellent. There was only one problem delivery performance was no longer the key to profitable growth. Increased competition meant that customers were demanding, and getting, lower prices. What s more, a slowdown in several of the company s primary markets was cutting into revenues and sharply reducing return on assets. The company s president recognized the need to move to a much lower breakeven point, but supply chain operations were focusing on yesterday s priority customer delivery excellence. Where does this type of disconnect come from Simply put, the new business vision of the company s president had not been translated into new objectives for the supply chain. Although the overall business plan clearly showed the volume and price declines and their impact on margins, the implications for supply chain operations had not been considered. It was only when the company began to lose money that a major supply chain reorganization occurred, which led to factory closures, facility consolidation, and outsourcing of manufacturing.

1.00m

3.00m

Translating your business strategy into an effective plan of action requires communication and discipline. The matrix in Figure 1-4 offers a framework for thinking broadly about four typical ways that companies compete on innovation, cost, service, and quality otherwise known as the basis of competition. The matrix shows the key supply chain contribution for each strategy. Some aspect of innovation, cost, service, and quality is a part of almost every company s strategy. But leading companies focus on just one of these as a primary strategy their basis of competition for winning in a chosen market. From a supply chain perspective, each basis of competition requires distinct structure, processes, information systems, and skills.

7.00m

The human should never be able to second-guess the behavior of the computer, for this would shatter the illusion of intelligence and make victory much easier This is may seem to contradict the first requirement of reasonable behavior, for reasonable behavior follows patterns that should be predictable The apparent contradiction can be resolved through a deeper understanding of the nature of interaction in a game Three realizations must be combined to arrive at this deeper understanding First, reaction to an opponent is in some ways a reflection of that opponent A reasonable player tries to anticipate his opponent s moves by assessing his opponent s personality Second, interactiveness is a mutual reaction---both players attempt to anticipate each other s moves Third, this interactiveness is itself a measure of "gaminess" We can combine these three realizations in an analogy.

Companies that compete on cost offer low prices to attract cost-sensitive buyers or to maintain share in a commodity market. This strategy demands highly efficient, integrated operations, and the supply chain plays a critical role in keeping both product and supply chain costs down. The low-cost supply chain focuses on efficiency-based metrics such as asset utilization, inventory days of supply, product costs, and total supply chain costs. Product standardization and process standardization are critical, as are supplier and production quality and inventory control.

9.00m

Basis of Competition Desirable and innovative products Lowest prices in the productcategory Tailored to meet customerspeci c needs Product you can count on

The measured step load response is shown in Fig. 6.19, and the SPICE model simulation result is shown in Fig. 6.20. Although the models do not agree all that well, both the measured result and the simulated result indicate poor stability. The loop gain of the test circuit was measured with only the 2.2K load resistor. The measured result is shown in Fig. 6.21.