{"id":3036,"date":"2020-06-08T01:56:54","date_gmt":"2020-06-08T01:56:54","guid":{"rendered":"https:\/\/course.oeru.org\/pmkt102\/?page_id=3036"},"modified":"2020-06-08T01:56:54","modified_gmt":"2020-06-08T01:56:54","slug":"supply-chain","status":"publish","type":"page","link":"https:\/\/course.oeru.org\/pmkt102\/learning-pathways\/developing-a-value-proposition-for-the-product-life-cycle\/supply-chain\/","title":{"rendered":"Supply chain"},"content":{"rendered":"
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Ghostbusters<\/div>\n<\/div>\n<\/div>\n\n\n\n\n
\u201c\n<\/td>\n Suppose you have developed a great new product like Ghostbusters: The Video Game. Not only is the game terrific, but you\u2019ve managed to maximize to get it sold in every marketing channel you can. The product is selling at GameStop, Walmart, Best Buy, and Amazon, and it\u2019s slated to come out on Sony\u2019s PlayStation Portable console. That\u2019s the end of the story, right? Not quite. Sooner rather than later, in addition to focusing on the firms \u201cdownstream\u201d that sell your product, you will also look \u201cupstream\u201d at your suppliers and \u201csideways\u201d at potential firms to partner with. It\u2019s only natural. (Or in the case of Ghostbusters: The Video Game, should we say supernatural?)\n<\/td>\n \u201d\n<\/td>\n<\/tr>\n
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\u2014Saylor<\/cite><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n


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Supply Chain<\/h2>\n\t\t<\/div>\n\t<\/div>\n\t
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  1. Read this entire chapter<\/a>. All elements of the supply chain are looked at with an eye to maximizing customer value while minimizing operational costs.
    The chapter discusses:\n