Map the Xerox segments and market response (Figures 1 and 2) onto demand influences and supply capabilities in Figures 3 and 4 as far as you can, making assumptions where necessary. How closely does the 'actual' match the 'theoretical'?

High . Customer buys through retail store . New technology/products . Price competitive . Customers buying habits and . High on-shelf availability demand uncertain . Store needs quick replenishment . Customers will want to configure and receive within five days Volume Customers from secondary markets . Customers require customised service Standardisation at low cost High-value-added integrated into Bulk deals business . Lead times less important than dependability Low Low High VarietyHigh European echelon . Neutral build . Integrated order, delivery, cash . Configure to customer order at collection volume Far East build: minor postponement . Agile supply chain throughout in Europe Volume . Lean manufacturing . Build to order products . Efficient/functional supply chain . Additional value-added services for . Maximise asset recovery/recycle installation . Unique hardware/software configurations Low Low High VarietyD-times High Low Months Weeks Days Hours Minutes Forecast accuracy High Low 90% forecast accuracy 50% forecast accuracy Volume uncertainty Low High Low peaks/troughs, High peaks/troughs, Limited occurrence FrequentPostponement Limited Comprehensive Packaging Sourcing Assembly/test Design for logistics Limited Extensive Components Modules Subassemblies Virtual organisation Limited Extensive 3PL Contract manufacturing 4PL