New York Times recently published a $($rather controversial$)$ article How the world ran out of everything darr to highlight an on$-$going conversation among the critics $($and supporters$)$ of lean supply chains. The supporters offer arguments for just$-$in$-$time approach and lean inventories that has allowed firms to offer a broad range of products without requiring excessive $($and prohibitive$)$ financial capital and organizational resources and to run hyper$-$efficient supply chains. The critics cite frequent supply chain disruptions to argue that globalization has extended supply lead times that does not work with small inventories leading to increased risk of fail$$res$.$

This article and the ongoing conversations highlight an important issue in strategic planning for supply chains $-$ whether firms should pursue an efficiency$-$based strategy in supply chain management or a more responsive strategy $($or some variation thereof$).$ This spectrum of choices determines how supply chains are setup $($planning$)$ and executed $($operations$).$ We refer to this critical issue as the "strategic fit" in course module #$1.$ This issue is not just about uncertain supply, but also about the seemingly endless shifts $($both $-$ expected and unforeseen$)$ in the markets that require firms to be able to adjust their strategy and thereby update their supply:chain plans on a continued basis.

Discussion Prompt: $($a$)$ Do you $($dis$)$agree that product shortages issues are exacerbated by "lean" supply chains. Why? $($b$)$ What two specific changes would you make in your supply chain plans to be able to respond to market and supply risks.

Organize your response to each part of the prompt separately to help with follow$-$up from other course participants.