Christopher’s statement that “supply chains compete, not companies” highlights the idea that modern competition is no longer limited to individual firms but occurs between entire networks of suppliers, manufacturers, distributors, retailers, and logistics service providers. A company’s ability to satisfy customers depends not only on its own internal efficiency but also on the performance of all partners involved in delivering products and services. Therefore, a supply chain with better coordination, lower costs, faster response, and improved service can outperform another supply chain even if individual companies within it are similar. From the cost point of view, this statement means that competitive advantage is created through managing the total cost of the entire supply chain rather than focusing only on reducing the costs of a single organization. Traditional business thinking emphasized minimizing a company’s own operational expenses, such as production costs or purchasing costs. However, supply chain management considers the overall cost from sourcing raw materials to delivering the final product to the customer. These costs include procurement, transportation, inventory holding, warehousing, handling, information management, and distribution expenses. A company may reduce its own costs but increase the costs of other supply chain members. For example, a manufacturer may purchase cheaper raw materials from a distant supplier,