mapping has become a critical tool many organizations use for better decision-making. Below is the Kaplan and Norton's Generic Strategy Map under the Financial Perspective as presented by Chase, Jacobs, and Aquilano (2005).

• The Productivity Strategy is generally made up of two components: Improve cost structure: Lower direct and indirect costs Increase asset utilization: Reduce working and fixed capital
• The Revenue Growth Strategy is generally made up of two components: Build the franchise: Develop new sources of revenue Increase customer value: Work with existing customers to expand relationships with company
• The Customer Perspective, there are three ways suggested as means of differentiating a company from others in a marketplace: Product leadership Customer intimacy Operational excellence
• The Learning and Growth Perspective, there are three principal categories of intangible assets needed for learning: Strategic competencies Strategic technologies Climate for action

What do you feel organizations started ignoring, based on the mapping list above, that led to the resurgence of interest in OSCM?