Strategy Defining a strategy for the lean game, the first aspect of differentiation is choosing lean over agile right away. The factors contributing to such costs were the little variety in the output widgets, and the need for reducing costs and time. The philosophy behind lean systems is the minimization of waste including time (Bowersox et al., 2010). Nevertheless, the low volumes of the process, and the need for quick response outlined the necessity to integrate agility within the strategy (Christopher, 2005). Thus, the strategy of being lean and agile were selected, i.e. situation in which lead times are long and characteristics of the demand are unpredictable (Wang, 2010). Considering the nature of the variability in the widgets, which are the colour of the base and the tops, and an estimation of the demand in numbers, the strategy of postponement were selected, which holding strategic inventory in unfurnished form, completing the final configuration once the demand is known. Applying the latter to the case, raw materials will be purchased for each colour and held cooked at the first process of assembly. The main aim of the strategy is responsiveness, where the change of colour will be identified right away (Jain et al., 2008). Forecasted components will have a lean supply chain, which in this case might be seen through such aspects as coloured circles, and standard size paint for the bases (Jacoby, 2009). The rest of the components will have an agile supply chain, once an order is placed. Variation between lean and agile supply chain strategies can be seen as a common approach in many companies, where a study of supply chain strategies among Chinese manufacturers, outlined in QI, BOYER, and ZHAO (2009) revealed that companies who do not follow a specific strategy either lean, agile, or lean/agile perform worse than their competitors. In that regard, a benchmark of performance might be required to establish the best practice to follow (Christopher, 2005). Such benchmark will reveal the typical lead times, the average cycle, and other characteristics that will provided a base against which the performance will be measured for improvements. It should be mentioned that for in selecting the agile/lean strategy or leagile strategy will depend on the where the decoupling point will be that is the point in which the order driven and forecast driven activities will meet (MASON-JONES et al., 2000). The identification of such point will be the basis of the improvement for the next round in the game. At the present time such point is selected to be at the first assembly stage. Improvements For the first improvement, it should be stated that the selection of leagile strategy was rather successful, although some modification might be required. One improvement can be seen through integrating some of the process in the supply chain. The latter accordingly, will lead to changing the layout of the supply chain as well. One example can be seen through joining similar processes which are adjacent to each other. The suggestion was to match assembly stages into a single supply chain link, which in this case will form a single hub, and which in real life will assumingly will not only reduce logistics