This chapter explains the concept of time-based competition management. This chapter also discusses the implementation of time-based competition concept by three different companies, namely, Chrysler, Karolinska Hospital in Stockholm, Sweden, and Milliken & Company. Time-based competition may be at its most powerful when suppliers and customers use it to redefine how they do business. Time-based competition begins with strategy and ends with process reengineering. Chrysler, Karolinska, and Milliken were all looking for higher revenues, not just lower costs. They focused their thinking first on getting to the customer faster, and then reengineered the processes that could help them do this. They engaged the organization in a positive building effort, not a contraction. Chrysler offered fresh, not old, product. Karolinska avoided cuts in service by increasing throughput. Milliken and its apparel partners raised price realization by eliminating markdowns.