The framework's most useful structural distinction: there are two different ways to matter in a supply chain. I see scarcity as owning capacity that demand exceeds—laser fabs or substrate crystal growth—while control‑point is architectural authority that shapes design choices regardless of capacity. The switch‑platform layer is the clearest control point. The axes complement each other; the deepest spots combine both, the most fragile combine neither. When I evaluate a firm I ask: is its capacity scarce, and does it shape decisions? One yes yields a position, two a franchise.