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AI Pilot for your Supply Chain, by Lokad on Lokad

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AI Pilot for your Supply Chain, by Lokad on Lokad: AI Pilot for your Supply Chain, by Lokad

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Rate-Of-Return (RoR) is the ultimate metric for Supply Chain
In my book Introduction to Supply Chain, I argued that the rate of return – RoR – should be regarded as the ultimate metric for governing supply chain decisions. I presented it there as one theme among many. Here, I want to focus on this idea alone: to explain it in plain terms, to show how it differs from the mainstream view, and to suggest what changes once you take RoR seriou...

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Decision Economics and Yossi Sheffi’s Network Lens
Supply chain used to be an internal concern, the sort of thing only logisticians and operations people talked about. Over the last twenty years it has become a public fascination. Port closures, pandemics, wars, factory fires, container shortages – suddenly everyone has an opinion on how global production and distribution should work. In that public conversation, few academics h...

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Why Push vs Pull Misses the Point of Supply Chain
When I meet supply‑chain practitioners for the first time, a question returns with surprising regularity: “So, Joannes, do you believe in push or in pull?” It sounds like a matter of doctrine, almost theology. The assumption is that once this question is settled, the rest follows: processes, software, organizational charts. Yet after nearly two decades spent working with supply ...

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Beyond Lean Supply Chains: Optionality, Uncertainty, and the Economics of Decisions
For most of the last two decades, I have lived with a small irritation: the way we talk about supply chains and the way our supply chains actually behave rarely line up. We celebrate end‑to‑end visibility, flawless coordination, and elegant diagrams of “value streams.” Then Monday morning arrives, and we are back to firefighting, spreadsheet rituals, and hurried calls to supplie...

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Why Pricing Belongs Inside the Supply Chain
Most companies instinctively draw a sharp line between “the people who move the goods” and “the people who set the prices.” Supply chain is supposed to worry about containers, warehouses, trucks, and service levels. Pricing is supposed to live with marketing or finance. The two teams meet in budgeting season, swap a few spreadsheets, and then retreat to their respective silos. I...

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