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SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for UNDESIRABLE TRADE-OFFS IN SUPPLY CHAINS, BUSINESS MODELS, AND ORGANIZATIONS
The Supply Chain Canvas is designed to provide solutions that are faster, better, and cheaper by incorporating elements of customer development, lean startup methods, and business model mapping. It emphasizes the roles of suppliers, producers, customers, and consumers within the supply chain, highlighting the need for effective communication and value exchange among stakeholders. A series of principles for visualization and improvement within supply chains are discussed, aimed at fostering sustainable ecosystems and innovative business models.
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SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for UNDESIRABLE TRADE-OFFS IN SUPPLY CHAINS, BUSINESS MODELS, AND ORGANIZATIONS
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- 6. Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature or the “big bang.” Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
- 7. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management (Respond) (Sense)
- 8. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management (Respond) (Sense) WHO WHY HOW WHAT 4 Pain Solving Actors or 4Q’s
- 9. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management (Respond) (Sense) WHO (Pain) WHY (End) HOW (Means) WHAT (Ways) 4 Pain Solving Actors or 4Q’s (Pain-End-Ways-Means Cycle)
- 10. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management (Respond) (Sense) Pain Review (-/+) Do Plan PPDR Learning Cycle
- 11. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management Build (MVP) Learn (-/+) (Respond) (Sense) Pain Review (-/+) Do Plan Build-Measure-Learn Loop PPDR Learning Cycle Measure (Data); GOOB
- 12. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management Build (MVP) Learn (-/+) (Respond) (Sense) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop Measure (Data); GOOB
- 13. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push (Respond) (Sense)
- 14. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push (Respond) (Sense)
- 15. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Pull Push - + - + - + - + (Respond) (Sense)
- 16. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - +
- 17. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases $ $ $ ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - +
- 18. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - + $ $ $
- 19. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - + Feedback (-/+) Feedback (-/+) Feedback (-/+)
- 20. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - + Feedback (-/+) Feedback (-/+) Feedback (-/+) Problem Scenario Solu4on Scenario
- 21. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Feedback (-/+) Feedback (-/+) Feedback (-/+) 1. A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain. 2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs. 3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains. 4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and captures/shares value. 5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem. 6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply chain. Like in the tool of a supply chain, evoluAon in a business model takes place from a pipe(chain) to a plaeorm (network). Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
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- 24. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - + Feedback (-/+) Feedback (-/+) Feedback (-/+) Producer’s Supply Chain Canvas What suppliers/ key partners create value for you? For what customers do you create/ deliver/capture/ share value? PRODUCER Who are you & What do you create/have (-/+): Job To Get Done (JTGD)? For what consumers do you create/ deliver/capture/ share value?
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- 27. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Feedback (-/+) Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Midstream: Secondary (Manufacturing) Industry Feedback (-/+) Feedback (-/+) Stanford University Department of Defense Uni-Supply Chain Canvas Military (CiAzens) - + - + - + - + University Students
- 28. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Feedback (-/+) Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Midstream: Secondary (Manufacturing) Industry Feedback (-/+) Feedback (-/+) Stanford University Department of Defense Uni-Supply Chain Canvas Military (CiAzens) - + - + - + - + University Students Example XPLOMO Solu4on Scenario
- 29. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Feedback (-/+) Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Midstream: Secondary (Manufacturing) Industry Feedback (-/+) Feedback (-/+) University Students Stanford University Department of Defense Uni-Supply Chain Canvas Military (CiAzens) Problem Sponsor Example XPLOMO - + - + - + - + MVP PLOMO MVP Pivot Job To Get Done (JTGD) Augment replace warfighters’ capabilities to detect IEDs via software Solu4on Scenario
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- 31. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Stanford University Department of Defense Uni-Supply Chain Canvas Military (CiAzens) - + - + - + - + University Students Measure (Data) Build (MVP) Learn (-/+) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
- 32. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for High Schools (SCO4HS) q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Stanford University Department of Defense Military (CiAzens) - + - + - + - + University Students Measure (Data) Build (MVP) Learn (-/+) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop Uni-Supply Chain Canvas School Supply Chain Canvas
- 33. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for Non-profit Orgs (SCONO) q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Buy (Use) Deliver Create Source Pull Push University Students Stanford University Department of Defense Uni-Supply Chain Canvas Military (CiAzens) School Supply Chain Canvas - + - + - + - + Measure (Data) Build (MVP) Learn (-/+) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop High School Students (“Supply Chain Olympiad”) q High Schools/Colleges q Community Partners q Business Advisors q Sponsors Na4onal/Local Gov.; Schools/School Districts Community (Students)
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- 35. SUPPLY CHAIN CANVAS: Business Examples q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Midstream: Secondary (Manufacturing) Industry - + - + - + - + $ $ $ Apple’s Supply Chain Canvas Uber’s Supply Chain Canvas
- 36. SUPPLY CHAIN CANVAS: Business Examples q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Midstream: Secondary (Manufacturing) Industry $ $ $ Apple’s Supply Chain Canvas Uber’s Supply Chain Canvas Airbnb’s Supply Chain Canvas
- 37. SUPPLY CHAIN CANVAS: Business Examples q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT Buy (Use) Deliver Create Source Pull Push Build (MVP) Learn (-/+) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop Measure (Data); GOOB Apple’s Supply Chain Canvas Uber’s Supply Chain Canvas Airbnb’s Supply Chain Canvas
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- 39. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Buy (Use) Deliver Create Source Pull Push - + - + - + - + $ $ $
- 40. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) VALUE CREATORS (VC) VALUE RECIPIENTS (VR) CONSUMER (End Buyer/ End User/ Beneficiary) PRODUCER (Manufacturer/ Processor; Enterprise) CUSTOMER (Distributor/ Wholesaler/ Retailer) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 1 2 3 4 Typical Supply Chain Diagram SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry Source: Based on hjps://www.ibm.com/blogs/insights-on-business/government/blockchain-wheres-my-stuff/ ENVIRONMENT Buy (Use) Deliver Create Source Pull Push $ $ $
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- 42. ANTI-SUPPLY CHAIN CANVAS: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) PAIN CREATORS (PC) PAIN RECIPIENT (PR) CASUALTY (VicQm/ Sufferer/ Pain Receiver) PRODUCER (Manufacturer/ Processor; Enterprise) CHANNEL (Deliverer/ Perpetrator/ Facilitator) Input/ Raw Materials Final Output or Product Intermediate/Final Output or Product 1 2 3 4 ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT Die/Suffer Deliver Create Source Pull Push - + - + - + - + Feedback (-/+) Feedback (-/+) Feedback (-/+) Problem Scenario Solu4on Scenario
- 43. ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) PAIN CREATORS (PC) PAIN RECIPIENT (PR) CASUALTY (VicQm/ Sufferer/ Pain Receiver) PRODUCER (Manufacturer/ Processor; Enterprise) CHANNEL (Deliverer/ Perpetrator/ Facilitator) Input/ Raw Materials Intermediate/Final Output or Product 1 2 3 4 ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases Upstream or Back-end: (Supply)/Primary (Agriculture/ExtracQve) Industry Downstream or Front-end: (Demand)/TerQary (Service) Industry Midstream: Secondary (Manufacturing) Industry ENVIRONMENT: Afghanistan/Iraq Die/Suffer Deliver Create Source Pull Push - + - + - + - + Feedback (-/+) Feedback (-/+) Final Output or Product Feedback (-/+) Solu4on Scenario CasualQes caused by Improvised Explosive Devices (IEDs) Insurgent’s Supply Chain Canvas Problem Scenario
- 44. ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management q Future q Present q Past WHEN: Author of the World’s Most Paradigm-Shi=ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?” h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing SUPPLIER (Key Partners) PAIN CREATORS (PC) PAIN RECIPIENT (PR) CASUALTY (VicQm/ Sufferer/ Pain Receiver) PRODUCER (Manufacturer/ Processor; Enterprise) CHANNEL (Deliverer/ Perpetrator/ Facilitator) 1 2 3 4 ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases ENVIRONMENT: Afghanistan/Iraq Die/Suffer Deliver Create Source Pull Push - + - + - + - + Solu4on Scenario CasualQes caused by Improvised Explosive Devices (IEDs) Build (MVP) Learn (-/+) Act Decide (-/+) Observe/ Orient Pain Plan Review (-/+) Do PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop Measure (Data); GOOB Insurgent’s Supply Chain Canvas Problem Scenario
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