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The	Supply	Chain	Canvas	
Aims	to	Deliver	
“10x	Faster,	Be.er,	and	Cheaper	Solu8ons”	
C:	
Consumer	
(Beneficiary)	
S:	
Suppl...
The	Supply	Chain	Canvas	
is	
A	Visual	Pla8orm	
For	Rapidly	Learning	and	HolisAcally	Applying	
The	3	“Legs”	of	the	Lean	Lau...
C:	
Consumer	
(Beneficiary)	
S:	
Supplier	
(Partner)	
C:	
Customer	
(Channel)	
P:	
Producer	
(Enterprise)	
Author	of	the	Wo...
C:	
Consumer	
(Beneficiary)	
S:	
Supplier	
(Partner)	
C:	
Customer	
(Channel)	
P:	
Producer	
(Enterprise)	
Author	of	the	Wo...
C:	
Consumer	
(Beneficiary)	
S:	
Supplier	
(Partner)	
C:	
Customer	
(Channel)	
P:	
Producer	
(Enterprise)	
Author	of	the	Wo...
Six	Principles	for	Rapidly	Visualizing	and	Using	a	Supply	Chain	Canvas	
Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
Producer’s	Supply	Chain	Canvas	
(4	Basic	QuesAons	for	Supply	Chain	Canvas)	
Author	of	the	World’s	Most	Paradigm-Shi=ing	Bu...
C:	
Consumer	
(Beneficiary)	
S:	
Supplier	
(Partner)	
C:	
Customer	
(Channel)	
P:	
Producer	
(Enterprise)	
Author	of	the	Wo...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
Non-Profit	Example
Hacking	for	X	(H4X)
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	
q  Future	 q  Present	 q  Past	WHEN:	
Aut...
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	
q  Future	 q  Present	 q  Past	WHEN:	
Aut...
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	
q  Future	 q  Present	 q  Past	WHEN:	
Aut...
Supply	Chain	Olympiad	(SCO)	for		
High	School	Students
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	
q  Future	 q  Present	 q  Past	WHEN:	
Aut...
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	&	Supply	Chain	Olympiad	for	High	Schools	(...
SUPPLY	CHAIN	CANVAS	of	Hacking	for	Defense	(H4D)	Program	at	Stanford	University	&	Supply	Chain	Olympiad	for	Non-profit	Orgs...
For-Profit	Example
SUPPLY	CHAIN	CANVAS:	Business	Examples	
q  Future	 q  Present	 q  Past	WHEN:	
Author	of	the	World’s	Most	Paradigm-Shi=ing	...
SUPPLY	CHAIN	CANVAS:	Business	Examples	
q  Future	 q  Present	 q  Past	WHEN:	
Author	of	the	World’s	Most	Paradigm-Shi=ing	...
SUPPLY	CHAIN	CANVAS:	Business	Examples	
q  Future	 q  Present	 q  Past	WHEN:	
Author	of	the	World’s	Most	Paradigm-Shi=ing	...
Appendix
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
SUPPLY	CHAIN	CANVAS:	Fractal	Business	Model	Strip	for	Rapid	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Manag...
An4-Supply	Chain	Canvas	
Systema4cally	Analyze,	An4cipate,	Avert,	and	Add	Pain	in	Any	Supply	Chain
ANTI-SUPPLY	CHAIN	CANVAS:	Rapid	Pain	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Management	
q  Future	 q  Pr...
ANTI-SUPPLY	CHAIN	CANVAS	for	IED-Casual4es:	Rapid	Pain	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Management...
ANTI-SUPPLY	CHAIN	CANVAS	for	IED-Casual4es:	Rapid	Pain	Supply	Chain	Mapping,	Analysis,	Improvement,	Design,	and	Management...
Supply	Chain	Hacking	for	X	(SCH4X)	
	
The	Terms	of		
CyberneAc	System,	Supply	Chain,	and	Business	
Model	
Are	Synonyms	
In...
WHY	Are		
Business	Model	&	
Lean	Startup	Gurus		
Afraid	of	
This	Groundbreaking	
Business	Book?	
Dr.	King’s	book	highlight...
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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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The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?

This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.


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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

  1. 1. The Supply Chain Canvas Aims to Deliver “10x Faster, Be.er, and Cheaper Solu8ons” C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing
  2. 2. The Supply Chain Canvas is A Visual Pla8orm For Rapidly Learning and HolisAcally Applying The 3 “Legs” of the Lean Launchpad Methodology (Customer Development; Lean Startup Method (Agile Engineering); Business Model Canvas) as well as Supply Chain Mapping, Analysis, Improvement, Design, and Management C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing
  3. 3. C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing Producer’s Supply Chain Canvas (SPCC QuesAons for Supply Chain Canvas) Every Living Object Is A Producer Is A Supply Chain Is Part of a Supply Chain
  4. 4. C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing Producer’s Supply Chain Canvas (SPCC QuesAons for Supply Chain Canvas) Supplier (S) QuesQon What suppliers/key partners create value for you or your organizaQon? Producer (P) Ques4on Who are you & what do you create/have (-/+): Job To Get Done (JTGD)? Customer (C) QuesQon For what customers do you create/ deliver/capture/share value? Consumer (C) QuesQon For what consumers do you create/ deliver/capture/share value?
  5. 5. C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing Producer’s Supply Chain Canvas (SPCC QuesAons for Supply Chain Canvas)
  6. 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. rodkuhnhking@gmail.com & @rodKuhnKing
  7. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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
  22. 22. Producer’s Supply Chain Canvas (4 Basic QuesAons for Supply Chain Canvas) 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. rodkuhnhking@gmail.com & @rodKuhnKing
  23. 23. C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing Producer’s Supply Chain Canvas (SPCC QuesAons for Supply Chain Canvas) Supplier (S) QuesQon What suppliers/key partners create value for you or your organizaQon? Producer (P) Ques4on Who are you & what do you create/have (-/+): Job To Get Done (JTGD)? Customer (C) QuesQon For what customers do you create/ deliver/capture/share value? Consumer (C) QuesQon For what consumers do you create/ deliver/capture/share value?
  24. 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. rodkuhnhking@gmail.com & @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?
  25. 25. Non-Profit Example
  26. 26. Hacking for X (H4X)
  27. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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
  30. 30. Supply Chain Olympiad (SCO) for High School Students
  31. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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)
  34. 34. For-Profit Example
  35. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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
  38. 38. Appendix
  39. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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 $ $ $
  41. 41. An4-Supply Chain Canvas Systema4cally Analyze, An4cipate, Avert, and Add Pain in Any Supply Chain
  42. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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. 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. rodkuhnhking@gmail.com & @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
  45. 45. Supply Chain Hacking for X (SCH4X) The Terms of CyberneAc System, Supply Chain, and Business Model Are Synonyms In The Paradigm of Supply Chain Hacking for X (SCH4X) C: Consumer (Beneficiary) S: Supplier (Partner) C: Customer (Channel) P: Producer (Enterprise) 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. rodkuhnhking@gmail.com & @rodKuhnKing
  46. 46. WHY Are Business Model & Lean Startup Gurus Afraid of This Groundbreaking Business Book? Dr. King’s book highlights the “12 Handicaps” of business model mapping tools such as the Business Model Canvas and Lean Canvas while suggesQng ways to rapidly fix the handicaps. His book can be obtained from Amazon.com: h2ps://4nyurl.com/mf4wku4

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