SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for UNDESIRABLE TRADE-OFFS IN SUPPLY CHAINS, BUSINESS MODELS, AND ORGANIZATIONS
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.
Ähnlich wie SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for UNDESIRABLE TRADE-OFFS IN SUPPLY CHAINS, BUSINESS MODELS, AND ORGANIZATIONS
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
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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
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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
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?
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. 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. 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
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. 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. 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)
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. 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. 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
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. 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
$
$
$