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.

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:
Provider
(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. [email protected] & @rodKuhnKing

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:
Provider
(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. [email protected] & @rodKuhnKing

3. C:
Consumer
(Beneficiary)
S:
Supplier
(Partner)
C:
Customer
(Channel)
P:
Provider
(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. [email protected] & @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. C:
Consumer
(Beneficiary)
S:
Supplier
(Partner)
C:
Customer
(Channel)
P:
Provider
(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. [email protected] & @rodKuhnKing
Producer’s Supply Chain Canvas
(SPCC QuesAons for Supply Chain Canvas)
Supplier (S) QuesQon
What suppliers/key partners create value for you?

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. C:
Consumer
(Beneficiary)
S:
Supplier
(Partner)
C:
Customer
(Channel)
P:
Provider
(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. [email protected] & @rodKuhnKing
Producer’s Supply Chain Canvas
(SPCC QuesAons for Supply Chain Canvas)

6. Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
1. A supply chain or system delivers every object in our universe: product; service; customer/user
experience; impact; trade-off; organizaQon. The absolutely original supplier or value creator is
nature or the “big bang.” Thus, every object is part of a supply chain.
2. A classic or “molecular” supply chain consists of four categories of stakeholders: supplier;
producer; customer; consumer. A stakeholder can have a dual idenAty as a Value Creator (VC)
and/or Value Recipient (VR). Every stakeholder has an atomic supply chain and uses a pain
solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3. An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value
Recipient (VR) - that exchange products, informaQon, goods, and/or services. At the highest level
of abstracQon, a molecular supply chain can be illustrated as an atomic supply chain. A recursive,
self-similar or fractal relaAonship therefore exists between molecular and atomic supply chains.
4. A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system,
organizaQon, atomic supply chain, or molecular supply chain works while it creates, delivers, and
captures/shares value.
5. Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a
“back-end” supply chain (push) and “front-end” supply chain (pull) while creaQng a net posiQve
value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or
“plaeorm (networked)” supply chain. Like in the tool of a supply chain, the structure of a
business model evolves from a pipe(chain) to a plaeorm (network).
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing

7. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
(Respond) (Sense)

8. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
(Respond) (Sense)
WHO
WHY
HOW
WHAT
4 Pain Solving Actors or 4Q’s

9. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
(Respond) (Sense)
WHO (Pain)
WHY
(End)
HOW (Means)
WHAT
(Ways)
4 Pain Solving Actors or 4Q’s
(Pain-End-Ways-Means Cycle)

10. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
(Respond) (Sense)
Pain
Review
(-/+)
Do
Plan
PPDR Learning Cycle

11. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
Build
(MVP)
Learn
(-/+)
(Respond) (Sense)
Pain
Review
(-/+)
Do
Plan
Build-Measure-Learn Loop PPDR Learning Cycle
Measure (Data); GOOB

12. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, the structure of a business model evolves from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
Build
(MVP)
Learn
(-/+)
(Respond) (Sense)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
Measure (Data); GOOB

13. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
(Respond) (Sense)

14. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
(Respond) (Sense)

15. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Pull Push
- + - + - + - +
(Respond) (Sense)

16. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

17. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases

$

$

$
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

18. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

$

$

$

19. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

Feedback
(-/+)

Feedback
(-/+)

Feedback
(-/+)

20. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

Feedback
(-/+)

Feedback
(-/+)

Feedback
(-/+)
Problem Scenario
Solu4on Scenario

21. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push

Feedback
(-/+)

Feedback
(-/+)

Feedback
(-/+)
1.  A supply chain or system delivers every object in our universe: product; service; customer/user experience; impact; trade-off;
organizaQon. The absolutely original supplier or value creator is nature. Thus, every object is part of a supply chain.
2.  A classic or “molecular” supply chain consists of four categories of stakeholders: supplier; producer; customer; consumer. A
stakeholder can have a dual idenAty as a Value Creator (VC) and/or Value Recipient (VR). Every stakeholder has an atomic
supply chain and uses a pain solving or learning cycle of Pain-Plan-Do-Review (PPDR) to eliminate trade-offs.
3.  An “atomic” supply chain involves two organiza4onal en44es - Value Creator (VC) and Value Recipient (VR) - that exchange
products, informaQon, goods, and/or services. At the highest level of abstracQon, a molecular supply chain can be illustrated
as an atomic supply chain. A recursive, self-similar or fractal relaAonship therefore exists between molecular and atomic
supply chains.
4.  A Business Model Strip and/or P.O.K.E.R. Canvas can be used to illustrate how any system, organizaQon, atomic supply chain,
or molecular supply chain works while it creates, delivers, and captures/shares value.
5.  Every sustainable or viable stakeholder including a Value Creator and Value Recipient requires a “back-end” supply chain
(push) and “front-end” supply chain (pull) while creaQng a net posiQve value in an ecosystem.
6. At any given point in 4me, a business model can be illustrated using a “pipe” supply chain or “plaeorm (networked)” supply
chain. Like in the tool of a supply chain, evoluAon in a business model takes place from a pipe(chain) to a plaeorm (network).

Six Principles for Rapidly Visualizing and Using a Supply Chain Canvas
Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management

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. [email protected] & @rodKuhnKing

23. C:
Consumer
(Beneficiary)
S:
Supplier
(Partner)
C:
Customer
(Channel)
P:
Provider
(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. [email protected] & @rodKuhnKing
Producer’s Supply Chain Canvas
(SPCC QuesAons for Supply Chain Canvas)
Supplier (S) QuesQon
What suppliers/key partners create value for you?

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. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

Feedback
(-/+)

Feedback
(-/+)

Feedback
(-/+)
Producer’s Supply Chain Canvas
What suppliers/
key partners
create
value for you?
For what customers
do you create/
deliver/capture/
share value?
PRODUCER
Who are you &
What do you create/have (-/+):
Job To Get Done (JTGD)?
For what consumers
do you create/
deliver/capture/
share value?

25. Non-Profit Example

26. Hacking for X (H4X)

27. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases

Feedback
(-/+)
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Midstream:
Secondary
(Manufacturing) Industry

Feedback
(-/+)

Feedback
(-/+)
Stanford University Department of Defense
Uni-Supply Chain Canvas
Military (CiAzens)
- + - + - + - +
University Students

28. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases

Feedback
(-/+)
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Midstream:
Secondary
(Manufacturing) Industry

Feedback
(-/+)

Feedback
(-/+)
Stanford University Department of Defense
Uni-Supply Chain Canvas
Military (CiAzens)
- + - + - + - +
University Students
Example XPLOMO
Solu4on Scenario

29. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases

Feedback
(-/+)
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Midstream:
Secondary
(Manufacturing) Industry

Feedback
(-/+)

Feedback
(-/+)
University Students Stanford University Department of Defense
Uni-Supply Chain Canvas
Military (CiAzens)
Problem Sponsor
Example XPLOMO
- + - + - + - +
MVP
PLOMO
MVP
Pivot
Job To Get Done (JTGD)
Augment replace warfighters’
capabilities to detect IEDs via software
Solu4on Scenario

30. Supply Chain Olympiad for
High School Students

31. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Stanford University Department of Defense
Uni-Supply Chain Canvas
Military (CiAzens)
- + - + - + - +
University Students
Measure (Data)
Build
(MVP)
Learn
(-/+)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop

32. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for High Schools (SCO4HS)
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Stanford University Department of Defense Military (CiAzens)
- + - + - + - +
University Students
Measure (Data)
Build
(MVP)
Learn
(-/+)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
Uni-Supply Chain Canvas
School Supply Chain Canvas

33. SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for Non-profit Orgs (SCONO)
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
University Students Stanford University Department of Defense
Uni-Supply Chain Canvas
Military (CiAzens)
School Supply Chain Canvas
- + - + - + - +
Measure (Data)
Build
(MVP)
Learn
(-/+)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
High School Students
(“Supply Chain Olympiad”)
q High Schools/Colleges
q Community Partners
q Business Advisors
q Sponsors
Na4onal/Local Gov.;
Schools/School Districts Community (Students)

34. For-Profit Example

35. SUPPLY CHAIN CANVAS: Business Examples
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Midstream:
Secondary
(Manufacturing) Industry
- + - + - + - +

$

$

$
Apple’s Supply Chain Canvas
Uber’s Supply Chain Canvas

36. SUPPLY CHAIN CANVAS: Business Examples
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Midstream:
Secondary
(Manufacturing) Industry

$

$

$
Apple’s Supply Chain Canvas
Uber’s Supply Chain Canvas
Airbnb’s Supply Chain Canvas

37. SUPPLY CHAIN CANVAS: Business Examples
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
Build
(MVP)
Learn
(-/+)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
Measure (Data); GOOB
Apple’s Supply Chain Canvas
Uber’s Supply Chain Canvas
Airbnb’s Supply Chain Canvas

38. Appendix

39. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push
- + - + - + - +

$

$

$

40. SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
CONSUMER
(End Buyer/
End User/
Beneficiary)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CUSTOMER
(Distributor/
Wholesaler/
Retailer)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1
2
3 4
1 2 3 4
Typical Supply Chain
Diagram
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
Source: Based on hjps://www.ibm.com/blogs/insights-on-business/government/blockchain-wheres-my-stuff/
ENVIRONMENT
Buy (Use)
Deliver Create Source
Pull Push

$

$

$

41. An4-Supply Chain Canvas
Systema4cally Analyze, An4cipate, Avert, and Add Pain in Any Supply Chain

42. ANTI-SUPPLY CHAIN CANVAS: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

PAIN CREATORS (PC) PAIN RECIPIENT (PR)
CASUALTY
(VicQm/
Sufferer/
Pain Receiver)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CHANNEL
(Deliverer/
Perpetrator/
Facilitator)
Input/
Raw Materials
Final Output
or Product
Intermediate/Final
Output or Product
1 2 3 4
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT
Die/Suffer
Deliver Create Source
Pull Push
- + - + - + - +

Feedback
(-/+)

Feedback
(-/+)

Feedback
(-/+)
Problem Scenario
Solu4on Scenario

43. ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

PAIN CREATORS (PC) PAIN RECIPIENT (PR)
CASUALTY
(VicQm/
Sufferer/
Pain Receiver)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CHANNEL
(Deliverer/
Perpetrator/
Facilitator)
Input/
Raw Materials
Intermediate/Final
Output or Product
1 2 3 4
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Upstream or Back-end:
(Supply)/Primary
(Agriculture/ExtracQve) Industry
Downstream or Front-end:
(Demand)/TerQary
(Service) Industry
Midstream:
Secondary
(Manufacturing) Industry
ENVIRONMENT:
Afghanistan/Iraq
Die/Suffer
Deliver Create Source
Pull Push
- + - + - + - +

Feedback
(-/+)

Feedback
(-/+)
Final Output
or Product

Feedback
(-/+)
Solu4on Scenario
CasualQes caused by
Improvised Explosive
Devices (IEDs)
Insurgent’s Supply Chain Canvas
Problem Scenario

44. ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management
q Future q Present q Past
WHEN:
Author of the World’s Most Paradigm-Shi<ing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc8ons?”
h2ps://4nyurl.com/mf4wku4 Dr. Rod King. [email protected] & @rodKuhnKing
SUPPLIER
(Key
Partners)

PAIN CREATORS (PC) PAIN RECIPIENT (PR)
CASUALTY
(VicQm/
Sufferer/
Pain Receiver)
PRODUCER
(Manufacturer/
Processor;
Enterprise)
CHANNEL
(Deliverer/
Perpetrator/
Facilitator)
1 2 3 4
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
ENVIRONMENT:
Afghanistan/Iraq
Die/Suffer
Deliver Create Source
Pull Push
- + - + - + - +
Solu4on Scenario
CasualQes caused by
Improvised Explosive
Devices (IEDs)
Build
(MVP)
Learn
(-/+)
Act

Decide
(-/+)
Observe/
Orient Pain Plan
Review
(-/+)
Do
PPDR Learning Cycle OODA Loop Build-Measure-Learn Loop
Measure (Data); GOOB
Insurgent’s Supply Chain Canvas
Problem Scenario

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:
Provider
(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. [email protected] & @rodKuhnKing

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