Supply Chain Science
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Why ERPs are slow and costly to deploy — by design
Joannes Vermorel explains why ERP systems, built for transactions not thinking, cannot ever be the true decision-making brain of your supply chain.
Time in Supply Chain: Why the Future Is Not a Mirror of the Past
Joannes Vermorel analyzes why supply chain time isn’t a neutral forecast line but the unfolding of today’s commitments, options and risks—and how to make better decisions.
The Hidden Cost of “Cheap” Planning Suites
Joannes Vermorel analyzes the hidden TCO of mainstream planning suites, from labor and S&OP overhead to IT, services and risk, and compares versus Lokad’s automation model.
Rate-Of-Return (RoR) is the ultimate metric for Supply Chain
Joannes Vermorel explains why rate of return (RoR) beats traditional KPIs as the ultimate metric to steer supply chain resources, risk and time toward maximum economic value.
Decision Economics and Yossi Sheffi’s Network Lens
Joannes Vermorel contrasts Yossi Sheffi’s network view with decision economics, focusing on software-driven supply chain decisions under uncertainty.
Why Push vs Pull Misses the Point of Supply Chain
Joannes Vermorel analyzes why push vs pull is the wrong question in supply chain, and why economic decision engines and uncertainty matter more than flow labels.
Beyond Lean Supply Chains: Optionality, Uncertainty, and the Economics of Decisions
Joannes Vermorel explores why modern supply chains must prioritize options, uncertainty, and risk-adjusted economic returns over traditional lean, waste-elimination doctrines.
Why Pricing Belongs Inside the Supply Chain
Joannes Vermorel explains why pricing belongs inside supply chain: price as a lever on demand, capacity and scarce resources, not a separate marketing function.
From Factory Planning System to Decision Engine
Joannes Vermorel shows why factories should move beyond MRP to a probabilistic, economics-driven decision engine that ranks daily production and purchasing bets for profit.
When You Think You Need an Inventory Forecast
Joannes Vermorel analyzes why you don’t need an inventory forecast—only decision engines that price uncertainty and automate everyday supply chain choices.