S:

P: C: C:
Supplier Producer Customer Consumer
(Partner) (Enterprise) (Channel) (Beneficiary)

The Supply Chain Canvas
Aims to Deliver
“10x Faster, Be.er, and Cheaper Solu8ons”

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
 S: P: C: C:
Supplier
(Partner)
Producer
Customer Consumer
(Enterprise)
(Channel) (Beneficiary)

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

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
 S: P: C: C:
Supplier Producer Customer Consumer
(Partner) (Enterprise) (Channel) (Beneficiary)

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

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
 S: P: C: C:
Supplier Producer Customer Consumer
(Partner) (Enterprise) (Channel) (Beneficiary)

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?

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
 S: P: C: C:
Supplier Producer Customer Consumer
(Partner) (Enterprise) (Channel) (Beneficiary)

Producer’s Supply Chain Canvas

(SPCC 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
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
HOW
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
WHAT WHO

SUPPLIER PRODUCER CUSTOMER CONSUMER

(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
WHY
Enterprise) Retailer) Beneficiary)

1 4 Pain Solving Actors or 4Q’s 2 3 4

Push

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC)
HOW (Means) VALUE RECIPIENTS (VR)
WHAT WHO (Pain)
(Ways)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
WHY
Enterprise) Retailer) Beneficiary)
(End)

1 4 Pain Solving Actors or 4Q’s 2 3 4

Push

(Pain-End-Ways-Means Cycle)

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Plan Pain

SUPPLIER PRODUCER CUSTOMER CONSUMER

(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Review
Enterprise) Retailer) Beneficiary)
(-/+)

1 PPDR Learning Cycle 2 3 4

Push

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Plan Pain Measure (Data); GOOB
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Review Learn
Enterprise) Retailer) Beneficiary)
(-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 4

Push

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Orient
Plan Pain Measure (Data); GOOB
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ Act (End Buyer/
(Distributor/
Partners) End User/
Processor; Wholesaler/
Review Learn Decide
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
(Respond) (Sense)
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. 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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
(Respond) (Sense)

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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
(Respond) (Sense)

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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
(Respond) (Sense)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
SUPPLIER PRODUCER CUSTOMER CONSUMER
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) Processor; Wholesaler/ End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
Source Create Deliver Buy (Use)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)

1 2 3 4
Push

Pull
Source Create Deliver Buy (Use)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

Problem Scenario

Solu4on Scenario

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
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. 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).
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
(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
 S: P: C: C:
Supplier Producer Customer Consumer
(Partner) (Enterprise) (Channel) (Beneficiary)

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?

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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

What suppliers/ PRODUCER For what customers For what consumers

Supply Chain

key partners Who are you & do you create/

Producer’s

do you create/
create What do you create/have (-/+): deliver/capture/ deliver/capture/
Canvas

value for you? Job To Get Done (JTGD)? share value? share value?

- + - + - + - +
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
Non-Profit Example
Hacking for X (H4X)
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

Solu4on Scenario
XPLOMO
Example

- + - + - + - +
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
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/
Partners) End User/
Processor; Wholesaler/
Feedback Feedback Feedback
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

MVP MVP
Solu4on Scenario Pivot
PLOMO
XPLOMO
Example

Job To Get Done (JTGD)

Augment replace warfighters’
capabilities to detect IEDs via software Problem Sponsor

- + - + - + - +
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
Supply Chain Olympiad (SCO) for
High School Students
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Orient
Plan Pain Measure (Data)
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ Act (End Buyer/
(Distributor/
Partners) End User/
Processor; Wholesaler/
Review Learn Decide
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for High Schools (SCO4HS)
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Orient
Plan Pain Measure (Data)
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ Act (End Buyer/
(Distributor/
Partners) End User/
Processor; Wholesaler/
Review Learn Decide
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

School 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
 SUPPLY CHAIN CANVAS of Hacking for Defense (H4D) Program at Stanford University & Supply Chain Olympiad for Non-profit Orgs (SCONO)
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Orient
Plan Pain Measure (Data)
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ Act (End Buyer/
(Distributor/
Partners) End User/
Processor; Wholesaler/
Review Learn Decide
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
Source Create Deliver Buy (Use)
Chain Canvas
Uni-Supply

Stanford University University Students Department of Defense Military (CiAzens)

(“Supply Chain Olympiad”)
School Supply

q  High Schools/Colleges
Chain Canvas

q  Community Partners
q  Business Advisors Na4onal/Local Gov.;
q  Sponsors High School Students Schools/School Districts Community (Students)

- + - + - + - +
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
For-Profit Example
 SUPPLY CHAIN CANVAS: Business Examples
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
Supply Chain
Apple’s

Canvas
Supply Chain
Canvas
Uber’s

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Business Examples
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)
Supply Chain
Apple’s

Canvas
Supply Chain
Canvas
Uber’s
Supply Chain
Airbnb’s

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
 SUPPLY CHAIN CANVAS: Business Examples
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Orient
Plan Pain Measure (Data); GOOB
Build
SUPPLIER PRODUCER (MVP) CUSTOMER CONSUMER
(Key (Manufacturer/ Act (End Buyer/
(Distributor/
Partners) End User/
Processor; Wholesaler/
Review Learn Decide
Enterprise) Retailer) Beneficiary)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
Source Create Deliver Buy (Use)
Supply Chain
Apple’s

Canvas
Supply Chain
Canvas
Uber’s
Supply Chain
Airbnb’s

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
Appendix
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

- + - + - + - +
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
 SUPPLY CHAIN CANVAS: Fractal Business Model Strip for Rapid Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT
SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
VALUE CREATORS (VC) VALUE RECIPIENTS (VR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CONSUMER
PRODUCER CUSTOMER or Product
(Key (Manufacturer/ (Distributor/ (End Buyer/

Partners) $ Processor; $ Wholesaler/ $
End User/
Enterprise) Retailer) Beneficiary)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Buy (Use)

Typical Supply Chain 1

Diagram 2

4 3

Source: Based on hjps://www.ibm.com/blogs/insights-on-business/government/blockchain-wheres-my-stuff/

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
 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
WHEN: q  Future q  Present q  Past ENVIRONMENT
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
PAIN CREATORS (PC) PAIN RECIPIENT (PR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CASUALTY
PRODUCER CHANNEL or Product
(Key (Manufacturer/ (Deliverer/ (VicQm/
Partners) Sufferer/
Processor; Perpetrator/
Feedback Feedback Feedback
Enterprise) Facilitator) Pain Receiver)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Die/Suffer

Problem Scenario

Solu4on Scenario

- + - + - + - +
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
 ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT:
Afghanistan/Iraq
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
PAIN CREATORS (PC) PAIN RECIPIENT (PR)
Input/ Intermediate/Final Final Output
SUPPLIER Raw Materials Output or Product CASUALTY
PRODUCER CHANNEL or Product
(Key (Manufacturer/ (Deliverer/ (VicQm/
Partners) Sufferer/
Processor; Perpetrator/
Feedback Feedback Feedback
Enterprise) Facilitator) Pain Receiver)
(-/+) (-/+) (-/+)
Upstream or Back-end: Midstream: Downstream or Front-end:
1 (Supply)/Primary 2 Secondary 3 (Demand)/TerQary 4
Push

(Agriculture/ExtracQve) Industry (Manufacturing) Industry (Service) Industry

Pull
Source Create Deliver Die/Suffer

Problem Scenario
Supply Chain
Insurgent’s

CasualQes caused by
Canvas

Improvised Explosive
Devices (IEDs)

Solu4on Scenario

- + - + - + - +
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
 ANTI-SUPPLY CHAIN CANVAS for IED-Casual4es: Rapid Pain Supply Chain Mapping, Analysis, Improvement, Design, and Management
WHEN: q  Future q  Present q  Past ENVIRONMENT:
Afghanistan/Iraq
ANTI-SUPPLY CHAIN CANVAS: Fractal Chain of Stakeholders, Business Models, and/or P.O.K.E.R. Canvases
Observe/
Do
PAIN CREATORS (PC) PAIN RECIPIENT (PR) Orient
Plan Pain Measure (Data); GOOB
Build
SUPPLIER PRODUCER (MVP) CHANNEL CASUALTY
(Key (Manufacturer/ Act (VicQm/
(Deliverer/
Partners) Sufferer/
Processor; Perpetrator/
Review Learn Decide
Enterprise) Facilitator) Pain Receiver)
(-/+) (-/+) (-/+)

1 PPDR Learning Cycle 2 Build-Measure-Learn Loop 3 OODA Loop 4

Push

Pull
Source Create Deliver Die/Suffer

Problem Scenario
Supply Chain
Insurgent’s

CasualQes caused by
Canvas

Improvised Explosive
Devices (IEDs)

Solu4on Scenario

- + - + - + - +
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
 S: P: C: C:
Supplier
(Partner)
Producer
(Enterprise)
Customer
(Channel)
Consumer
(Beneficiary)

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)

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

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