Court for defrauding investors of her firm to revolution - irzeel ebalsoeosdI- twe rs ot itnegattepc rhinoor lsougpy.p lIyt hc hoauignhttebc ahcnko tl oo gtyh ec opmr epsas- np li ae ns ,nwi nhgi ci hn dounsl yt rhy ai ds far agul igmhmt we ri tohf bt ri gu tchl a. i mT hsews iut ph pl il tyt lceh a i n substance. Self-driving supply chains are an example. Ts uhpepsleyl fc-hdariinv icnognssuupl tpalny tcshaani nd itse cahdnios tl oa gn itsdt sr es at rmu .gMg l ae nwy i t h confirmation bias. The facts are clear. Optimization is more profound on tehnea bt el ec sh nmool or eg yf l ferxoi nb tl e, asnedn sairntgi f iacni adl mi not edlel ilgi negn. c eT he ve osluupt ipolny cnhi easi ns ti rsuggrgol we iwn igt hi nt hi me pe xo trrteamn cees aosf md ios rr eu patni od nm. o r e c o m p a - However, the prior beliefs of functional efficiency deliver - ipnrgo cs euspspelsy tci ghha ti nl y ei xnct ee lgl reantceed l ii nn tgoe rt.rTa nh seafcotci ou ns aolndiant sai di se a- o u t bd aa rt ar i ae nr . dMporsot cbe us ss ilna et es ns cl ey atdheart sc lraecakt et hs es uupnpdl ey rcs ht aani nd ibnl ga cokf holes. Many consultants struggle with the confirmation bias ts hy as tt edme es pi se rt hoep st it me pi zpai nt igo ns t po nl ueg tgoe ds ei lnf -t do rei vx ii ns tgi nogr ph laanndnsi -n g free planning. Nothing is farther from the truth. A “digital brain” layered on top of functional and localized optimi- zation throws the supply chain out of balance.
120 Reflection Ad isl eI mr emt uar. nTehde thoema dyl ihnoet enlerwo so mt h, aIt tdhaoyu wg hats aTbhoeurtatnhoi ss ’ once-Silicon Valley star Elizabeth Holmes, 38, sentenced to over 11 years in prison by a United States District S I h as o k c e k d ed and trying not to drip the soup on my new dress, , “Why do you believe this?” He replied, “Aren’t we close to having self-driving cars? And won’t the supply chain follow suit?” Ba er feoc reen rt ecsopnovnedr si na gt i, oI nc lwo si tehd Bmr uy ceey, ems ya np dr i tohr obuogshs t. Ba br uo cu et , od ne ae dol fo tchkee dmionsat irnatceel lai ggeani nt spt etoi mp lee tIohbauv iel de vaesreml f -edt r, iivs i n g vo ef ha inc laeu. tAosmaadt iecvceal or pf oe rr twh oe rpkai ns tg eoi ng ht th ye ebarrask, ihneg csoonf ts wt aanrtel y tteololspmoseittihvaet. it is not easy and all of the estimates are way So, I smile, catch my dinner partner’s eye, and ask, “In our prior conversations, you mentioned the lack of clarity on the definition of supply chain excellence in your current de - ployments and how this is a barrier to implementing supply chain planning properly. The rules of the road of the supply chain are clear, yet we struggle to develop a self-driving car. While optimization continues to be deeper and more valuable, organizations aren’t clear on desired outcomes and how to make functional trade-offs. A manufacturing leader’s perspective differs from that of a logistics busi- ness leader. Remember that the supply chain is a complex, non-linear system. Local functional optimization falls short. As a result, better optimization engines into existing technology taxonomies is not the answer.”
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