Toxic Patterns In Supply Chain Software

00:08 Introduction
00:33 Why is it that we are so “out of love” with the products we use in the Supply Chain context?
03:10 What is the root cause beyond these worrying trends?

05:56 What does the market look like then?
08:04 What are the key differences between the approach of small companies compared to the larger ones?
11:14 What is so bad about the culture in those large companies? Why is it so difficult to change?
13:40 What are some of the pitfalls which you can encounter when creating this truly perfect product?
16:31 How can some of these larger companies reinvent themselves?
17:38 What can smaller companies do in order to break the mold?
20:45 How can we conclude today? Are these toxic patterns here to stay?


Great software products in supply chain are few and far between. Most products start as mediocre, and unfortunately, go downhill as years pass. In this episode of LokadTV we explore why we are so ‘out of love’ with the products we use in the Supply Chain industry and learn what are the key symptoms of the dismal IT landscape many companies find themselves in nowadays.

On top of all this, many of the smaller, more pioneering players are gradually being acquired by larger companies who often milk the value of the companies rather than innovating and improving. We explore some of the root causes behind some of these worrying patterns and learn how companies can break the mold and escape a monolithic approach. In addition, we discuss why implementing exactly what a client requests can lead to the failure of a Supply Chain initiative and why ‘design by committee’ rarely works. Supply Chains are highly complex and fragile; it often only takes one badly implemented ERP to wreak havoc and even destroy a company completely.

The tough question enterprise software companies often need to ask themselves is to what extent do they actually listen to their clients. To quote Henry Ford, ““If I had asked people what they wanted, they would have said faster horses.” Plus, the larger your company is, the harder it is to be truly innovative. Even huge companies such as Google actually have very small teams that work on specific developments. So what do you do, fire half of your current R&D team? All of this is of course often highly counterintuitive and not at all an easy or feasible task.