What the Algorithm Can't Fix

Your supply chain doesn't fail in the warehouse. It fails in the handoff.

Relay races are rarely lost because the runners are slow. They're lost when the baton slows in the exchange zone. Supply chains work the same way. Information goes stale between functions, decisions stall between people, and cost builds up in the gaps nobody owns.

What the Algorithm Can't Fix argues that most supply chain underperformance isn't a technology problem. It isn't a process or talent problem either. It's a communication problem. In a world of tariffs, climate events and geopolitical shocks, those gaps are no longer just expensive. They're dangerous.

Corrie Banks draws on thirty years in supply chain, from rail yards to distribution centres to the boardroom. She lays out the Supply Chain Performance System in three movements:

See it. Find where value is trapped and what it's costing you. One client uncovered $280,000 in preventable rail demurrage hiding in data they already had.

Change it. Redesign flow, clarify who decides what, and build the visibility a new way of working needs.

Lock it in. Build the operating cadence, behaviour change and measurement that keep the gains from fading, which is the step most improvement programs skip.

Across twelve chapters, you'll find real client stories, 16 practical tools, and a clear sequence you can start using on Monday. You'll learn how to:

• Put a number on the waste and errors you're carrying
• Choose where to start, and why quick wins come first
• Stop the "$1,000 truck for $100 of product" decisions
• Replace lagging reports with leading indicators
• Shift from fire chief to architect, the way one trucking team cut driver turnover from 32 to 24 percent
• Prove the value of your improvements in terms your CFO will accept

This book is for supply chain professionals at every level, in manufacturing, distribution, transportation and resource industries, who have capable people and good technology but still can't close the gap between what their supply chain should deliver and what it does.

The technology is the easy part. The people are the supply chain.