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The 72-Hour Problem: Why Slow Decisions Break Supply Chains
Supply Chain Council UK Supply chains rarely fail because of a lack of data. They fail because decisions take too long. Across both commercial and defence supply chains, organisations invest…
Editor's Picks
Latest Posts
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The 72-Hour Problem: Why Slow Decisions Break Supply Chains
Supply Chain Council UK Supply chains rarely fail because of a lack of data. They fail because decisions take too long. Across both commercial and…
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The Supply Chain Resilience Cheat Sheet
Paul R Salmon FCILT, FSCM What it is Supply chain resilience is the ability to prepare for disruption, absorb shocks, adapt quickly, and recover performance…
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If I Knew Then What I Know Now: Why I Would Have Joined a Professional Body on Day One of My Military Career
By Paul R Salmon FCILT, for the Supply Chain Council Introduction: Experience Is Not the Same as Exposure Military careers are built on experience. From…
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MTTR: The Hidden Metric in Defence Supply Chains
Why Repair Time May Be the Most Important Number Defence Is Not Measuring Properly By Paul R Salmon FCILT, FSCM Introduction Across defence logistics, enormous…
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Where Does the Equipment Spend Most of Its Downtime?
Understanding the Real Bottlenecks in Defence Logistics and Equipment Availability Introduction Modern military capability depends heavily on the availability of equipment. Aircraft must fly when…
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Forecast Bias Is Quietly Distorting Your Supply Chain
Why Multi-SKU Portfolio Accuracy Is a Governance Issue — Not Just a Planning Metric By Paul R Salmon Supply Chain Council Executive Summary Forecast accuracy…
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Should Defence Use the SCOR Model to Benchmark Itself?
By Paul R. Salmon FCILT Introduction: Borrowing from Industry Without Copying It Blindly Defence supply chains are under more scrutiny than at any point since…
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Introduction: the question we avoid
Paul R Salmon FCILT UK Defence has become increasingly sophisticated at managing risk. We model it, categorise it, assure it, and escalate it. Yet one…
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From PESTEL to Stockpile:
Using Supplier Fragility to Set the Right Level of Safety Stock and War Reserve By Paul R. Salmon FCILT, FSCM For the Supply Chain Council…
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Supply Chain myths
About
Paul Salmon
Editor in Chief
Paul Salmon FCILT is Chair of the CILT Defence Forum and the DE&S Logistics Profession Bodies Ambassador. A Chartered Fellow of CILT, CMI, and ISCM, Paul leads efforts to professionalise Defence logistics, championing CPD, chartered recognition, and stronger industry partnerships. He is a published thought leader, conference speaker, and award-winning advocate for supply chain innovation, data-driven decision-making, and resilience. With a background in both operational delivery and strategic transformation, Paul works across Defence to improve forecasting, inventory management, and supply chain integration. He is passionate about inspiring the next generation of logisticians through outreach, mentoring, and professional engagement. (Any views expressed are my own and are not those of UK defence )
Editor's Picks
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The 72-Hour Problem: Why Slow Decisions Break Supply Chains
-
The Supply Chain Resilience Cheat Sheet
-
If I Knew Then What I Know Now: Why I Would Have Joined a Professional Body on Day One of My Military Career
-
MTTR: The Hidden Metric in Defence Supply Chains
-
Where Does the Equipment Spend Most of Its Downtime?
-
Forecast Bias Is Quietly Distorting Your Supply Chain
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Should Defence Use the SCOR Model to Benchmark Itself?
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Introduction: the question we avoid