Most supply chain professionals are well-trained.They know the terminology, the formulas, and the frameworks.
And yet, when plans break down or priorities collide, that knowledge often doesn’t translate into better decisions.
That gap isn’t about intelligence or effort.
It’s the difference between knowing and being capable.
Knowledge tells you what something is.
Capability shows up when you have to decide what to do—under pressure, with incomplete information, and real consequences.
Take forecast accuracy. Many professionals understand the common metrics. But when accuracy improves, and service still declines, definitions don’t help. What matters is choosing the right metric for the decision at hand—and knowing when accuracy isn’t the real issue.
Traditional training emphasizes coverage: concepts, tools, best practices.
Capability is built through use: judgment, tradeoffs, and explanation.
This is why training can feel solid in the classroom but fall apart in real operations. Work rarely presents clean problems or ideal data. Decisions must still be made.
Capability isn’t built by knowing more.
It’s built by practicing decisions in context and understanding the consequences of different choices.
That distinction shapes how learning is designed at SCM Learning Center.
JB McDaniels
Founder & Chief Capability Officer
SCM Learning Center
🌐 www.scmlearningcenter.com
✉️ jbmac@scmlearningcenter.com
January 2026
