For decades, supply chains have relied on static data, treating information as a fixed record rather than a dynamic force.
But according to John Abrams, CEO at nutrād, the future of supply chain management hinges on dynamic data — information that continuously evolves, adapts, and responds to real-world conditions.
John talked with us about:
Traditional supply chain data has been rigid, structured, and often outdated by the time it’s used, as John illustrated when describing how static data has operated in the past.
“For as long as… our generation or the generations [before] us have dealt with computing, we have dealt with data in a very static way,” he said. “Once you described [a box of] Kraft Mac and Cheese, you didn’t touch that again, regardless of what other external factors were acting on that data.”
John argued that this outdated approach no longer works in a world where real-time insights can mean the difference between efficiency and failure.
Supply chain leaders today must shift their mindset, recognizing that data is no longer just a stored record — it’s a live, evolving asset that informs decision-making at every level.
John emphasized how this shift unlocks new opportunities for brands to connect with their customers.
“We’re finally getting away from the idea that data is static,” he explained. “Data can now be acted upon by lots of different things — like, ‘Hey, there’s a recall, or the box has imagery and motion. There’s consumer benefit to that data.”
By treating data as fluid and responsive, businesses can improve operations, enhance transparency, and foster stronger consumer relationships.
Why Supply Chains Struggle to Standardize Data
Despite the advantages of dynamic data, many organizations still struggle with standardization.
The idea of a universal supply chain data standard has been around for years, but as John pointed out, it has largely failed.
“On paper, you would think it would be to everyone’s benefit to speak the same data standard,” he pointed out. “But it didn’t work.”
The reason? Competing priorities and entrenched business models.
John deduced that while most companies agree that standardization is useful, they resist adopting someone else’s standard.
“I’m a big fan of standards,” he said. “The problem is that everybody has one.”
Rather than forcing universal standards, John advocates for better translation between data sets, much like how modern translation technology allows people to communicate in different languages without needing a single global language.
“ I see what's happening now, with the ability to translate at every link in the global communications chain, or the global supply chain,” he said hopefully. “If you can translate at each link, you can open participation at deeper levels and more broadly.”
This translation-first approach could unlock massive efficiencies across global supply chains, allowing companies to share data more seamlessly while retaining their unique systems.
Looking ahead, John envisions a world where supply chains are no longer just about moving products — they’re about moving data with them.
He pointed to product recalls as an example of one of today’s biggest supply chain failures that could be resolved with dynamic data.
“Typically, there are four or five active lettuce recalls in the United States,” John opined. “I don’t know if you’ve got lettuce in your fridge right now, but I guarantee that wherever you bought it didn’t reach out to you and say if it’s good or not.”
Consumers are usually left in the dark because supply chains don’t prioritize real-time, two-way communication.
If dynamic data were fully integrated, recalls could be instantly communicated to consumers — reducing risk, improving trust, and strengthening brand relationships.
John is hopeful that change is inevitable as organizations recognize the value of deeper engagement.
“If that type of retailer takes the next step and sends a lettuce recall [notification] to a consumer and says, ‘Hey, this happened — here’s a coupon. We love you.’ … I will retire a happy man.”
As John put it, the real transformation isn’t just about efficiency — it’s about trust, safety, and long-term value.
“I truly believe the data around products is more valuable than the product itself,” he suggested. “But to actually unlock that value, you have to be able to communicate quickly, easily, and without error across the entirety of the chain.”
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