The Decision You Can Actually Make

A new article by Adam DeJans Jr. examines a practical problem that is easy to miss when modeling decisions inside large organizations: the decision named at the business level is often not the decision anyone can actually make.

A label such as safety stock, inventory policy, or forecast selection may hide a much narrower set of controls constrained by decision timing, infrastructure, organizational ownership, engineering support, and commitments made elsewhere in the system. The article argues that these constraints belong in the feasible decision set rather than being treated as implementation details after the model is built.

Read “The Decision You Can Actually Make”.