# Wiley Strahan

Wiley Strahan writes about supply chain and logistics, including how companies can apply AI, improve warehouse operations, and manage delivery economics. Strahan also created the AI Supply Chain Hub and published *Supply Chain Careers: The Field Guide*.

- Profile: https://b2binfluencer.marketing/creators/wiley-strahan/
- LinkedIn: https://www.linkedin.com/in/wileystrahan
- LinkedIn followers: 5,662
- Topics: artificial-intelligence, supply-chain
- Based on 17 dated posts, latest 2026-10-06

## Summary

Wiley Strahan is useful for practical supply chain arguments linking AI claims to warehouse systems and delivery economics.

- Best for: Supply chain data and integration vendors targeting retailers, 3PLs, or manufacturers.
- Not for: A direct-to-consumer home furnishings paid social sofa campaign needing consumer reach and short-form video.
- Check first: Confirm audience attributes and terms before contacting; no media kit or sponsor policy is published.

### Takeaways

- Warehouse AI stalls at data access, not model quality, Strahan argues.
- The operations problem AI should solve is the shift handoff.
- Operator judgment is a data asset, not a job description.

## Main ideas

- **AI in warehousing stalls at data access, not model quality**: Strahan says the biggest barrier to AI in most warehouses is not model capability but access to building data. Many buildings that move freight run on custom systems written 30 or 40 years ago, with no source repository, no documented test showing the backups restore, and no one left who wrote the systems. Put an agent on top and there is no API to call or schema to produce. Before scoping an AI project, they ask: can we get the data out, and can we put it back? If not, it is a systems project, not an AI project. The AI Supply Chain Hub they built follows the same premise, pairing tool comparisons with an AI readiness assessment and an ROI calculator.
- **Operator judgment is a data asset, not a job description**: Strahan reframes the usual question — will AI take this job? — into a sharper one: what does this person know that has never been written down? The person is not doing the work; they are teaching a machine how they would do it, then stepping aside. In logistics, that unwritten knowledge includes how a good dispatcher reads a driver's tone on a call and when to override a routing algorithm that is technically right but practically wrong. Strahan argues this knowledge is worth more as training data than as a job description. Operators who capture it before people retire or leave will have an edge over those who pay someone else to extract it later, probably at a worse price.
- **The operations problem AI should solve is the shift handoff**: Strahan says most “AI in supply chain” talk stays at the buzzword level — demand forecasting, route optimization, control towers, digital twins — while operations teams want clearer communication, fewer dropped balls at shift change and a usable record of what happened on the floor. They argue email, Slack and Teams were not designed for voice-first handoffs, where tone and nuance matter, or for a view that can be scanned, searched and replayed across shifts, sites and days. Nor do they make it easy to answer what changed on nights last Tuesday without scrolling through a week of chat. Their answer, Shift Sync, captures outgoing supervisors’ handoffs as voice notes in an interface built for the job, not a general chat app.
- **One owner from click to doorstep, because functional scoreboards hide the loss**: Strahan describes eCommerce and Distribution sabotaging each other as each hits its own metrics. eCommerce promises same-day delivery on a sofa to convert the sale; Distribution cannot meet that promise with current warehouse load and carrier capacity, and eats the margin to make it happen. The reverse occurs when Distribution locks down the promise so tightly that eCommerce conversion suffers. Both teams win; the company bleeds. Strahan's fix: one person owns the entire path from click to doorstep, with fused P&Ls, shared KPIs, one data model, real-time demand feeding a single plan, orders routed for profit rather than speed, pricing that reflects real cost, and last-mile options configured at checkout.
- **Delivery labor rules get argued as fairness and decided by utilization math**: On a New York City bill that would move parcel delivery from independent contractors to direct employment within two years, Strahan argues that the route-density math has not been run. An independent contractor working across multiple platforms reaches 60-70% vehicle utilization; an employee model breaks below 85%. That leaves three options: scale the fleet 1.5-2x in a market where real estate runs $50+ per square foot amid a driver shortage, pull out of the market, or watch volume migrate to competitors as prices rise and margins compress. New York is arguing about fairness, they say, while the market is calculating what different looks like.
- **Heavy and bulky delivery is unclaimed because Amazon's reputation outruns its freight reality**: Strahan argues consumers transfer Amazon's small-parcel speed to heavy goods, where its actual performance is average at best: a sectional sofa still shows a 10-to-21-day window, standard freight with a scheduling requirement, not Prime. In their view, that gap between perception and performance is the category's single largest untapped opportunity. Retailers positioned to win are not those matching Amazon's speed or Walmart's price, but those that make the delivery event a product neither platform can replicate, build a forward stocking network from real estate they already own, solve the returns problem before it solves them, and treat their carrier as a brand asset rather than a cost line.
- **Career advice built on what the job is like on a Tuesday**: Strahan argues institutions do not show what jobs actually exist in supply chain. So they wrote Supply Chain Careers: The Field Guide — the book they wish someone had handed them 20 years ago. It maps 13 supply chain function areas by pay and what the work actually involves, covers entry routes for graduates, veterans and career-changers, and includes a 44-question interview bank with the answers hiring managers expect, a military-to-civilian translation guide for every branch, a chapter on using AI on the job, and a 90-day plan. The method is to compare lanes by daily texture rather than title: on-site or remote, reactive or planned, who you manage, what gets measured every hour, and the red flags in a job posting that reveal which lane you are signing up for.
- **The outlier: reading geopolitics through the physical inputs that stop moving**: One post leaves operations, careers and AI behind. Strahan breaks down a Strait of Hormuz disruption by commodity rather than oil price, arguing that a 21-mile chokepoint holds the global manufacturing economy hostage and that the useful way to read it is input by input. The method echoes their other posts: quantify what actually moves, then reason from that.

## Work to read

- [AISCHub, a free resource hub for AI in supply chain](https://www.linkedin.com/posts/wileystrahan_ai-in-supply-chain-resource-hub-activity-7435708438581743617-BY5O)
- [Shift Sync: voice-note shift handoffs for 24/7 operations](https://www.linkedin.com/posts/wileystrahan_shiftsync-never-miss-a-shift-handover-again-activity-7434238772810022912-d8Mo)
- [Supply Chain Careers: The Field Guide](https://www.linkedin.com/posts/wileystrahan_its-live-supply-chain-careers-the-field-activity-7508534706557231104-Ue0c)
- [Why heavy and bulky delivery is the unclaimed opportunity](https://www.linkedin.com/posts/wileystrahan_last-mile-tax-activity-7465840056772075521-loZW)
- [The eCommerce and Distribution conflict inside one company](https://www.linkedin.com/posts/wileystrahan_your-vp-of-ecommerce-and-vp-of-distribution-activity-7450135844193206272-Fdrx)
- [Legacy warehouse systems as the real blocker for AI](https://www.linkedin.com/posts/wileystrahan_the-thing-blocking-ai-in-most-warehouses-activity-7501293349732163584-bgeo)
- [Treating tacit operator knowledge as training data](https://www.linkedin.com/posts/wileystrahan_generalist-apply-on-job-activity-7505751085576376321-J8wg)

## Brand relationships

- **AI Supply Chain Hub (AISCHub.com)** (owned_business)
- **Shift Sync** (owned_business)
- **Supply Chain Careers: The Field Guide** (owned_business)

## Partnerships

Wiley Strahan's posts do not mention sponsorships, advertising, or paid partnerships. They publish no rate card, media kit, sponsor policy, brand-deal example, or partnership intake page. Their posts focus on supply chain operations rather than commercial offers. Their work does show the surface a partner would be negotiating around. Strahan operates AISCHub, an AI supply chain resource hub described as free, with 470+ curated resources, comparisons across 35+ AI supply chain tools, use-case breakdowns, an AI readiness assessment, and an ROI calculator. They also previewed Shift Sync, a voice-first shift-handover tool for 24/7 operations, and invited operations teams to connect and give feedback while it is still being shaped, describing it explicitly as possibly a free side project rather than a product. They published Supply Chain Careers: The Field Guide and describe it as the first in a series. These assets offer natural ground for collaboration with a logistics technology partner, but any webinar, white paper, or co-marketing arrangement would be a partner proposal, not a format with published terms. There is no public process to buy into or published requirements to meet. The only contact surface visible on their LinkedIn profile is a general professional channel, not a partnership route, so this section leaves the inquiry link empty rather than presenting it as a booking path. Before planning a partnership, ask for primary-source confirmation of any sponsor route, media kit, or rate card. Their posts do not publish sponsorship terms; this does not establish whether they accept sponsorships.

## Alternatives

- Anthony Robinson: Choose Robinson when the decision turns on parcel cost, carrier rate negotiation or recovering money already spent, rather than warehouse systems. The weekly parcel roundup takes apart a rate increase the way a shipper would: the published average of 5.9% is described as a floor rather than a number to budget from, because five of seven domestic services rose faster and accessorials averaged 6.79%. It then gets to the part most buyers miss: roughly 2,500 zips were reclassified and the residential surcharge moved from $8.80 to $17.75, with no zip getting cheaper. That is the same buyer task as deciding whether to spend on integration, orchestration or automation, answered from the invoice instead of the roadmap. The claims post adds the arithmetic on the other side of the ledger: over 13,000 claims filed for one retail account in a quarter across three carriers, more than $470,000 recovered in sixteen weeks at about $29,000 a week, with the argument that the money was always there and collecting it took automation and follow-through. If the vendor sells integration, orchestration or automation that touches parcel spend, claims or carrier mix, Robinson speaks to a cost line a finance sponsor already owns.
- Keyan Bazargan: Choose Bazargan when the buyer's live decision is carrier selection: which final-mile providers to shortlist, what a consolidator actually does, or whether to give up optionality for price. The post on last-mile fragmentation sorts the market into large integrated networks, venture-backed regional carriers such as OnTrac, Veho, UniUni, GLS and SpeedX, consolidators and resellers, and 3PLs. It then names the buyer's real exposure: without a dedicated RFP process, a brand is very likely to overpay or work with the wrong partners for its shipping profile. The DHL and USPS post handles the sourcing conversation's central tradeoff, weighing a $10 billion-plus exclusive final-mile commitment—and the certainty it offers for better rates—against losing the ability to switch carriers when a network stumbles or a regional option gets more competitive. For a vendor whose product touches carrier management or network design, that is the tradeoff an operations or procurement lead is already arguing about internally.
- Joe Wyatt: Choose Wyatt when the campaign lives after checkout rather than before the model layer. The seven-year account of joining AfterShip as its first North American employee, coming from a logistics operator role at Dell, reporting shipment performance at a fashion design agency, then running sales, support and success alone from an apartment, gives buyers a creator who has both operated shipping and built the software that runs it. The holiday post is more useful for a campaign: Adobe's $275.1 billion forecast and a 150% surge in personal hygiene products during Cyber Week set up a sharp distinction between a gift buyer, who cares about one delivery date, and an essentials buyer, who is deciding three months later whether to buy again or subscribe. From there, the post asks whether brands treat first-time peak buyers differently in the post-purchase flow. If a vendor sells returns, exchanges, warranties, delivery estimates or exception handling, Wyatt describes the same customer problem the vendor sells against and can speak to what changed once an agent started handling RMA reviews and delivery exceptions while brands kept the playbooks.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/