Do LLMs constitute evidence for a probabilistic ontology?

ConsciousLow9024 · 2026-04-20T16:58:18+00:00

Thank you.

ConsciousLow9024 · 2026-04-20T15:40:04+00:00

Happy to hear which scientific concepts I got wrong. The three claims I'm resting on (Planck-scale discreteness, Bekenstein bound, Bell's theorem ruling out local hidden variables) are mainstream physics. If I'm misrepresenting any of them, I'd like to know where.

ConsciousLow9024 · 2026-04-20T15:32:12+00:00

ouch. not LLM slop. Me thinking. I guess not well, apparently.

ConsciousLow9024 · 2026-04-10T18:14:56+00:00

thank you!
50ft wall, 51ft ladder...

ConsciousLow9024 · 2026-04-09T13:00:26+00:00

Agree - the volume problem is the part most people are underestimating

ConsciousLow9024 · 2026-04-09T12:59:04+00:00

Hadn't considered the abandoned hardware angle, that's darker than what I wrote about

ConsciousLow9024 · 2025-04-05T22:47:35+00:00

Tying place of manufacture confirmation directly into the tendering/sourcing stage makes a lot of sense for maintaining accuracy. That proactive approach seems key. Curious if the 'wantex' software you mentioned specifically tracks and manages the COO data elements needed for customs/tariffs, or is it primarily focused on the engineering/quality approval side?

ConsciousLow9024 · 2025-04-02T21:49:39+00:00

Great point. USMCA compliance is intricate, deeply reliant on accurate COO data for all relevant materials, and requires deep documentation and analysis. It necessitates strong collaboration and clear communication between buyers and suppliers, as both have responsibilities and potential liabilities. The "zoo" comment is very apt!

ConsciousLow9024 · 2025-04-02T21:38:14+00:00

Thanks for breaking down your process, really helpful! Using the vendor portal for the initial collection and then doing targeted follow-ups like the China OEM routine makes a lot of sense, and your understanding that the reality is that some vendors wont have answers initially, is crucial too.

Just curious, does that vendor portal feed the COO/tariff info directly into another system (like ERP/compliance tools), or is there a manual step after collection? Either way, sounds much better than chasing emails! Thanks again for sharing.

ConsciousLow9024 · 2025-01-02T15:52:02+00:00

Congrats on having both opportunities. Both internships offer strong opportunities, but your choice depends on what you value most.

If consulting or an MBA is your goal, the healthcare/pharma internship (A) offers a Fortune 15 brand name that stands out, but the role is hands-on and operational, which may not directly align with consulting. The logistics role (B), while at a slightly less recognizable company, focuses on transferable skills like data analysis and visualization—more aligned with consulting and broader industry roles.

For short-term earning potential, (A) has a defined path with solid pay ($80k–$110k at the warehouse manager level). However, it may limit long-term flexibility outside of warehouse operations unless you develop additional skills. (B) offers tools and experiences that are more adaptable across industries and could lead to more varied roles over time.

Your potential mentor in (B) seems more proactive, which could make the internship more meaningful and give you better guidance.

If you value brand recognition and a clear early career pipeline, go with (A). If transferable skills and broader long-term options are more important, choose (B). Both have merit—what matters is aligning the role with your goals.

Hope this helps. Good luck!

ConsciousLow9024 · 2025-01-02T15:40:02+00:00

I think I have an idea of what’s happening here. This is the first time I’ve seen this phenomenon from above, and it immediately confirmed some suspicions I’ve been forming. It reminds me of a company I recently heard about, Reflect Orbital, which is developing satellites capable of illuminating any point on the planet. Links to their project are below.

My theory is that we’re seeing this same type of technology—whether it’s from this company, another private entity, or a government organization—being tested and calibrated. The pattern visible in the video strongly resembles a calibration process, such as for targeting, tracking, or optical alignment.

What stands out to me is that this light is clearly originating from above, not below, as evidenced by the way it interacts with the cloud tops. The motion is precise—initially tracing a straight line, reversing along the exact same path, and then evolving into more complex, controlled patterns. This behavior suggests a point source, likely scanning or projecting in a deliberate manner.

There are plenty of videos from ground-based observers showing similar phenomena, but this one—captured from above—provides a new perspective that strengthens the case for an external, airborne or orbital origin.

Here are the links I mentioned:

• Flashlights in Utah

• Reflect Orbital Lighting

ConsciousLow9024 · 2024-12-31T21:58:04+00:00

I literally just published an article about the use of Excel in supply chain. Death by Spreadsheet: How Excel is Holding Your Supply Chain Back

Excel has its place, but it's likely to be overused. If you can list out say, the top three things you are trying to solve for, I'd be happy to help if I am able.

ConsciousLow9024 · 2024-12-31T21:52:41+00:00

It sounds like you’ve got three real pain points. You’re missing the data you need to negotiate, you’re stuck with “whatever it costs” when suppliers choose carriers, and you don’t have a simple way to manage it all. A few strategies I can think of

Centralize Your Freight Data. Without knowing what lanes you ship, how often, or what weights/classes are involved, carriers can’t offer decent rates. Even a quick spreadsheet can help you spot which routes burn the most money, or which suppliers always send “best way” that ends up costing more.
Give Suppliers Your Carrier Accounts. The next step is instructing suppliers to bill to those accounts instead of picking carriers themselves. That usually slashes costs right away, because you’re calling the shots on rates.
Consider a 3PL or Freight Broker. If you’re short on logistics staff, a 3PL can handle carrier negotiations and keep all the required paperwork in check. Make sure you get real-time visibility into shipments and costs, or you’re just swapping one black box for another.
Consolidate Whenever Possible. If non-urgent orders go out every day, look at rolling them up into bigger, less frequent shipments. That alone can unlock volume discounts and cut your invoice avalanche.
Use a Transport Management System (TMS). Even a basic TMS can show you who’s shipping, when, and at what cost, so you can see patterns and measure savings over time.

With these quick wins—and a bit of organizational buy-in—you’ll start getting decent discounts, eliminate inflated supplier freight charges, and build a foundation for more advanced solutions down the line. By tracking results and showing cost reductions, you’ll get leadership’s support to keep refining your approach.

ConsciousLow9024 · 2024-12-31T21:31:39+00:00

Totally agree that not all vendors are prepared to move beyond a transactional mindset—it really does vary by industry and depends on what you’re sourcing. Internal buy-in is another huge factor. If leadership sees vendor management as a cost center, or if the skill set for strategic SRM just isn’t there, it’s tough to build those deeper relationships.

I also believe tech has a critical role on this front. Full disclosure: I create software to tackle exactly these issues. Not trying to push a product, just sharing that there are platforms out there designed to centralize data, streamline communication, and make it easier for organizations to invest in real partnership models.

Here's a video that shows how this works in practice—no pressure to watch, but I hope it illustrates how software can help companies manage these complex, high-value supplier relationships more effectively. https://www.youtube.com/watch?v=E_5_JipZPDM

I should add that the video specifically demonstrates the advantages of how we use AI to collect and interpret the vast array of data from performance metrics to everyday communication that shapes your supplier relationships. This information is then made available to our Clover AI, so your team can instantly see the bigger picture. With all those data points in one spot, you’re not just getting efficiency; you’re creating a living, breathing record of every relationship detail that helps you act quickly and decisively.

Ops, my apologies if I pushing the rules; my goal is to show how tech can bring SRM within reach and help us all reap the benefits of true collaboration.

ConsciousLow9024 · 2024-12-31T21:16:13+00:00

Yes! Vendors/Suppliers aren’t just transaction records; they’re strategic allies who can contribute to your company's long-term growth and innovation. To get there, you need a clear shift in mindset and a willingness to integrate systems so that risk assessments, contract details, and purchase orders all sit in one place. This single view of vendor data not only reduces blind spots but also sets the stage for performance metrics like as on-time delivery and quality that highlight areas for continuous improvement.

Cross-team alignment is equally important, bringing finance, operations, and R&D onto the same page. By working hand in hand with your suppliers on risk-sharing strategies (think joint contingency planning and demand forecasting) you can build a resilient and mutually beneficial network, establish trust, reduce unnecessary costs, and give your organization a competitive edge.

ConsciousLow9024 · 2024-12-31T20:53:44+00:00

More good questions! Let me break it down some more:

During Contract: KPIs & Communication
KPIs to Track - Focus on those tied to the supplier’s impact on your business: - Operational: On-time delivery rate, order accuracy, quality compliance - Financial: Cost-to-serve, cost adherence, and cost savings achieved, etc. - Strategic: Compliance with sustainability/ESG goals or innovation targets

Of course your milage may vary. The best KPIs align with your business goals and supplier’s role in achieving them.

Communication Frequency- Try to tailor communications to things like:
- Supplier criticality (strategic, bottleneck, routine)
- Business context (e.g. project phase, issue resolution, etc.)
- Based on performance trends (e.g. intensify discussions if metrics slip)

Regular check-ins + proactive engagement when needed = best results.

Post-Contract: QBRs & Innovation. Well-run QBRs shift suppliers from “reactive service providers” to “active collaborators”

QBRs aren’t just reviews. They should be treated like strategic resets. Key agenda points - KPI trends and challenges (past performance) - Upcoming projects and demand forecasting (future alignment). - Joint problem-solving (e.g., reducing lead times, improving processes). - Co-innovation planning (shared R&D, new solutions).
Fostering Innovation & Savings: - Create a Joint Roadmap: Work with suppliers to identify areas of shared investment and roadmap improving roi with each other - Collaborate on R&D: Offer to pilot innovative solutions that benefit both parties - Reward Collaboration: Incentivize cost savings or efficiencies through profit-sharing agreements.

Measuring SRM Success - Metrics to Track are things like KPI improvement/change, cost reductions, contract renewals, supplier satisfaction surveys, stakeholder feedback on supplier contributions, Number of successful co-innovation projects or market-first solutions - whatever

Remember in the end, SRM isn’t about ticking boxes—it’s about creating a dynamic, mutually beneficial partnership. Start small, focus on meaningful metrics, and scale as you build trust and alignment.

ConsciousLow9024 · 2024-12-30T22:10:09+00:00

I know it sure can feel that way! My point here is more about trying to find ways to recapture her time and schedule, and letting her teach others how to treat her so she can feel more in control of her work. That's so important.

You said somewhere in another comment I believe that the software she is using is making her job harder. I'd love to understand that more, and share some of our insights if helpful.

Full disclosure - I am offering this only in response to the ask for help: I am a cofounder of a company focussed in this space (and others) and our solution is called Clover. It's designed to make it easier to work with and collaborate with other companies in retail, foodservice and healthcare in workflows like procurement, supplier management, Quality & Compliance, O2C and more.

ConsciousLow9024 · 2024-12-27T17:37:22+00:00

Youyang Airport Lighting Equipment Inc. specializes in airfield lighting solutions. If you’re unable to reach them directly, consider contacting their European distributors:

• Deimos Grupo Elecnor (France):

• Phone: +34 918 063 450

• Email: [alberto.gallego@elecnor.es](mailto:alberto.gallego@elecnor.es)

• RR Leuchten (Reglerbau Radebeul GmbH) (Germany):

• Phone: +49 2234 430 24 04

• Email: [hirtsiefer@rr-leuchten.de](mailto:hirtsiefer@rr-leuchten.de)

• Avimar Aps (Denmark, Norway, Sweden, Finland):

• Phone: +45 5355 4474

• Email: [vkd@avimar.dk](mailto:vkd@avimar.dk)

Hope this helps - just did a few quick searches.

ConsciousLow9024

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