From Data Overload to Insightful Decisions: Lessons from the Fishing Industry

Data, decisions and the streetlight problem

Over years of industry collaboration in New Zealand, through joint research and student-led projects, we’ve consistently encountered a recurring theme: “We have plenty of data, but not enough time or resources to turn it into meaningful decisions.” This refrain has echoed across sectors, highlighting a persistent challenge: the disconnect between data abundance and decision-making capacity. A presenter at one of our workshops captured this frustration with a memorable story:

A man searches for his keys under a streetlight. A passerby offers help and asks, “Is this where you lost them?” The man replies, “No, I lost them in the forest, but it’s too dark to look there.”

It’s a humorous yet telling metaphor. Many organisations fall into the same trap, focusing on data that’s easy to access or analyse, rather than the data that truly matters. This “streetlight effect” raises a sharper, more strategic question:

Are we even collecting the right data to support the decisions that matter most?

What our research revealed

In our recent publication in Operations and Supply Chain Management: An International Journal, “Enhancing Supply Chain Visibility in the Fishing Industry: The Role of Emerging Technologies and Their Affordances”, we set out to understand how emerging technologies can genuinely improve supply‑chain visibility. We applied technology-affordance theory to explore how tools, people, and contextual factors interact to shape supply chain visibility. Drawing on in-depth interviews with a diverse range of stakeholders across the seafood supply chain, including experts in logistics, retail operations,
technology development, procurement, and security risk management, we uncovered a key insight: real-time tracking, proactive alerts, and data-driven insights only generate meaningful value when integrated with the people and processes capable of acting on them.

Our analysis revealed a critical disconnect; while organisations often possess large volumes of data, it is not always the right kind of data. Many assume that the solution lies in more sophisticated analytics tools, yet they may need to re-evaluate their data collection practices to ensure they are capturing the appropriate combination of data that can inform actionable decisions. To address this gap, we developed a conceptual roadmap that links devices to decisions, mapping sensor data to specific operational and strategic choices. This framework enables managers to clearly understand which metrics drive which actions. The roadmap emphasizes the importance of user-centred design and positions collaboration itself as a key affordance, essential for translating technological capabilities into supply chain performance.

Lessons from a perishable cold chain

Although our study focuses on New Zealand’s seafood sector and its global enablers, the insights extend well beyond this industry. Seafood is highly perishable and often transported over long distances under strict temperature controls, making visibility crucial to prevent spoilage and ensure compliance with sustainability standards. This same need for transparency applies to other sectors, such as pharmaceuticals, fresh produce, and high-value electronics, where similar risks and logistical complexities exist. By examining one of the most demanding cold chains, we illustrate how data-capturing technologies, such as GPS trackers, RFID tags, and IoT sensors, can reduce risk and improve responsiveness. Yet, the true value of these technologies lies not just in data collection, but in the integration of their data streams into real time decision-making processes.

From Noise to Navigation

Technology has long promised seamless, end-to-end visibility across supply chains. Yet in practice, many businesses still grapple with persistent blind spots. Our interviews and fieldwork revealed several recurring challenges: poor connectivity and short battery life in remote areas, proprietary systems that trap data in vendor silos, insufficient training that limits tool usage, and sensors that are either mis installed or neglected. Most critically, we found a disconnect between the data available and the decisions organizations need to
make. When metrics fail to align with strategic questions, data becomes noise
rather than insight.

The answer isn’t more tech, it’s smarter tech. Our research shows that data only becomes valuable when it’s aligned with decision-making. What’s needed are unified, user-centred platforms that don’t just collect data, they connect it. These systems must speak the language of action: intuitive dashboards, exception alerts, and guided responses. Insight must be actionable, and every sensor, metric, and alert must serve a clear purpose. When data is gathered with intention, it becomes a tool for collaboration. And collaboration isn’t just a feature, it’s a capability. One shaped by technology, and in turn, shaping how technology is used.

From Insight to Action: The Road Ahead

Looking ahead, the landscape is rich with possibility. Technologies like blockchain, AI, and advanced analytics offer powerful new ways to enhance visibility. But their true value lies in integration, being part of a purposeful strategy, not just standalone solutions. Culture and training remain as vital as the tools themselves. By focusing on relevance over volume, and by aligning sensors, platforms, and decisions through a clear roadmap, supply chains can become more transparent, resilient, and responsive.

As we venture deeper into other high-stakes and perishable supply chains, one
question keeps surfacing, echoing the streetlight effect: Are we shining a light on the data that matters?

If you're passionate about building smarter, more meaningful supply chain maps, we invite you to collaborate with us. Let’s shine a light where it counts and uncover the insights that drive real visibility.