CC BY 4.0Collins, Peter D.2026-09-022026-09-022026-08-28https://repository.ifla.org/handle/20.500.14598/7326Resource sharing systems perform key functions of a supply chain, but they are rarely assessed through this lens to enhance system architecture, operational workflow, and collective engagement. Through resource sharing, libraries have created a global knowledge supply chain that is under threat due to inefficiencies and arbitrary request distribution rooted in deterministic strings and non-adaptive workflows. This paper examines resource sharing through the lens of commercial supply chain and logistics practices. Business model case studies in the use of AI and supply chain logistics are offered as a framework for viewing a redesigned resource sharing ecosystem that moves beyond the paper-based deterministic lender string model that is ubiquitous today. Library resource sharing has been at the forefront of technological development in libraries. This paper examines the exponential growth and expansion of resource sharing technology, particularly through the 1990’s as networked computer systems expanded. Shifting the focus to modern AI and logistics processes, the paper proposes an equivalent renaissance in resource sharing through the use of algorithmic pools viewed through an algorithmic dashboard informed by AI processes. Leveraging dynamic dispatch, demand forecasting, an algorithmic triage dashboard, anticipatory inventory intelligence, and dynamic procurement, resource sharing systems can enable staff to focus on what truly matters while simultaneously enhancing efficiency throughout the global knowledge supply chain. Additionally, through proactive “reuse identification” both staff time and shipping expenses can be reduced. As mission-driven organizations, libraries have an opportunity to learn from corporate models while preserving the values that set them apart.enghttp://creativecommons.org/licenses/by/4.0Resource sharingInterlibrary loansKnowledge managementArtificial intelligencePublicationCollins, Peter D.