Traditional supply chain decision-making tends to calculate whether a policy is worth adjusting using 'production volume' or 'number of directly affected stakeholders'—for instance, with only 60 vehicles globally, the cost of refusing to supply spare parts would be upsetting at most 60 vehicle owners. This calculation itself is not flawed; the flaw is failing to factor 'opinion magnitude' into the same equation. Social media can expand the denominator of a controversy from '60 vehicle owners' directly to 'millions of viewers,' and the speed of amplification is completely asymmetrical with the brand's ability to control it. When a brand's PR decision model remains stuck on the old denominator, the actual reputational risk it faces is already on an entirely different order of magnitude.