Rarely in the history of supply chain management has there been a time filled with both anticipation and trepidation. These mixed feelings are understandable, considering what will be at stake in the next few years of technological advancements. It could be a time of great achievements or one that may leave many falling behind.
Software has long supplied the data that accompanies products as they move through the supply chain. But with the recent advancements in artificial intelligence (AI) and machine learning, software has taken on an entirely new persona, transforming formerly confined systems into thinking machines that are able to react as well as anticipate what might lie ahead. These technologies are transforming robotics, material handling equipment, and transportation systems practically overnight.
In this issue, we look at many of the technological advancements that are impacting our supply chains today and into the future. It is not just pie-in-the-sky tech. Rather we need to understand it now if we want our supply chains to survive.
For example, digital twins have been around for quite a few years, but they are still finding new applications, such as the potential to radically improve fleet planning and dispatch operations. You can read about that in our cover story, “How digital twins can transform trucking operations.”
In our story “Building trust in touchless planning,” we suggest that if AI is to truly impact operations, humans must have faith in the decisions that these systems make. This involves adequate training, feedback, and transparency. AI also takes center stage in another article, “Why AI will transform procurement and how it is already doing so.” We share how AI could be rapidly adopted in the procurement space, as the technology has the potential to automate repetitive tasks.
Another feature story, “How 3D virtual prototyping can compress new product development,” examines the potential of extended reality technologies to completely reshape how we bring new products to market.
Finally, our issue also looks at how to develop the next generation of supply chain planning talent—it will require both technological fluency as well as the ability to tolerate ambiguity and lead change management initiatives.
