Artificial intelligence promises huge benefits to the logistics sector — so why is it so slow in being fully adopted there?

Andrew Breckenridge, executive vice president of Fortna, tells how supply chain executives can engage in long-term planning to mitigate future risk, even as they’re battling the crisis of the moment.

COVID-19, along with its direct impacts (lockdowns, border closures, etc.), has sent a domino effect of related disruption, including supply shortages and financial distress – but these aren’t the only threats in town.

And now, after a year and a half of lockdowns, countless business closures and severe shortages of both essential and non-essential goods, comes the revenge economy.

How can we reengineer the chip supply chain to ensure the right inventory gets to the right place at the right time?

Given the global nature of today’s supply networks, multi-tier visibility, planning and execution has become very complex. To manage today’s complexities, current systems are forcing functional groups to resolve problems with outdated processes and approaches.

A discussion about what it means to build a “future-ready” supply chain, with Manish Sharma, group chief executive officer of operations, and Kris Timmermans, head of the Supply Chain & Operations Practice, with Accenture.

Volatility, uncertainty, complexity, and ambiguity — the vaunted VUCA — are always present and testing companies’ ability to navigate day-to-day operations.

How in the world are retailers and suppliers supposed to come up with accurate demand forecasts if they aren’t sharing the same data in the same manner at the same time?