As agentic AI moves out of its experimentation phase, how should supply chain leaders be rethinking the way decisions are made? Insights from Fab Brasca, senior VP with Kinaxis.

The 95% failure rate of AI pilots that MIT's NANDA research documented in 2025 is a contextual knowledge problem.

Procurement teams know what they have to do: move faster, reduce risk and deliver measurable value. The pressure is on.

In the end, it’s less about identifying and planning for the most likely disruption scenario than it is possessing the agility to respond to whatever occurs.

Elida Beauty realized that its many heritage brands could not be subjected to one way of doing things. Each had “its own journey."

To maximize value and avoid missteps, and avoid being left behind, chief supply chain officers should start exploring the technology and resources available today.

Tom DiMattina, vice president supply chain at Bayer, tells how the company adopted a demand-planning tool from OMP to enable digital transformation and processing reengineering.

Niraj Jha, senior director of logistics-Southwest with Niagara Bottling, offers a view of artificial intelligence now and in the coming years.

The global supply chain has entered a new era—one defined by constant disruption. From shifting tariffs and geopolitical conflict to regulatory swings, cyber risks, and climate-related shocks, volatility is no longer the exception, it’s the rule. Legacy systems and disconnected tools can’t keep up, leaving you vulnerable to costly mistakes, delayed responses, and missed opportunities.

In an era defined by continuous volatility, supply chain planning must evolve beyond traditional forecasting and siloed decision-making. Reinventing planning for a new era of supply chain explores how organizations can transform planning into a strategic, AI-driven capability that connects strategy to execution across the extended enterprise.