Is agentic AI, as it’s currently running in supply chains, operating with enough guardrails to prevent it from going astray?

Currency fragmentation, commodity risk and geopolitical tension are now a connected risk vector. They don’t move sequentially; they amplify each other, 

 In modern supply chains, what gets measured doesn’t merely get managed — it becomes economically amplified. 

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.

Autonomy isn’t something you bolt on at the end; it’s something you earn, and most of the work looks boring.

Companies that broaden their view of supplier risk, integrate financial insight into planning and pay attention to behavior as well as metrics are better positioned to withstand volatility.

The question facing supply chain leaders isn’t whether to adopt more technology, but how intentionally to invest in systems that will govern decision-making for the next decade.

Physical AI marks a fundamental redefinition of how supply chains function, compete and evolve. Intelligence has entered the flow of goods.

Mark Trainor, senior director of global transformation and technology with AstraZeneca, tells how the pharmaceutical giant transformed its planning function with the help of OMP.