Guillermo Juvera

Special Guest Blog Post written by Karin Bursa, Founder and CEO of NIRAKIO and Supply Chain Now Host   Artificial intelligence is no longer a “what if” in supply chain — it is here. In fact, Gartner predicts that 50% of cross-functional supply chain management solutions will use intelligent agents to autonomously execute decisions in the ecosystem by 2030. But how do leaders move from hype to real impact? During our recent Supply Chain Now Power Panel, I asked five senior executives to share where they see AI making the biggest impact. Their answers revealed not just excitement, but a roadmap for how supply chains can evolve. Here is how they responded, in their own words. Q: Where do you see AI making the greatest impact in your supply chain? Eliza Simeonova – VP Global Supply, Mars Pet Nutrition “AI forces operational discipline. Clean data is no longer optional. The system itself demands it. I also see AI shaping supply chain synchronization — aligning suppliers, factories, warehouses, and customers in new ways.” Whitney Shlesinger – VP Global Planning & Logistics, McCormick “For me, it’s about people. Employees want to move beyond non-value-added work. AI allows us to free them up…

In today’s increasingly complex global supply chain landscape, Tom Moore keeps his message refreshingly straightforward: ProvisionAI helps large companies discover hidden costs and eliminate them. Organizations such as Procter & Gamble, Nestlé, and Unilever have leveraged the company’s technology to uncover and eliminate inefficiencies—particularly in transportation and warehousing—that traditional systems fail to detect. The outcome is significant and often delivers immediate savings. But Moore believes many of these problems stem from misunderstandings about the very technologies companies rely on.   Misnamed Systems & Misaligned Expectations Before the interview officially began, Moore reflected on the surprisingly inaccurate names assigned to modern supply chain technologies. ERP systems rarely plan resources across the enterprise, despite what their name suggests. Warehouse Management Systems, while certainly used in warehouses, don’t actually “manage” much at all. People behind keyboards still make most of the critical decisions. This disconnect in terminology shapes faulty expectations. Many organizations believe their planning systems will truly plan the supply chain, yet most tools merely react to demand signals. If ABC Company orders ten cases, the system automatically replenishes—without considering warehouse capacity, transportation availability, downstream implications, or cost-to-serve. Moore characterizes this as both an old problem and a new one, and it…