OPERATIONS to undertake structural redesigns, organisations may be unable to benefit from new tools such as AI.
“ AI can be a powerful catalyst in manufacturing supply chains, but its impact depends on how it is integrated,” says Andres Garro, Managing Director and Partner at BCG.“ The companies achieving the strongest results are embedding AI into disciplined planning processes and reliable data foundations, using it to accelerate decisions and improve performance at scale.”
Rather than using AI to address fundamental issues, leaders are layering it onto existing planning systems that demonstrate inefficiency. This approach results in expenditure on tools that may not provide meaningful assistance.
To overcome these issues, BCG suggests that leaders choose AI approaches that follow designed use cases and develop a single version of truth by ensuring high data quality and cross-functional planning. Moving toward exception-based workflows that reduce firefighting and accelerate decision cycles can also help to bring value.
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