TECHNOLOGY
OR AC LE
Dominic Regan is a Senior Director
as AI. These can, for example, moni-
for Oracle’s logistics applications
tor demand at a very granular level
across EMEA. Working closely
across multiple tiers of the supply
with its product development and
chain, enabling operational planning
strategy teams in his current role,
both within the company itself as well
he’s been involved with supply chain
as with trading partners. Leveraging
since the mid 1980s:
this intelligence enables the neces-
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sary operational agility to quickly “A lot of the technological solu-
re-prioritise inventory in order to
tions for supply chains were built
meet shifting customer demand or
for traditional operations, not the
adjust to external impacts.
global, flexible supply we need today. Despite AI adoption increasing,
“Moving forward, we can expect
many companies still lack an end-
the expansion of both AI as well as
to-end view and will often view the
machine learning in the supply chain.
supply chain in silos, causing them
This can enable manufacturing and
to be slow to discover and react
supply chain managers to track and
to issues and adapt to change.
manage day-to-day production, while leading to data-driven opera-
“To overcome this, businesses must
tions that will significantly improve
introduce greater transparency from
production yield, product quality,
end to end. Doing so requires the
lead times, equipment, and labour
implementation of technologies such
efficiencies.”
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