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1、The intuitive supply chain Predict disruption,deliver growth IBM Institute for Business Value|Research BriefGenerative AI has put supply chains in flux.64%of Chief Supply Chain Officers say gen AI is completely transforming workflows.Supply chain teams must work differently.60%of operations and auto

2、mation executives say AI assistants will handle most traditional and transactional processes by 2025.More decisions will be automated.Operations and automation executives say generative AI will increase the volume of decision-making by digital assistants by 21%in the next two years.Predictions will

3、improve,igniting sustainable innovation.76%of supply chain and operations leaders say gen AI will help innovate their product design and make product lifecycles more sustainable.Generative AI can preempt supply chain disruption and unleash growth opportunities.Key takeawaysThe intuitive supply chain

4、:Predict disruption,deliver growth 2Would a peek at next weeks headlines change your supply chain strategy today?Make agility your supply chain superpowerIntroductionThe intuitive supply chain:Predict disruption,deliver growth 3report higher annual revenue growth than the competition17%report greate

5、r annualnet profits 72%Supply chain certainty is an elusive target.With so many fault lines stretching across the business landscape,it seems impossible to accurately predict what will happen tomorrow.Supply chain leaders must often adopt a siege mentality,looking for ways to limit their losses as p

6、lan B quickly gives way to plans C,D,and E.But what if you could spend this time spurring growth?What if you could predict the future accurately enough to give your business a competitive edge?The combined power of generative AI and cloud computing could make that possible.By harnessing the potentia

7、l of machine learning,automation,and advanced analytics in a hybrid cloud environment,organizations can gain a sixth sense,anticipating everything from demand fluctuations to sourcing delays.With this foresight,they can reinvent their supply chain strategies,shifting from a reactive to a proactive s

8、tance.Leaders in gen AI adoption and data-led innovationthose who view gen AI capabilities as the primary driver of their automation investmentsare reaping outsized rewards.The intuitive supply chain:Predict disruption,deliver growth 4Already,leaders in gen AI adoption and data-led innovationthose w

9、ho view gen AI capabilities as the primary driver of their automation investmentsare reaping outsized rewards.They report 72%greater annual net profits and 17%higher annual revenue growth than the competition.And all the supply chain leaders we surveyed expect their revenue growth from AI-enabled op

10、erations to more than double over the next three years.1 Looking at these numbers,its no surprise that 72%of the top-performing CEOs we surveyed for the IBM Institute for Business Value(IBM IBV)2024 CEO Study say competitive advantage now depends on who has the most advanced gen AI.But the high-spee

11、d race to meet short-term goals is hindering their progress.Overall,global CEOs agree that a focus on short-term performance is their top barrier to innovationand 66%say their organization is currently meeting short-term targets by reallocating resources from longer-term efforts.2 Thats a big proble

12、m for supply chain leaders,who know they need to invest in next-gen tech today to make their operations more agile and resilient for an uncertain futurefrom dynamically rerouting shipments and adjusting production schedules in real time to identifying bottlenecks and risks before they materialize.Ho

13、w can gen AI solve these persistent supply chain problems?To find out,the IBM IBV,in partnership with Oxford Economics,surveyed more than 2,000 global Chief Supply Chain Officers(CSCOs),operations executives,and automation executives from organizations that are currently implementing AI-enabled auto

14、mation.We discovered that these leaders are focused on creating what we call“the intuitive supply chain”agile,adaptive,and perpetually prepared,safeguarding brand reputation,customer satisfaction,and the bottom line.In this paper,well lay out the steps organizations are taking to get there.In part o

15、ne,well explore the role of AI assistants,which are quickly becoming less like chatbots and more like full-time employees.Part two explains how accelerating supply chain intelligence can help companies leverage real-time data faster and more effectively than ever before.And in part three,well explor

16、e how gen AI-enabled digital twins,or virtual models,can help organizations improve their position in the competitive landscape,as well as in the eyes of customers.We conclude with an action guide that outlines how to plan,prioritize,and perform to make every move count.Supply chain leaders need to

17、invest in next-gen tech today to make their operations agile and resilient for an uncertain future.The intuitive supply chain:Predict disruption,deliver growth 5Lean into the power of decision supportEmployees paired with AI assistants will deliver more business value than either could alone.Part on

18、eThe intuitive supply chain:Predict disruption,deliver growth 6of executives say AI assistants will handle most traditional and transactional processes by 2025.say their organizations supply chain workflows will incorporate intelligent automation and AI assistants by 2026.60%90%AndTodays supply chai

19、n teams are drowning in a sea of disconnected data.They increasingly have access to the long-awaited real-time information they need to make smarter,faster,decisionsbut theres so much to sift through that many opportunities go unnoticed until its too late.Gen AI-powered digital assistants are changi

20、ng all that.With their ability to analyze vast stores of data almost instantaneously,they can bubble up critical insights for supply chain teams to skim from the surface.Plus,their natural language skills make it easy for employees to ask for the information they needand find out where it came fromw

21、ith a few simple prompts.For example,AI assistants can analyze which supplier is contributing the most to delays and identify issues causing disruption,such as weather,financial obstacles,or transportation bottlenecks.Then,AI-fueled predictive models can outline how the situation is most likely to e

22、volve,allowing AI assistants to offer targeted recommendations that help supply chain teams prepare for whats next.Already,60%of executives say AI assistants will handle most traditional and transactional processes by 2025.3 And 90%say their organizations supply chain workflows will incorporate inte

23、lligent automation and AI assistants by 2026.4 The intuitive supply chain:Predict disruption,deliver growth 7When employees use gen AI assistants to quickly query their supply chain platform for credible data,rather than manually searching multiple systems,they can manage change fasterand pivot more

24、 precisely.Instead of using the dedicated procurement solution to change purchase order delivery dates,for instance,employees can simply ask their assistant to make the change for them.But thats only the beginning.Supply chain teams aided by AI assistants are cultivating a new human-technology dynam

25、ic that will touch virtually every point of the supply chain,from planning to sourcing to manufacturing to distribution.In fact,64%of CSCOs say gen AI is completely transforming their supply chain workflows.And CSCOs and automation executives say gen AI will increase the volume of decision-making by

26、 digital assistants by 21%in the next two years.Its not just about explaining how materials will get from point A to point B.Its also measuring the supply chain cost of every business decisionand making sure those costs are considered from the start.Beyond the sales a new SKU will drive,product deve

27、lopment strategies should account for the total cost of ownership,forecasting the cost of delivering a new item in conjunction with the losses that come from holding on to products that dont sell.Then theres the sustainability dimension.As both consumers and regulators demand more comprehensive repo

28、rting on environmental impact,supply chain leaders must be able to track sustainability metrics all the way to the last mileand do the hard work of designing more eco-friendly product lifecycles.This is another place where gen AI can help,with 76%of supply chain and operations leaders agreeing that

29、it will help innovate their product design and make product lifecycles more sustainable.By leveraging AI assistants,CSCOs can aggregate and distill intel,bringing insight to the boardroom quickly and confidently and making sure supply chain implications continue to inform strategies as they evolve.A

30、s decisions are made and then tested in the market,AI assistants can accelerate the feedback loop,giving executives the real-word,real-time data they need to see if their strategies are delivering the desired resultsand change tactics quickly if they arent.With gen AI assistants,employees can manage

31、 change fasterand pivot more precisely.The intuitive supply chain:Predict disruption,deliver growth 8Building an intelligent supply chain using a supply chain AI assistant IBM employs supply chain staff in 40 countries and makes hundreds of thousands of customer deliveries and service calls in over

32、170 nations.IBM also collaborates with hundreds of suppliers across its multitiered global network to build highly configurable and customized products to customer specifications.Historically,the IBM supply chain ran on legacy systems spread across different organizational silos,making information-s

33、haring slow and incomplete.Employees also performed much of their work on spreadsheets,which impeded collaboration and real-time data transparency.IBM supply chain management set out a bold transformation vision to build a cognitive,intelligent supply chain more than a decade ago.The aim was to have

34、 an agile supply chain that extensively uses data and AI to lower costs,exceed customer expectations,ruthlessly eliminate or automate non-value-add work,and exponentially improve the experience of supply chain colleagues.5 At a high level,the IBM supply chain digital transformation revolves around b

35、uilding sense-and-respond capabilities.This was accomplished by democratizing dataautomating and augmenting decisions by combining a cognitive control tower,a cognitive advisor,demand-supply planning,and risk-resilience solutions.Now,the cognitive control tower has evolved into an enhanced generativ

36、e AI intelligent layer using a supply chain digital assistant.The system uses IBMs AI technology to enable natural language queries and responses,which accelerates the speed of decision-making and offers more options to correct issues.Users can ask,in natural language,about part shortages,order impa

37、cts,and potential trade-offs.To date,IBM has saved$388 million related to reduced inventory costs,optimized shipping costs,faster decision-making,and time savings(days to hours to minutes to seconds).Case study9The intuitive supply chain:Predict disruption,deliver growth Accelerating supply chain in

38、telligenceIf your data could talk,what would it say?Supply chain teams are about to find out.Part twoThe intuitive supply chain:Predict disruption,deliver growth 10Whether disruption is caused by geopolitical conflict,climate catastrophes,or increasing complexity,supply chain leaders will be judged

39、by their ability to find effective workarounds.And theyre looking to gen AI to make their supply chain more agile,adaptive,and future-proofed.of executives say gen AI is already accelerating their high-impact automation initiatives.73%In fact,the executives we surveyed anticipate operational perform

40、ance,enterprise agility,and strategic advantage to be the top three benefits of using gen AI investments in their supply chain.And 73%say gen AI is already accelerating their high-impact automation initiatives.The intuitive supply chain:Predict disruption,deliver growth 11The key is to make the enti

41、re ecosystem more responsive.By allowing gen AI assistants to interact directly with the intelligent layer of the supply chain systemthe cognitive core that pulls insights from vast stores of datainternal and external teams can collaborate more seamlessly.The goal is for AI assistants to continually

42、 communicate the intelligent layers findings to the appropriate part of the supply chain team,along with recommended actions.While the enterprise resource planning(ERP)system remains the system of record and core transaction engine,supply chain teams no longer need to interact with it directly.And t

43、hat goes for other specialized supply chain apps,from procurement to warehouse management to transportation logistics,as well.This approach lets employees drill deeper,allowing for real-time analysis and optimization each step of the way.The convergence of gen AI and cloud-based solutions has also e

44、nabled autonomous automation(see“Future-proof your supply chain with cloud-enabled innovation”).In addition to automating workflows,gen AI assistants can automate the process of workflow reinvention.They can learn from supply chain metrics and transaction history,make proactive recommendations,and e

45、ven repurpose or redefine new workflows based on what theyve learned.This helps streamline workflows to make them more efficient,cost-effective,and environmentally responsible.In fact,63%of supply chain and operations leaders say integrating sustainability and circularity into workflows is a key rea

46、son their organization is investing in automation.Future-proof your supply chain with cloud-enabled innovationWith the combined power of cloud computing and generative AI,companies can accelerate supply chain innovation and improve business outcomes to a degree that wasnt previously possible.Deployi

47、ng gen AI on the cloud lets companies train and deploy models faster and at scale,without the need for expensive hardware or infrastructure.It lets multiple teams collaborate on the development of gen AI models,moving them between different cloud environments and integrating them with other cloud-ba

48、sed services and applications seamlessly.Then,of course,theres cost to consider.With pay-as-you-go pricing,cloud infrastructure can ease capital expenditure constraints,allowing companies to focus on innovation,rather than the financial implications of investing in new tech.When applied strategicall

49、y,this tech combo can improve efficiency,reduce costs,and increase agility.Here are a few ways your supply chain can benefit from cloud-enabled innovation powered by gen AI:Forecast future demand.Optimize inventory levels,reduce stockouts or over-stocking,and improve cash flow.Optimize delivery rout

50、es.Reduce fuel consumption,lower emissions,provide dynamic distribution,and improve delivery times.Manage supply chain risk.Predict the likelihood of disruption and recommend proactive mitigation measures.Increase supply chain visibility.Identify bottlenecks and recommend corrective actions teams ca

51、n take to keep operations from being disrupted.PerspectiveThe intuitive supply chain:Predict disruption,deliver growth 12Achieve end-to-end visibility with AWS Supply ChainSupply chains are vast,interconnected networks.The multitude of participants,disparate systems,and lack of seamless data sharing

52、 make it difficult to accurately forecast future demand,track inventory levels,and align supply.The fragmentation of data hinders supply chain planners ability to understand fluctuations,predict future needs precisely,and position optimal inventory where its needed most.The cloud-based AWS Supply Ch

53、ain business application directly addresses these challenges.By harmonizing disparate data sources into a unified supply chain data lake,it lays the foundation for improved end-to-end visibility,forecasting accuracy,inventory optimization,and overall supply chain resilience.6 Here are a few of the k

54、ey business benefits of moving to this type of cloud-based solution:Address data fragmentation A supply chain data lake harmonizes disparate data into a flexible,scalable canonical data model that aggregates and associates supply chain information into a unified data asset.By incorporating a generat

55、ive AI-powered data onboarding agent,companies can also automate data transformation from any native format into the data lakes canonical model.Customers can seamlessly extract and upload raw data,with the agent leveraging large language models for automated data mapping through a guided,module-driv

56、en user interface experience.Case study13The intuitive supply chain:Predict disruption,deliver growth Increase forecast accuracyMachine learning-powered forecasting capabilities can help organizations improve forecast accuracy and reduce excess inventory levels.Machine learning algorithms can incorp

57、orate variables such as seasonality,product characteristics,vendor characteristics,and destination-origin sites,along with historical order history,to train the model.Improve supply chain visibilityThe AWS business application can examine warehouses,distribution centers,and stores in detail,showing

58、on-hand,in-transit,and at-risk inventory levels.It then uses machine learning algorithms to automatically generate,score,and rank multiple inventory rebalancing recommendations to mitigate risks.Gaining visibility into network-wide inventory levels,movement patterns,and potential risks empowers orga

59、nizations to optimize inventory positioning and mitigate imbalances,overstocks,and stockouts.Improving supplier visibility and collaborationThe AWS application analyzes supplier lead times,makes future projections compared to orders and forecasts,then identifies issues.It displays all connected trad

60、ing partners,enabling supply chain leaders to view and collaborate across multiple tiers.Built-in chat and messaging capabilities also facilitate seamless communication and data sharing.Simplify sustainability compliance processesCloud-based sustainability features create a more secure and efficient

61、 way to obtain mandatory documents and datasets from your supplier network.You can request,collect,and export artifacts,such as product lifecycle assessments,certificates on product safety,or reports on hazardous substances used at any point in the supply chain.Amazons Global Trade and Product Compl

62、iance(GTPC)team used the AWS applications sustainability features to transform their compliance data management process and now expect to save approximately 3,000 operational hours per year.Case study(continued)14The intuitive supply chain:Predict disruption,deliver growth Visualize the future By us

63、ing supply chain data to fuel gen AI-powered virtual models,companies can unlock a new level of operational efficiency and resilience.Part threeThe intuitive supply chain:Predict disruption,deliver growth 15of executives believe gen AI will enable connected assets to make autonomous decisions.77%By

64、2026,76%of executives say they expect to use gen AI to derive differentiated outcomes from connected assets in the next two years.Supply chain leaders have long imagined a future where real-time data flows seamlessly between IT and operational technology(OT)systems,enabling a more agile approach tha

65、t reacts to constant change.And their dream is finally becoming reality.Think of a manufacturing facility,where operations teams already use AI sensors to detect changes in vibration patterns,temperatures,power consumption,and even sound patterns.While traditional AI can alert teams to signals as th

66、ey appearand even predict when breakdowns are about to occuremployees must manage necessary adjustments or repairs based on this information.With generative AI,thats no longer the case.When paired with vision sensors,gen AI lets connected machines self-predict and self-adjust in a harmonious fashion

67、,unlocking unprecedented levels of productivity and efficiency.The intuitive supply chain:Predict disruption,deliver growth 16In fact,by 2026,77%of executives expect gen AI will enable connected assets to make autonomous decisions.And when complex asset ecosystems work in harmony,they can help busin

68、esses achieve results that werent previously possible.Executives recognize this potential,with 76%saying they expect to use gen AI to derive differentiated outcomes from connected assets in the next two years.7 But boosting efficiency is just the first step.Businesses can derive much deeper value fr

69、om interconnected data when they use it to visualize the end-to-end supply chainand simulate how disruption could impact operations each step of the way.It works like this:First,data from drones,robots,cameras,and other connected assets flow into a unified platform with a geospatial layer,an informa

70、tion layer,and an orchestration layer.Time-lapsed visualizations then let supply chain teams see how specific changes have impacted the ecosystem in the pastand make real-time decisions as situations unfold in the present.Gen AI-enabled virtual models can then help teams simulate how future events c

71、ould affect supply chain operations.They use real-world data and algorithmic techniques to visualize how the dominos will fall in response to different disruptions to help teams plan accordingly.They support“what-if”risk analysis by predicting potential problemsfrom raw material shortages to multipl

72、e supplier plant closings simultaneouslyand recommending respective contingency plans.These simulations can also inform product development by helping teams identify where waste and inefficiencies can be removed from the process.This is a key concern for executives,who say visibility of full product

73、 lifecycle management and environmentally sustainable products and services are two of their top automation priorities for their operations functions over the next three years.With the right perspective,supply chain leaders can look beyond productivity plays to pull the levers that drive growth.By u

74、sing gen AI to orchestrate multiple data sources,systems,and tools,they can inspire innovation across the ecosystemand inform the strategic decisions that set their organization apart.Look beyond productivity plays to pull the levers that drive growth.The intuitive supply chain:Predict disruption,de

75、liver growth 17Improving pharma supply chain visibility for patient safety8 Amid the increasing proliferation of counterfeit,falsified,or substandard prescription medications,the US government passed the Drug Supply Chain Security Act(DSCSA)with the aim of protecting patients.Its rooted in the idea

76、that transparencythe ability to accurately trace prescription meds throughout the pharmaceutical supply chainis essential to preserving its integrity.Just as important is the idea that all the major players in the pharmaceutical ecosystemmanufacturers,wholesalers,dispensaries,and regulatorsneed a wa

77、y to share information collaboratively to make it happen.Prompted by the challenge of multiple industry segments needing to cooperate to address DSCSA,the National Association of Boards of Pharmacy(NABP)sought to create a digital platform that would bridge the interoperability gaps between systems,m

78、aking compliance with DSCSA faster and easier.Seeking safety through transparencyWorking with IBM Consulting and AWS,NABP built a new digital platform called Pulse that lets its member users track and share each prescription drugs ownership transaction records,providing increased supply chain visibi

79、lity.One key design aspect of the platformwhich runs on the AWS cloudis the integration of APIs from providers of the“point”tracking solutions used by most players in the prescription drug supply chain.By connecting through these APIs,Pulse users can search for trading partners,verify trading partne

80、r status,exchange digital credentials,and perform electronic tracing.The platform enables visibility and collaboration,eliminates tedious administrative work,and,most importantly,creates a more secure supply chain to protect patients.Case study18The intuitive supply chain:Predict disruption,deliver

81、growth Make every move countIn the complex game of supply chain chess,executives must always think several steps ahead.Modernizing supply chains isnt just about adopting new technologies or processesits about embracing a new way of thinking,one thats rooted in scientific inquiry,experimentation,and

82、a relentless pursuit of progress.By applying the scientific method at scale,enterprises can tap into the vast potential of data and gen AI to drive critical improvements in business strategy,product development,and global supply chain operations.In fact,62%of CSCOs say gen AI will accelerate the pac

83、e of discovery,leading to new sources of product and service innovation.9 With the promise of discovery as their guiding light,companies can unlock the full potential of their supply chains,power ecosystem partnerships,and drive sustainable profitability and growth.Heres what leaders across the supp

84、ly chain ecosystem should do to predict and plan for endless disruptionand profit from the opportunities volatility can create.Action GuideThe intuitive supply chain:Predict disruption,deliver growth 191.PlanIdentify benefits you want to deliver.Investigate the key drop-out points between analysis a

85、nd action,identifying how improvements could flow through into financial and operational performance.Outline the productivity KPIs that will be targeted for improvement and define success criteria.Define your employee experience vision.Provide easy access to relevant AI analytics,recommendations bas

86、ed on role,and intelligent transactional workflows in the employee portal.Find ways to integrate supply chain processes into the employee experience framework,such as streamlining logistics and inventory management to improve decision-making efficiency and speed-to-action.Invest to bring the vision

87、to life and facilitate a seamless and fulfilling experience across the entire supply chain.Know the specific functionality and systems architecture you need.Identify the solutions that will provide every feature.Then use an orchestration engine as a process conductor,issuing precise commands to mult

88、iple agents based on user prompts.Leverage synthesized data from the integration layer to create dynamic,intelligent workflows that deliver the desired outcomes.Understand skills requirements and gaps.Create user personas across the range of supply chain workflows.Outline how digital assistants will

89、 help create new workflows and enhance existing ones.Identify the gaps in skills between these personas and the current state,then define training and upskilling plans.Keep your eyes on the prize.Align supply chain innovation to your market offering and the capabilities needed to deliver it.Prioriti

90、ze these areas and be confident in delivering them.Action GuideThe intuitive supply chain:Predict disruption,deliver growth 20Define supply chain workflows that have the greatest potential for automation.Map the key points across the workflow that cause rework and manual analysis.Be honest about the

91、 true nature of your processes,not the idealized version that may be documented somewhere.Stop looking for a silver bullet.Be honest about where investment is needed within your current technology landscape.Set specific timelines for upgrades or the deployment of new solutions.Dont let time and effo

92、rt that have been invested in previous solutions become an anchor that prevents you from achieving future success.Dont try to cut your way to growth.Make the investments needed to fundamentally transform ways of working.Focus spending on the areas that can make your supply chain more agile and resil

93、ient.Prioritize getting to scale.Invest in initiatives that can quickly transition from pilot to deployment at scale.Use success in specific areas to build momentum for the wider transformation.Define rules of engagement.Be clear about who is accountable and responsible for specific workflowsand who

94、 gets a say.Set ground rules for using digital assistants and make sure everyone knows how theyre expected to evolve.2.PrioritizeAction GuideThe intuitive supply chain:Predict disruption,deliver growth 21Feed generative AI data that supports supply chain productivity.Map the full range of data initi

95、atives needed to connect people and technology.Upskill employees and train tools to speed decisions.Identify the key touchpoints to use gen AI to boost productivity.Put trust in data.Dont let people tinker with the workflow outputs from the system.Where processes are automated and tested,let the sys

96、tem run and do its job.Dont allow competing forms of analysis designed to suit individual agendas interfere.Instead,encourage employees to engage in advanced analysis,using their assistants to innovate and address the complexities of interconnected operations and systems.Review and align to changing

97、 conditions.Cultivate a supply chain that can sway with the winds of change to deliver a competitive advantage.Adopt a technology architecture that allows new capabilities to be plugged in without disrupting the user experience.Keep score.Track benefits as theyre delivered to build momentum and conf

98、idence in new technologies.Demonstrate ROI to secure continued investment.Make data-driven decisions that can fuel growth and performance improvements.3.PerformAction GuideThe intuitive supply chain:Predict disruption,deliver growth 22Research methodologyThe IBM Institute for Business Value(IBM IBV)

99、,in conjunction with Oxford Economics,interviewed and surveyed more than 2,000 executives with equivalent roles and titles,including Chief Supply Chain Officer(CSCO),Chief Operations Officer(COO),Chief Automation Officer(CAO),Chief Information Officer(CIO),and Chief Financial Officer(CFO).In 2024,CS

100、COs,COOs,and automation executives were also polled about their investments,priorities,and use cases to assess the current impact of generative AI initiatives,as well as the results they expect to see in the next two to three years.The goal of these surveys was to understand how global executives vi

101、ew the impact of gen AI on their organizations performance and competitive advantage across the supply chain.Respondents spanned 21 countries,as well as 10 industry sectors,including energy and utilities,petroleum,industrial AuthorsAmar SangheraAWS Supply Chain Solutions Global Leader,Digital Supply

102、 Chains Go-to-Market StrategyMichael MowatSupply Chain Strategy and Operations Leader,Finance and Supply Chain Transformation,IBM ConsultingKaren ButnerGlobal Research Leader,AI and Automation;Supply Chain Operations,IBM Institute for Business Value,IBM ConsultingContributorsIBM ConsultingChris Moos

103、e,Lead Client Partner NABP,Public SectorJonathan Wright,General Manager,NCE Europe IBM Institute for Business ValueSara Aboulhosn,Associate Creative DirectorNathan Boudreaux,Visual DesignerTegan Jones,Executive Editorproducts,electronics,telecommunications,government,healthcare/life sciences,consume

104、r products,retail,and transportation/logistics,each comprising 5%to 15%of our total respondent sample.The size of organizations surveyed,in terms of revenue,ranged from$500 million to$500 billion,with a mean of$26 billion.The IBM IBV ran a series of contrast analyses,including pairwise comparisons,h

105、ighlighting results and differences as shown in this report.Statistical significance for all pairwise comparison contrasts was set at the(p=.05)level,meaning there is only a 5%chance that the observed differences or relationships between the groups are due to random variation.The right partner for a

106、 changing world At IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the t

107、hought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of

108、 executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm.co/ibv-linkedin.The intuitive supply chain:Predict disrupt

109、ion,deliver growth 23 Copyright IBM Corporation 2024IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|November 2024IBM,the IBM logo, and Watson are trademarks of International Business Machines Corp.,registered in many jurisdictions worldwide.Other product and

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112、ms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed research or the exercise of professional judgment.IBM shall not be responsible for any loss whatsoever sustained by any organization

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114、or implied.10c317797ad40f7a-USEN-011.Butner,Karen,Tom Ivory,and William Lobig.Seizing the AI and automation opportunity:The moment is now.IBM Institute for Business Value.October 2023.https:/ibm.co/ai-and-automation2.The 2024 CEO Study.6 hard truths CEOs must face:How to leap forward with courage an

115、d conviction in the generative AI era.IBM Institute for Business Value.May 2024.https:/ibm.co/c-suite-study-ceo3.The CEOs guide to generative AI:Business process automation for operations.IBM Institute for Business Value.May 2024.https:/ibm.co/ceo-ai-process-automation 4.The CEOs guide to generative

116、 AI:Supply chain.IBM Institute for Business Value.November 2023.https:/ibm.co/ceo-generative-supply-chain 5.“IBM builds its first cognitive supply chain.”IBM Blog.Accessed October 3,2024.https:/ 6.Shah,Amit.“Addressing industry-specific supply chain challenges with AWS Supply Chain.”AWS Blog.July 12

117、,2024.https:/ CEOs guide to generative AI:Physical asset management.IBM Institute for Business Value.August 2024.https:/ibm.co/ceo-generative-ai-physical-asset-management 8.“Improving pharma supply chain visibility for patient safety.”IBM case study.Accessed October 1,2024.https:/ 9.The CEOs guide to generative AI:Supply chain.IBM Institute for Business Value.November 2023.https:/ibm.co/ceo-generative-supply-chainNotes and sources The intuitive supply chain:Predict disruption,deliver growth 24