Nathan Chaney, Founder of Supply Chaney, on why more needs to be done in the supply chain sector to prepare for AI-driven transformation.
Whose job is it to take responsibility for what may happen in the future? Is it individual companies? Or is it the government? It’s a game of hot potato right now.
AI’s impact is outpacing governance and regulation – leaving us without a clear-cut picture of who is responsible for its impact. With AI permeating all aspects of business, industries like supply chain are grappling with questions surrounding the future of its workforce, wondering if they’re truly ready to face an AI transformation head on.
Nathan Chaney is the Founder of Supply Chaney and Supply Chain Social Club. His work is centered around utilizing the tools of creativity and connection to foster growth in the supply chain community.
Asking tough questions: Chaney told us he isn’t convinced the logistics sector has an AI plan in place.”We’re going to show up at the front door with all this automation and not have planned ahead accordingly,” he warns. “And then, what do we do when it all gets implemented and now X number of jobs in a particular facility, in a particular company, are no longer necessary?”
Further expanding on the problem at hand, he adds, “Whose job is it to take responsibility for what may happen in the future? Is it individual companies? Or is it the government? It’s a game of hot potato right now,” he explains.
Boosting efficiency: AI is already in the mix, changing how companies run their operations. Chaney points to new infrastructure as an example of AI boosting efficiency, yet slowly replacing human input. “There is a company that uses existing security-camera footage and machine learning to automatically identify safety hazards and track items, eliminating the need for manual processes like barcode scanning,” he says.
“This allows you to gather more accurate data and intelligence without requiring any physical changes. The key takeaway is that you can significantly improve operations without a manual process, which accelerates improvements because it reduces the human interaction required. It’s all about making meaningful physical changes to your operations with less input and investment.”
We’re going to show up at the front door with all this automation and not have planned ahead accordingly. And then, what do we do when it all gets implemented and now X number of jobs in a particular facility, in a particular company, are no longer necessary?
Quest for answers: With so much change happening so quickly, supply chain professionals are turning to industry conferences for guidance. As a frequent attendee, Chaney has noticed a shift in focus and the way leaders are growing in knowledge and in network. “A lot of people are going to these events to try to find answers amongst their peers and colleagues,” he says. “In the end, we actually need to take something away from these discussions to help our businesses improve.”
Uniting to find solutions: The conversation is shifting beyond simple networking and product showcases, to tangible collaboration between peers. “Partnering with someone outside your organization who has their own network and platform allows you to reach new audiences beyond your existing followers or email list. By aligning with industry leaders and brands that actively create and promote content, you can expand your reach and grow your influence in meaningful ways. And in this space, people are looking for real, concrete help and solutions,” Chaney emphasizes.
