Executive Summary

Enterprise leaders described a clear shift in how supply chains, operations, and core business processes are being managed in an era defined by constant disruption. Resilience is no longer treated as a one-time corrective response to global shocks; it is becoming a permanent design principle. Organizations are rebalancing long-standing cost-optimization models with the need for flexibility, visibility, and faster decision-making across suppliers, manufacturing, logistics, and service networks. The discussion highlighted that disruptions—geopolitical, regulatory, labor-related, or demand-driven—are now expected, not exceptional.

AI emerged as an enabler rather than a starting point. Executives consistently emphasized that value comes from applying AI to clearly defined business problems, supported by digitized, high-quality data and integrated processes. Rather than pursuing broad or experimental AI initiatives, leaders are embedding intelligence directly into core workflows such as demand planning, transportation optimization, supplier collaboration, and service operations. The organizations seeing results are those that treat AI as a practical extension of operational discipline, not a replacement for it.

Looking forward, competitive advantage will come from execution speed and adaptability. Companies that can move to “Plan B” faster—through scenario planning, data transparency, and orchestrated decision-making—are better positioned to turn disruption into opportunity. AI, when grounded in clean data and governed processes, is becoming a force multiplier for cost control, service consistency, and supply chain resilience.