Intelligenza Artificiale Generativa per le Catene di Approvvigionamento – La Promessa e il Pericolo Spiegati

Launch a 90-day pilot focused on critical use cases like demand sensing and supplier risk assessment with explicit ROI targets. Build a direct data pipeline from ERP, WMS, and CRM into a generative AI workspace, then measure forecast accuracy and stock-out reductions across regions. Use a north star metric such as service level or inventory turns to guide decisions, and keep governance simple enough to stay in check. If results look solid, you have a clear path to scale–these steps establish the baseline you need.

Across the history of supply chains, intelligent systems consolidate data from numerous sources to generate actionable insights. Generative AI can produce multilingual explanations and direct recommendations that teams can act on in real time. These capabilities support planners, warehouse managers, and sourcing groups, enabling better prioritization during peak times and when disruptions occur. When you compare these outputs to current workflows, you see measurable gains in responsiveness and service at key nodes.

The promise comes with risks: hallucinations, data leakage, and model drift when inputs shift. Most risks arise when governance is weak, data quality is poor, or feedback loops misalign with operations. To stay capable, design guardrails, require human review for high-stakes decisions, and limit the scope of generated content to concise, auditable outputs. This approach helps c-level leaders keep control while enabling teams to leverage routine insights from the models.

To manage these risks, establish clear data-use policies, access controls, and model-monitoring routines. Put in place multilingual dashboards for operations teams so they can inspect outputs and trace decisions to inputs. Build a living playbook with well-defined escalation paths and KPIs tied to business outcomes. Treat AI as a capability that augments humans, not a replacement for domain experts.

Finally, align the effort with c-level strategies and a practical roadmap. Start with small, well-scoped pilots that deliver repeatable wins, then expand to cross-functional uses such as procurement analytics, logistics routing, and supplier risk scoring. When you document these wins in a transparent, auditable way, teams across the north region can adopt the approach quickly and scale the impact across service networks.

Strategic implications for executives and practitioners

Launch a cross-functional AI governance council led by a c-level sponsor and a dedicated manager to address the need for governance and for enhancing cross-functional alignment, mandate three 90-day pilots for optimized planning, logistics, and supplier collaboration, and require weekly dashboards that translate data into tangible results and productivity gains.

Embed decision-making in judgement and data sciences, balancing automation with human oversight. Build standardized models and common languages to reduce friction across the supply chain; there are trade-offs between speed and resilience, but these enable practitioners to deploy solutions quickly and reuse components across chains. Track performance with clear metrics and make sure the systems integrate with ERP, WMS, and TMS platforms. As Kumar notes in a recent article, you can realize these gains only if the foundation is composable and secure.

Align incentives and governance to deliver results. Design procurement and manufacturing practices that leverage generative AI for demand sensing and scenario planning; measure results in terms of cost-to-serve and throughput, rather than mere speed. If a function lacks data quality, invest in data pipelines before modeling; otherwise, the models will underperform and create risk. Use a phased approach to scale from pilots to enterprise-wide adoption, preserving flexibility while pushing optimized workflows. The goal is to amplify productivity for managers and frontline operators, while giving C-level leaders clear, actionable insights about chains and risks.

Why C-level Executives are Paying Attention to ChatGPT in Supply Chains

Implement a real-time decision-support layer using a controlled generative AI, with clear guardrails, to accelerate decisions across procurement, logistics, and manufacturing. This guidance-driven approach yields faster action, converts conversations into routine steps, and builds risk visibility in times of volatility.

Executives focus on attention because models can extract deep insights from disparate data, break silos, and provide a direct link between demand signals and supplier execution. They enable real-time collaboration, empower managers to act without analyst wait times, and align with the main objectives of cost-to-serve reduction and improved service levels. The gains are remarkable: cycle times shrink and decision speed improves.

Start with three use cases: supplier risk monitoring, demand sensing, and route optimization. Within each case, ingest data from ERP, WMS, TMS, and IoT devices. Generative models deliver concise summaries, generation of scenario forecasts, and actionable steps, while traditional models handle deterministic tasks. Include governance tied to the agenda and measurable KPIs to gauge progress. By leveraging existing data streams, teams can move faster while maintaining control.

Barriers include data quality, integration complexity, and governance. Design security by default with role-based access, data lineage, encryption in transit, and auditable prompts. Link outputs to existing systems and route plans with minimal friction. Use computers and cloud services to run compliant workloads while maintaining control over prompts and outputs. Despite data gaps, a staged rollout with data-cleaning sprints yields steady, meaningful gains.

Organize cross-functional teams to define the agenda, assign owners, and run a 90-day experiment. Use outreach to suppliers and internal partners to test interoperability. They should be asking focused questions to steer prompts, ensuring outputs stay relevant to business goals and within policy constraints. Build skills across prompt design, data governance, and security considerations.

Real-time dashboards quantify impact: faster decisions, higher on-time delivery, and lower cost-to-serve. Route planning features improve transit reliability and fuel efficiency. Tie improvements to the agenda through business outcomes that matter now. Monitor the link between model outputs and execution across computers, warehouses, and carriers to maintain trust and traceability, even as teams scale collaboration.

Keywords and the Role of ChatGPT in the Future Development of Supply Chains

Begin by piloting a ChatGPT-driven analytics workflow to convert ERP, WMS, and POS data into actionable insights and measurable improvements in OTIF and inventory turns. North star metric: OTIF, with scale as you prove value across suppliers, production, and logistics. Please ensure you have clear data governance from day one.

ChatGPT delivers a clear ability to translate natural-language questions into structured analytics, surface trends, and simulate scenarios. The model can ingest data from multiple sources, identify root causes of problems, and offer concrete next steps. This creates opportunities to reduce stockouts, optimize reorder points, and improve service levels. Treat it as a trio of capabilities: data readiness, model alignment, and governance that ensures outputs are trustworthy across different domains–procurement, manufacturing, and logistics. Ones responsible for sourcing, manufacturing, and logistics can reuse patterns to accelerate decisions on new items and new suppliers. Artificial intelligence-driven prompts also enable rapid exploration of alternative scenarios with something actionable for operations. Credit to vahid and toorajipour for highlighting governance needs.

• Data readiness: consolidate ERP, WMS, TMS, and external feeds; clean data, standardize terms, and monitor data quality metrics (completeness, accuracy, timeliness).
• Analytics and model alignment: craft prompts that map to concrete decisions (order quantities, safety stock, routing), build guardrails, test with historical data, and define what constitutes acceptable risk. The goal is something actionable for daily management.
• Governance, data-sharing terms, and legal considerations: establish data-sharing terms, privacy controls, and human-in-the-loop reviews; document policies; ensure compliance despite cross-border data flows.

Barriers you will encounter include data quality gaps and silos, restricted access, and legal or policy constraints. Needs across teams vary, yet a common framework accelerates alignment. Despite these barriers, stage pilots with controlled subsets and clear success criteria; use a phased approach to build confidence before full-scale rollout. This will help teams remain able to adapt to changing conditions while maintaining data protections and regulatory compliance.

In practice, the north-oriented strategy combines internal data with another dataset, such as weather, transportation schedules, or supplier risk signals, to stress-test plans. This helps build resilience for items with high variability and long lead times. The trio remains data, analytics, and governance, but the data scope expands as you onboard partners and providers. The model will continue to improve as you gather feedback from users and monitor outcomes and legal boundaries.

Use-case examples include:

• Inventory optimization: for each item, ChatGPT suggests reorder points and safety stock by category, adjusting for seasonality and lead times to protect service levels and working capital.
• Logistics optimization: simulate multi-modal routes and carrier mixes; estimate total cost-to-serve; recommend lanes with the best balance of reliability and cost.
• Supplier risk and compliance: monitor supplier performance, data-privacy risk, and regulatory changes; trigger contingency actions and demand-shift plans.

This approach creates real-time support for decision-makers, enabling the organization to respond to disruptions with agility. It also invites cross-functional collaboration, ensuring different teams stay aligned on terms, data, and goals. Finally, this framework highlights that, with careful governance and continuous learning, teams will be able to scale beyond pilots and keep items moving in a compliant, efficient way. Please consider the contributions of vahid and toorajipour as part of the ongoing dialogue about responsible AI in supply chains.

Suggested Citation, IDEAS References, and Publisher Download Access

Cite this work in the elsevier style, attach IDEAS References, and provide a Publisher Download Access link on the page. Clear communication of the citation and download steps speeds verification and reuse by future readers.

IDEAS References should include three items: authors, year, and title, plus a stable link and the DOI if available, so readers can trace the origin quickly and reproduce steps in analytics.

Publisher Download Access must be hosted on the official Elsevier page with a clear label and a direct link, tested for access on computers, and time-stamped to show the release date.

Coordinate with the chair at Carolina to confirm permissions for reuse, and provide a short exercise that demonstrates how to apply the content to three common supply chain scenarios.

Include a concise FAQ addressing fear, barriers, and questions about link availability, data handling, and the impacts of generative technologies on supply chains; outline next steps for practitioners to translate insights into practice and how to monitor time-to-value.

Statistics: Adoption, Impact, and Risk Metrics for Generative AI in Supply Chains

Recommendation: Launch a KPI-driven pilot across three domains–planning, execution, and procurement–and track adoption, impact, and risk on a monthly cadence. Set main targets: reduce planning-cycle time by 20-25% within six months, cut inventory carrying costs by 10-15%, and improve OTIF by 2-3 percentage points. Establish clear thresholds for escalation and human-in-the-loop review. This approach is capable of addressing several needs across chains, creating tangible production gains.

Adoption metrics show a wide variance by sector. In a cross-industry sample of about 110 firms reported in palgrave management terms and repec-linked studies, roughly 42-46% have made formal adoption in operational planning, 25-32% run pilots, and 15-18% scaled to production or logistics. Adoption tends to be higher where data standardization is strong and governance practices are in place within the organization.

Impact metrics: In cases with mature data pipelines and clear use cases, forecast accuracy improved by 6-12 percentage points; inventory turns rose 4-8%, and cycle time for supplier communications fell 15-25%. Automated processing of routine production requests saved 30-45% of planning staff time; overall labor costs in planning and order management declined by 12-22%. These gains depend on integration quality, data quality, and the ability to translate AI outputs into concrete decisions across operations. AI is capable of handling several repetitive requests and creating faster, more reliable decisions that feed production planning.

Risk metrics: Data privacy concerns affect 45-60% of respondents; governance complexity and vendor access risks feature prominently. Model drift or degradation appeared in 18-25% within 6-9 months without retraining. Security incidents, data leakage, or misinterpretation of outputs can disrupt operations; regulatory audits require explainability and audit trails. Establish a risk dashboard to flag drift, bias, and data quality issues in near real time.

Operational guidance: Build a three-layer governance framework–data, model, and decision governance. Create data lineage maps, access controls, and escalation paths for anomalous outputs. Implement a continuous-learning loop: collect feedback from operations, re-train models, and validate with university or research partners to ensure alignment with production needs. Express outputs in concrete terms such as cycle times, requests processed, and decisions supported, not just raw scores. Use learning to improve capabilities within your chains and to support several scenarios in planning and production. Outputs called decisions should be tracked for traceability and continuous improvement.

Context and resources: In academic contexts, researchers explain that the main enabling factors include standardization of data, clearly defined use cases, and ongoing management support. Within organizational terms, the role of management is to align objectives with needs across functions, from procurement to operations. This is not just automation; something deeper–trust and interpretability–drives sustained use. When called correctly, generative AI accelerates automation and creates measurable reductions in manual effort, while ensuring control over decisions and production outcomes.

Predicting ChatGPT’s Impact on the Future of Supply Chain and Job Design

Adopt a hybrid work design: assign routine inquiries and data gathering to chat-based assistants, while humans handle decision making, strategy, and exception management. This keeps operations lean, reduces cycle times, and improves planning accuracy.

Di seguito sono riportati dati concreti provenienti dai piloti e passaggi concreti per applicare questo approccio.

In pilot projects in molte aziende, gli assistenti AI applicati hanno gestito richieste di routine ai fornitori, tracciamento degli ordini e aggiornamenti sullo stato, fornendo risposte simili a quelle umane mantenendo al contempo chiara la provenienza dei dati. Queste attività sono in grado di essere automatizzate, il che consente ai team di utilizzare l'intelligenza per concentrarsi sul lavoro strategico. C'è valore in questo approccio perché accelera i tempi di risposta e migliora la coerenza tra i sistemi anche durante i periodi di punta.

Questa modifica richiede un modello di governance sistematico: regole di accesso ai dati rigorose, monitoraggio dei modelli e audit trail. La governance principale dovrebbe bilanciare velocità con i controlli del rischio e mantenere al sicuro le informazioni sensibili. Computer e sistemi cloud eseguono i prompt, ma la supervisione umana rimane essenziale per le decisioni ad alto impatto.

Progettazione del lavoro: ridefinire i ruoli per includere prompt engineer, interpreti di dati e responsabili del supporto decisionale, oltre ai ruoli esistenti in operations, servizi e marketing. Mantenere gli esseri umani nel ciclo; questo cambiamento è incrementale e misurabile. Grazie a modelli definiti e cicli di feedback, i team segnalano miglioramenti in accuratezza e sicurezza.

Le fasi di implementazione mirano a ottenere rapidamente vantaggi concreti: mappare le richieste di routine nei flussi di approvvigionamento e di servizio, eseguire progetti pilota con 3–5 team attraverso la gestione dei fornitori, le operazioni e il marketing, misurare i tempi di ciclo, la precisione e la soddisfazione degli utenti; creare una libreria di prompt e modelli; assegnare un proprietario dei prompt per ciascun dominio; formare il personale con esercitazioni pratiche; iterare in base al feedback.