unexpectedly low and caused increased cargo freight costs, as vessels couldn’ t travel fully loaded. Using AI to predict and react to these sorts of situations will only make supply chains more dynamic and consequently more resilient.”
From planning to predicting An outdated reliance on slow, monthly planning cycles is a persistent hindrance – especially in 2026.
Emily argues:“ Organisations that don’ t move towards real-time adjustments will have to contend with stale assumptions, slow reactions and frequent missed opportunities.”
“ Another challenge,” she explains,“ is simply that too many organisations still operate in siloes. Ensuring that these are kept to a minimum through cross-functional information flows only serves to increase resilience.”
The need for real-time responsiveness has changed the perception of inventory. Now, inventory is“ a lever for working capital,” Emily says.“ We now evaluate inventory decisions based not only on operational criteria, but also their impact on cash flow, capital lock-up and cost of holding, making inventory a financially strategic asset.” supplychaindigital. com 105