[ INSIGHT ] ARTIFICIALINTELLIGENCE
by Patrick Lemoine VP Global Industry Solutions, o9 Solutions o9US@teamlewis.com | 214-838-3125
Building a Future-Proof Supply Chain For business leaders and supply chain professionals, tariffs—and their impact on the cost, availability, and sourcing of critical parts and raw materials—are top of mind. In addition to tariffs, companies have faced persistent risks and disruptions since the pandemic five years ago. The “new normal” is a business environment defined by variability and complexity, affecting nearly every industry. from climate change and geopolitical tensions to trade restrictions. Disruption is no longer the exception; it is the expectation. To remain competitive, companies must accept this reality. They need to detect risks early, assess the potential
impact, explore response options, and act quickly. This process, known as scenario planning, is too complex for traditional spreadsheets and manual work ows. Instead, companies must adopt enterprise-level supply chain planning platforms powered by AI. These platforms can process vast amounts of data—from internal performance metrics to external inputs like market trends, economic indicators, and weather patterns. AI-driven models help businesses predict disruptions, simulate scenarios, and make data-backed decisions faster. Beyond that, Generative AI and Agentic AI take planning to the next level. These technologies learn continuously from the data they analyze, producing new insights and improving accuracy over time. They act as intelligent collaborators, not just digital tools. In today’s environment, companies that invest in AI-powered planning platforms are better equipped to manage risk, adapt to disruption, and build truly future-proof supply chains. n
some suppliers may consider moving operations to the United States, doing so could take years—assuming suitable facilities even exist. In the meantime, rising costs are likely, as many suppliers operate on thin margins and cannot absorb additional expenses. HIGH TECH FACES NEW RISKS The high-tech industry faces similar vulnerabilities. As one of the rst sectors to adopt globally outsourced manufacturing, it relies heavily on contract manufacturers, who in turn depend on a vast network of specialized parts suppliers. This distributed model requires meticulous coordination to ensure timely delivery of parts, accurate subassembly, and on-schedule nal production. Despite its ef ciency, this system is fragile. Periodic crises continue to expose its structural weaknesses. With no slowdown in innovation and persistent demand variability, the high- tech sector faces growing risks—ranging
Take the automotive sector, for example. This industry depends on a global network of suppliers and original equipment manufacturers (OEMs), with thousands of factories around the world. In 2023, the United States imported approximately 30,710 motor vehicles from Canada—a sharp decline from 58,090 the year before. While this number is relatively small compared to the 10.6 million vehicles produced in the United States, certain manufacturers, such as Stellantis, could see several models affected. Relocating production isn’t easy. Unless a plant is already designed to assemble a speci c model, shifting production is both costly and time- consuming. As a result, automakers may be forced to increase prices or absorb nancial losses. The greater challenge, however, lies in sourcing parts. It’s estimated that up to 40% of the components in U.S.- assembled vehicles come from Mexico, and over 20% from Canada. While
66 Inbound Logistics • July 2025
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