University at Buffalo School of Management

Autumn 2024 Buffalo Business 13 have to make on behalf of the firm, and the data scien- tists support them through AI and machine learning tools," Lindsey says. Optimizing operations Natural disasters. Cyberattacks. Port strikes. Global warming. These are just a few of the many factors that can disrupt supply chains — not to mention COVID-19 and how it exposed major weaknesses, most notably for groceries and medical supplies. Like many other areas of business, companies are starting to use AI to analyze vast amounts of data to help manage their global supply chains, logistics, procure- ment and manufacturing management. Ananth Iyer, dean and professor of operations manage- ment and strategy, says this enhanced data integration can help businesses refine predictions about demand and disruptions. "With AI, companies can adapt to various external factors such as macroeconomic condi- tions, competitive products in the market and geopolitical conflicts," he says. "This allows for more fine-grained management of supply chains, contributing to improved efficiency and responsiveness." Manufacturing and supply chain strategist Courtney Weir, MBA '18, works at a California-based AI supply chain startup, and predicts increased accu- racy, streamlined operations and better job satisfaction with the integration of AI. She envisions a future where AI supports better deci- sion-making and more efficient processes but says the industry has been slow to adopt the technology. "From my experience, most companies with a supply chain and physical goods struggle to keep up with the pace at which information is changing and they need tools to help them share accurate information seamlessly," says Weir. "Currently, everyone has their own source of truth from which they're making decisions. This has caused issues downstream, leading to unneces- sary expedite costs, rework and increased inventory levels — all the more reason to leverage AI to collaborate more effectively." Weir says AI is a tool that supply chain managers can use to centralize data, maintain audit history, conduct risk-benefit analyses and communicate with suppliers. "Relationships are the foundation for success in supply chain, and AI will continue to act as a tool to better support those relationships by improving the accuracy of information and timeliness of responses," she says. In the School of Management, Iyer says faculty are integrating AI into coursework across disciplines while maintaining those critical personal connections with students. "We tell students to use it, but to understand the limitations," says Iyer. "What I find particularly inter- esting to think about is if we can now effectively teach at a higher level because many of the things that were rote are easily available. That's the opportunity for business schools." Iyer Weir

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