AI Is Racing Ahead — But Can Supply Chains Keep Up?

Supply chain leaders are no strangers to the pressure of change. But in the back half of 2025, the pace is no longer just “fast”—it’s outpacing the ability of many organizations to adapt. Two powerful forces are shaping the landscape: a surge in AI-driven decision-making and a workforce that isn’t yet ready to capitalize on it. Together, they present both an opportunity and a warning for the industry.

The technology side is racing forward. AI-powered predictive analytics, real-time visibility platforms, and integrated decision-support systems are no longer fringe tools—they’re becoming central to how companies operate. Yet for all the optimism, a nagging question remains: will the people who run these supply chains be able to make the most of the tools at their disposal?

Ivan Barrios, President & CEO of World Trade Center Miami, points to the rising stakes.

“One critical shift we cannot afford to overlook in the second half of 2025 is the acceleration of AI-driven decision-making across the supply chain. As volatility continues—from geopolitical tensions to climate-related disruptions—companies must leverage predictive analytics and machine learning not just for efficiency, but for resilience,” Barrios said. “Organizations that delay this transition risk falling behind in both competitiveness and customer expectations.”

That push for “resilience over efficiency” is a notable departure from the lean-obsessed orthodoxy that has guided supply chain management for decades. But resilience is harder to measure and justify on a balance sheet—until a disruption hits. AI and predictive tools promise to narrow that calculation, flagging emerging risks early enough to take preventative action. However, Barrios warns that technology alone won’t close the gap.

“One key issue supply chain leaders can’t overlook in late 2025 is the growing talent and skills gap driven by digital transformation. Investing in upskilling, cross-functional training, and change management is no longer optional—it’s essential to ensure technology adoption actually delivers value.”

It’s a blunt truth: while vendors and consultants are selling AI and analytics at full throttle, many operational teams are still adapting to basic digitization. There’s a real risk of companies owning cutting-edge tools that are underutilized—or worse, misused—because the people expected to apply them aren’t given the time, resources, or authority to adapt their processes.

From the vendor side, some of these capabilities are already in play. Jenna Slagle, Senior Data Analyst at project44, explains that real-time visibility and predictive analytics are enabling proactive responses to disruptions that once blindsided shippers. She describes the company’s “Decision Intelligence” platform, which draws from live vessel movements, port conditions, dwell times, weather patterns, and geopolitical event tracking to anticipate problems before they happen. The system doesn’t just tell you a container is delayed; it tells you when and where trouble is brewing—while there’s still a chance to act. The operational value is obvious. If a platform warns you of port congestion days before your shipment is due to arrive, you can reroute, reschedule, or renegotiate before the bottleneck hits. According to Slagle, project44 tracks more than 350,000 containers daily across 150+ carrier and forwarder connections, providing predictive ETAs and actionable congestion analytics. For shippers, that can mean fewer surprises and fewer crisis calls at 2 a.m.

Jenna Slagle, Senior Data Analyst at project44

But even with technology this advanced, the industry faces a familiar challenge: visibility isn’t the same as agility. Having the data doesn’t guarantee a company can make the necessary moves quickly enough. Contract terms, operational inertia, and internal silos still slow response times, even when the warning lights are flashing.

That’s why the AI-versus-readiness gap is such a critical theme for late 2025. The tools are here. The disruptions aren’t going away. But the real question is whether companies will invest as seriously in changing their organizational muscle as they do in upgrading their tech stack.

Barrios shared his comments in a written reply to a The Supply Chainer query, underscoring the need to balance investment in AI with investment in workforce capability. Slagle, speaking in an analysis conversation with The Supply Chainer earlier this week, outlined how predictive insights and real-time visibility are already reshaping how shippers manage risk. Their perspectives point to the same challenge: in late 2025, the supply chains that thrive won’t just be those with the smartest technology—they’ll be the ones where people, processes, and systems can actually move at the speed the technology allows.