The most effective immediate use of AI in supply chains is for human augmentation to solve specific, articulated business problems, not for wholesale automation.
A 'wait and see' approach to technology investment is a critical strategic error that cedes ground to more aggressive competitors, especially during periods of disruption.
Corporate boards often hold a dangerously short-term view that AI will automate everything, leading to potentially detrimental long-term personnel decisions.
The role of the Chief Supply Chain Officer (CSCO) is expanding, requiring greater IT acumen as supply chain and technology functions converge.
Organizations must implement and maintain two distinct processes: Sales & Operations Planning (S&OP) for long-range strategy and Sales & Operations Execution (S&OE) for short-term tactical issues.
▶AI as an Augmentation EngineApr 2026
Griswold posits that the primary, immediate role of AI in supply chains is not to replace humans but to augment their capabilities. He argues that leading companies deploy AI to solve specific, well-defined problems, which enhances decision-making rather than achieving full automation. This view is contrasted with a more simplistic, board-level perception that AI will automate everything, which he considers a risk.
Investors should scrutinize companies' AI strategies to see if they are focused on targeted augmentation and upskilling, which Griswold suggests is a sign of a sophisticated and successful approach, rather than broad, cost-cutting automation promises.
▶The Strategic Evolution of the CSCOApr 2026
The role of the Chief Supply Chain Officer (CSCO) is undergoing a significant transformation. Griswold highlights a convergence between supply chain and IT functions, with CSCOs increasingly taking on IT responsibilities. This requires a new level of IT acumen to manage the AI-driven supply chain effectively.
Analysts evaluating corporate leadership should consider the technical proficiency of CSCOs as a key indicator of a company's ability to navigate the future of supply chain management.
▶The Peril of Strategic HesitationApr 2026
Griswold warns against corporate inertia, particularly a 'wait and see' approach to technology investment. He cites Gartner research showing that companies that thrive through disruptions are those that continue to invest in technology and people. He argues that hesitation creates a market vacuum that more aggressive competitors will quickly fill.
This perspective suggests that during periods of economic uncertainty or disruption, a company's continued R&D and technology spending may be a bullish signal of its long-term competitive resilience.
▶Operational Discipline: S&OP vs. S&OEApr 2026
A common failure point for businesses is the conflation of long-term strategic planning with short-term tactical execution. Griswold stresses the importance of having two distinct processes: Sales & Operations Planning (S&OP) for the 6-9 month horizon and Sales & Operations Execution (S&OE) for immediate problem-solving. He observes that S&OP meetings often devolve into tactical firefighting, undermining their strategic purpose.
Companies that can demonstrate clear, separate, and effective S&OP and S&OE governance are likely to have better inventory management, forecasting accuracy, and overall operational efficiency.