“As AI capabilities mature across supply chains, the real transformation is unfolding not in automation alone, but in the evolving role of human judgement. From interpreting algorithmic recommendations to managing uncertainty, supply chain professionals are increasingly shifting from transactional execution to intelligent orchestration,” believes Bikash Prasad, Assistant Vice President – Human Resources, Reliance Retail.
While AI adoption in supply chains is still evolving in markets like India, how do you see the role of human decision-making changing as these technologies scale?
In India, we are gradually moving from being ‘Drivers of Data’ to ‘Navigators of Systems’ which means that from ‘Doing Manual Tracking and Reporting’ to ‘Using Intelligent Systems To Take Better Business Decisions’. AI can help in route planning, forecasting demand and inventory optimization but human judgement will continue to remain very important. For example, earlier a logistics manager in an FMCG or retail company in Mumbai used to spend hours making calls to track trucks delayed due to rains. Today AI systems can predict such delays much earlier. The manager’s role is no longer just tracking the truck but deciding whether to reroute stock from another warehouse or delay the deliveries or to take a commercial call like giving discount to the customer. AI gives speed and visibility, but humans provide practical judgement, customer understanding and local context.
Which traditional supply chain roles are losing relevance, and what new roles or capabilities are emerging as critical in this shift?
Roles focused mainly on manual data entry repetitive reporting and routine coordination are slowly reducing. For example, inventory tracking or dispatch planning that earlier happened manually through Excel sheets is now increasingly automated through WMS, TMS and AI-enabled dashboards. At the same time, new roles are emerging such as:
- Supply Chain Control Tower managers
- Network planning specialists
- Automation managers
- Data and analytics professionals
- Exception management teams
In large Indian organizations like Reliance Retail or Big Basket, systems can automatically trigger replenishment decisions. Human intervention mainly happens during exceptions like sudden demand spikes, transport disruptions or mandi strikes. The future role is less about ‘Pushing Excel’ and more about ‘Managing Exceptions’.
What are the most essential skills the next-generation supply chain professional must develop to remain relevant in an algorithm-driven environment?
The next-generation supply chain professional does not necessarily need to become a programmer but must become comfortable working with technology and AI systems. Important skills will include Data interpretation; Problem-solving; Decision-making; Collaboration; and Technology adaptability. One very important capability will be ‘Algorithmic Fluency’ which means understanding what the system is recommending and whether it practically makes sense. For example, just like a pilot uses autopilot but still monitors the aircraft, supply chain professionals must know when AI recommendations may not fully capture Indian market realities such as sudden GST changes, regional festivals or local disruptions. The future professional will act as a translator between AI outputs and real business outcomes.
There is a clear gap between current supply chain talent and emerging AI-driven capability requirements. What are the most effective ways to bridge this gap?
The answer is not simply replacing people but reskilling them. Indian organizations should focus on Practical digital training; Exposure to analytics tools; Cross-functional learning; and Hands-on project experience. One effective approach is ‘Digital Shadowing’ where operational teams work closely with analytics or technology teams. For example, when demand planners spend time with data science teams and understand how forecasting models work, they stop seeing AI as a threat and start using it as a support tool. The future is not “Human vs AI” instead, it is “Human + AI.”
How are organisational structures and leadership models evolving as supply chains move from process execution to system orchestration?
Organizations are becoming leaner, more centralized and technology driven. Earlier, warehousing, planning, transport and reporting teams often worked separately. Now companies are moving towards Centralized Planning; Control Towers; Integrated Visibility Platforms; as well as Shared Analytics Teams. Leadership roles are also evolving. Leaders are expected not only to manage operations but also to orchestrate systems, technology and people together. In many Indian companies, supply chain leaders who earlier focused mainly on execution are now expected to drive automation adoption, visibility and AI-enabled decision-making.
In high-stakes situations, how should organisations balance trust in AI-driven recommendations with human judgement?
AI should support decisions, but final accountability should remain with humans. A good approach is:
- Trust AI during normal operating conditions
- Trust human judgement during highly uncertain situations
For example, during floods in Chennai, an AI system may recommend stopping all shipments because of risk alerts. However, an experienced operations manager may know that one supplier or transport partner still has alternate access routes and can continue deliveries. AI is excellent for efficiency and speed, but humans are still better at resilience, relationships and handling unpredictable situations. Especially in India, local knowledge and field experience continue to play a very important role.
Looking ahead, what will differentiate supply chains in an AI-driven future, and how will talent capability shape and accelerate this growth?
In the future, almost every company will have access to similar AI tools and technologies. The real differentiator will not be technology alone but the agility of people and organizations. If an AI system flags a disruption, the company that can quickly analyse, decide and act within 30 minutes will outperform the company that takes 2–3 days. Future-ready supply chains will be differentiated by Faster decision-making; Better visibility; Agile teams; Strong execution capability; and Technology Adaptability. Indian organizations that invest early in both technology and workforce capability building will move ahead faster. Ultimately, talent will become the biggest competitive advantage in an AI-enabled supply chain world.
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