edit
archandbusiness
edit.pptxSupply Chain Artificial Intelligence at Metro
Done
Agenda Slide Maybe
2
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Asset Overview and Stakeholder Analysis
SASB Materiality Finder
TCFD Analysis
Recommendations
Supply Chain Challenges
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Asset Overview and Stakeholder Analysis
SASB Materiality Finder
TCFD Analysis
Recommendations
Worten / Continente
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Asset Overview and Stakeholder Analysis
SASB Materiality Finder
TCFD Analysis
Recommendations
PaRK International School Columbano
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Climate VaR for the different assets
Climate Change Impacts
Comparative Analysis and Recap
WIP not sure if necessary
2
There are 4 key paradigm shifts affecting global supply chains
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Post-Covid EFFects
Geopolitical Tensions
ESG Considerations
Technology
Major drivers of inflationary pressure
Done
Aldrighetti, R., Battini, D., Ivanov, D., & Zennaro, I. (2021). Costs of resilience and disruptions in supply chain network design models: a review and future research directions. International Journal of Production Economics, 235, 108103. https://www.sciencedirect.com/science/article/pii/S0925527321000797
Kovács, G., & Falagara Sigala, I. (2021). Lessons learned from humanitarian logistics to manage supply chain disruptions. Journal of Supply Chain Management, 57(1), 41-49. https://onlinelibrary.wiley.com/doi/abs/10.1111/jscm.12253
Moosavi, J., Fathollahi-Fard, A. M., & Dulebenets, M. A. (2022). Supply chain disruption during the COVID-19 pandemic: Recognizing potential disruption management strategies. International Journal of Disaster Risk Reduction, 75, 102983. https://www.sciencedirect.com/science/article/pii/S2212420922002023
Sawik, T. (2020). Supply chain disruption management. Springer International Publishing. https://link.springer.com/content/pdf/10.1007/978-3-030-44814-1.pdf
Additional Sources NP:
https://www.geopoliticalmonitor.com/houthi-attacks-and-military-escalation-in-the-red-sea-whats-at-stake/
https://blogs.lse.ac.uk/africaatlse/2024/01/26/ethiopias-red-sea-gambit-raises-tensions-in-horn-of-africa/
https://www.brookings.edu/articles/red-sea-geopolitics-six-plotlines-to-watch/
https://www2.deloitte.com/us/en/insights/economy/us-china-trade-war-supply-chain.html
https://www.mckinsey.com/mgi/our-research/geopolitics-and-the-geometry-of-global-trade Walmart: https://www.the-future-of-commerce.com/2020/01/22/ethical-supply-chain-definition-stats/
Collaboration and Analytics: https://www.supplychainbrain.com/blogs/1-think-tank/post/30725-six-steps-to-an-ethical-and-sustainable-supply-chain
Starbucks, H&M, Dr. Pepper: https://www.tradeready.ca/2018/topics/supply-chain-management/4-companies-succeed-focusing-ethical-sourcing-manufacturing/
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Supply shortages causing inflation The combined effects of increased demand for durables and and shortages caused by supply chain disruptions were the main source of inflation in the second quarter of 2021 (BLS, 2023)
Prolonged shipping times shipping times from Shanghai to LA almost doubled from pre-covid levels to the end of 2021 (FT, 2021)
Rising inventory and warehouse costs Historic lows in available warehouse space indicate covid supply shocks have made retailers increase inventory levels and hence costs in a shift from just-in-time to just-in-case (FT, 2021)
Trade restrictions are persistent Pandemic-related trade restrictions are decreasing but still cover $135M and affect various WTO members (WTO, 2023)
Volatile inflation at elevated levels Covid effects only part of the reason for high inflation, which is expected to approach 2% targets for developed markets by 2025 but i.e. Turkey‘s central bank forecasts 36% by the end of 2024 and 14% by 2025 (Turkish Central Bank, 2024)
Supply chain diversification and segmentation 54% of companies plan to add new suppliers and 24% aim to segment suppliers in the next 1-3 years (EY, 2023)
Shifting supply chains in favor of nearshoring More than 50% of companies consider nearshoring a vital part of their short- and medium term strategy, wanting to shift away from sourcing from far away (QIMA, 2024). This further accelerates de-globalization tendencies.
Future challenges and opportunities
Current challenges
Post Covid Deep Dive - Action Title TBD
Sales Forecasting
Order Forecasting
Inventory Management
Procurement
Logistics
WIP – Action Title and Sources
Key processes affected
EY: https://www.ey.com/en_gl/insights/supply-chain/how-covid-19-impacted-supply-chains-and-what-comes-next
Turkish Central Bankhttps://www.aa.com.tr/en/economy/turkish-central-bank-keeps-inflation-forecasts-unchanged/3131293#:~:text=The%20bank's%20year%2Dend%20inflation,conference%20in%20the%20capital%20Ankara.
Financial Times: https://www.ft.com/content/8a7cdc0d-99aa-4ef6-ba9a-fd1a1180dc82
QIMA: https://blog.qima.es/usa/us-nearshoring-in-mexico-increases-compared-to-china
BLS 2023: https://www.bls.gov/opub/mlr/2023/beyond-bls/what-caused-the-high-inflation-during-the-covid-19-period.htm
WTO 2022: https://www.wto.org/english/news_e/news22_e/tmwto_06dec22_e.htm
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Russia‘s Ukraine invasion driving commodity inflation Russia and Ukraine make up 29% of global wheat and 17% of global corn exports. Russia is also the world‘s 3rd largest energy exporter (KPMG, 2022). Energy, food, and grain prices were key drivers to rapidly accelerating global inflation after the start of Russia‘s Ukraine invasion (The World Bank, 2024)
Red Sea attacks cause port congestion & rising freight rates As a consequence of the Israel-Hamas war, Houthi rebels have attacked interntional shipping in the red sea, requiring changing shipping routes and up to 33% more vessels to be deployed(FT 2024). Global freight rates almost tripled during just January 2024 (EIU, 2024).
Uncertainty about commodity exports Canada and China may increase their fertilizer output to meet global demand, since Russia and Ukraine don’t export anymore, but it will take time (KPMG, 2022).
Heightened risk of supply and inflation shocks Supply is lower than demand for commodities and energy, leading to potentially strong price increases fueling inflation shocks, which could dampen the demand, making it difficult to have efficient inventory management (KPMG, 2022). Blackrock (2024) views these shocks as structural and not transitory.
Europe and the US „de-risking“ supply chains from China Western imports from China are falling in favour of Southeast Asia. So far the trend is that supply chains won‘t be more resilient but just more complex meaning longer and thus costlier (WSJ, 2024)
Future challenges and opportunities
Current challenges
Slide 3 – Geopolitical Tensions
Key processes affected
Sales Forecasting
Order Forecasting
Inventory Management
Procurement
Logistics
WIP – Action Title
FT 2024: https://www.ft.com/content/6440ade9-c270-4ad5-98be-ca6ffaa7ed33
EIU is the economist source from global developments
WSJ 2024: https://www.wsj.com/economy/trade/derisking-china-reliant-supply-chains-is-creating-new-risks-b5f26440
KPMG 2022 https://kpmg.com/us/en/articles/2022/russia-ukraine-war-impact-supply-chains-inflation.html
Blackrock 2024 https://www.blackrock.com/corporate/literature/whitepaper/geopolitical-risk-dashboard-february-2024.pdf
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Lack of insight and control over supply chains, particularly those segments in emerging markets, leads to a limited awareness of how these supply chains negatively affect the environment, indirectly employed workers, and society overall (BCG, 2024).
40% of Millennials consider ESG criteria in selecting employers (BCG, 2024).
70% of consumers would pay additional 5% for a green product, assuming same performance standards (McKinsey, 2019).
Companies that address ESG issues have 1-3% higher profit margins and stock market premiums of over 10% (BCG, 2024).
Effective execution of ESG can combat rising operating costs, which can affect operating profits by nearly 60% (McKinsey, 2019).
Strong ESG focus eases regulatory pressures (McKinsey, 2019).
Sustainability Assessment of Suppliers EY (2023) recommends monitoring and managing third-party ESG risks through tiered sustainability assessments of suppliers
Collaboration with suppliers Companies can only achieve sustainability through collaboration with their suppliers to uphold ESG principles (BCG, 2024).
A circular and waste-free future EY (2023) recommends re-designing product features i.e. packaging to comply with circular principles and be prepared for future regulations and consumer trends
Future challenges and opportunities
Current challenges
Slide 4 – ESG considerations deep dive
WIP –action title + check if ok
XYZ
> always mention the topic and add one statistic / fact underlining it
Emissions
Waste
Social (wages, child labour
Governance corruption
Inventory Management
Procurement
Logistics
Key processes affected
EY: https://www.ey.com/en_gl/insights/supply-chain/how-covid-19-impacted-supply-chains-and-what-comes-next
BCG 2024: https://www.bcg.com/publications/2023/managing-esg-issues-in-global-supply-chains
McKinsey 2019: chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Strategy%20and%20Corporate%20Finance/Our%20Insights/Five%20ways%20that%20ESG%20creates%20value/Five-ways-that-ESG-creates-value.ashx#:~:text=2.,as%20much%20as%2060%20percent.
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Cybersecurity
Type 2: Staight cargo theft: steal it directly from „where it sits“
Type 1: Strategic Cargo Theft (not retail theft): committed by organized cargo theft rings. Has strong impact on supply chain. Nr. of thefts tramendously increased: Over $90 Mil. Of cargo has been recovered since 2011
Cargo is at all time high since 2012: Q1 2023: 64% increased from last year
Reason for surge in cargo theft:
Cargo thiefs can now manipulate digital tools that make the supply chain more sufficient (internet, web, etc.) > cyber security
Autonomous supply chains 45% of supply chains are expected to be mostly autonomous by 2035 (i.e. through automated planning or warehouses and stores with robots) (EY 2023)
Theft and fraud prevention AI and anti-theft technology already being used in combination to fight organized retail crime. Similar technologies can be used for strategic cargo crimes.
Future challenges and opportunities
Current challenges
Slide 5 - Technology Deep Dive
Mention here which processes are affected and how are they affected ( = implications)
WIP
EY: https://www.ey.com/en_gl/insights/supply-chain/how-covid-19-impacted-supply-chains-and-what-comes-next
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Instability in supply chains as a result of covid disruption. a) port congestion)
Ships` cargo that cannot be unloaded on time delays supply chain procedures.
Exorbitant traffic build-up due to excessive concentration of people wanting to purchase specific goods is an even more significant challenge for the city.
Obstruction of transportation channels and imposition of bottlenecks hinder fast product movement from the ports through the distribution centers.
Threats of geopolitical tensions, such as US-China relationship or tensions in the Red Sea region (e.g., Houthi attacks, Ethiopia’s Red Sea ambitions, etc.)
The possibility of attacks on vessels that sail along vital maritime routes is raised.
Implementation of tighter security procedures, which cause delays and route diversions.
The risk of transportation companies modifying their current patterns of shipping that may affect the stable supply chains.
Escalation of the tensions involving the negotiation and relations of the related countries included in the agreement.
Necessity to consider sustainability expectations and ethical behavior in supply chain operations (e.g., Walmart, Starbucks, Dr. Pepper) > AI can provide insights into ethical performance of trading partners
Future challenges and opportunities
Current challenges
Key supply chain management processes are affected by current and future challenges and opportunities in the industry
Sales forecasting is complicated amidst price and demand fluctuations.
Order forecasting and inventory management is more difficult when transportation networks are disrupted.
Logistics, distribution, and fulfilment are subject to new complexity, technological opportunities and sustainable criteria.
Procurement processes are key to ensure agility in times of change and disruption as well as stability when prices rise.
More detailed info about examples:
Houthi Attacks and Military Response: Houthi Attacks (backed by Iran) and military responses have targeted international shipping routes and led to significant global trade disruptions https://www.geopoliticalmonitor.com/houthi-attacks-and-military-escalation-in-the-red-sea-whats-at-stake/
Ethiopia‘s Red Sea Ambitions: Ethiopia‘s ambitions to secure access to the Red Sea through engaging with Somalialand heightened geopolitical tensions in the „Horn of Africa“. Among others, it leads to diplomatic frictions with Somalia, which views Somalialand as part of their territory. https://blogs.lse.ac.uk/africaatlse/2024/01/26/ethiopias-red-sea-gambit-raises-tensions-in-horn-of-africa/
Regional and global rivalries (broader geopolitical competition in Red Sea involvind Gulf States like Saudi Arabia and the UAE, which want to extend their influence across the region. Presence of China‘s first-ever overseas military base in Djibouti highlights the global importance of the Red Sea. These dynamics are influenced by trade interests, migration flows and strategic military positioning, with European states and China also playing signigicant roles in shaping the geopolitics in this region) https://www.brookings.edu/articles/red-sea-geopolitics-six-plotlines-to-watch/
Bin mir nd 100% sicher was das heißt + concrete example?
Detailed explanations of examples of other, general geopolitical factors that can affect global SC in the future:
US-china Relationship (possibility of strategic competition and decoupling): The evolving dynamics between two global powers could reshape supply chains, facing two main scenarios: strategic competition and decoupling. Strategic competition may see both using trade tactics to secure industries vital to national security, reducing reliance on each other. This scenario challenges supply chain management for businesses operating across these nations. Decoupling, a more severe shift, drastically lowers mutual dependence, risking supply chains deeply woven into both economies. https://www2.deloitte.com/us/en/insights/economy/us-china-trade-war-supply-chain.html
No time to read but following webpage: https://www.mckinsey.com/mgi/our-research/geopolitics-and-the-geometry-of-global-trade
**Walmart** has set new standards to assess the ethical, ecological, and economic aspects of their supply chain, aiming for transparency and excellence. This is part of a broader movement among companies to ensure their supply chains are ethical, with efforts to simplify processes, use technology for better efficiency and transparency, and monitor environmental risks https://www.the-future-of-commerce.com/2020/01/22/ethical-supply-chain-definition-stats/
**Collaboration and Analytics**: Effective collaboration with trading partners is crucial for adopting ethical sourcing practices. Advanced analytics, AI, and machine learning tools provide insights into the ethical performance of trading partners, helping companies to make informed decisions https://www.supplychainbrain.com/blogs/1-think-tank/post/30725-six-steps-to-an-ethical-and-sustainable-supply-chain
**Starbucks** and **H&M** are notable examples of companies leading the way in ethical sourcing and manufacturing. Starbucks ensures ethical sourcing of coffee through third-party verification, while H&M has committed to supply chain transparency and aims to use only recycled or sustainably sourced materials by 2030 https://www.tradeready.ca/2018/topics/supply-chain-management/4-companies-succeed-focusing-ethical-sourcing-manufacturing/
**The Dr. Pepper Snapple Group** outlines its ethical sourcing policies online, using metrics from global organizations to evaluate suppliers, demonstrating a commitment to treating workers fairly and environmentally responsible practices https://www.tradeready.ca/2018/topics/supply-chain-management/4-companies-succeed-focusing-ethical-sourcing-manufacturing/
Why would they do that?
Aldrighetti, R., Battini, D., Ivanov, D., & Zennaro, I. (2021). Costs of resilience and disruptions in supply chain network design models: a review and future research directions. International Journal of Production Economics, 235, 108103. https://www.sciencedirect.com/science/article/pii/S0925527321000797
Kovács, G., & Falagara Sigala, I. (2021). Lessons learned from humanitarian logistics to manage supply chain disruptions. Journal of Supply Chain Management, 57(1), 41-49. https://onlinelibrary.wiley.com/doi/abs/10.1111/jscm.12253
Moosavi, J., Fathollahi-Fard, A. M., & Dulebenets, M. A. (2022). Supply chain disruption during the COVID-19 pandemic: Recognizing potential disruption management strategies. International Journal of Disaster Risk Reduction, 75, 102983. https://www.sciencedirect.com/science/article/pii/S2212420922002023
Sawik, T. (2020). Supply chain disruption management. Springer International Publishing. https://link.springer.com/content/pdf/10.1007/978-3-030-44814-1.pdf
Additional Sources NP:
https://www.geopoliticalmonitor.com/houthi-attacks-and-military-escalation-in-the-red-sea-whats-at-stake/
https://blogs.lse.ac.uk/africaatlse/2024/01/26/ethiopias-red-sea-gambit-raises-tensions-in-horn-of-africa/
https://www.brookings.edu/articles/red-sea-geopolitics-six-plotlines-to-watch/
https://www2.deloitte.com/us/en/insights/economy/us-china-trade-war-supply-chain.html
https://www.mckinsey.com/mgi/our-research/geopolitics-and-the-geometry-of-global-trade Walmart: https://www.the-future-of-commerce.com/2020/01/22/ethical-supply-chain-definition-stats/
Collaboration and Analytics: https://www.supplychainbrain.com/blogs/1-think-tank/post/30725-six-steps-to-an-ethical-and-sustainable-supply-chain
Starbucks, H&M, Dr. Pepper: https://www.tradeready.ca/2018/topics/supply-chain-management/4-companies-succeed-focusing-ethical-sourcing-manufacturing/
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Impact on Supply Chains:
- Poor performance in terms of delivery periods affecting logistics and manufacturing planning.
- Hike in the prices due to the sudden drop in timings, interruption in service, and enhancement in the security measures.
- Risk of failure to anticipate and avoid them via the changing political environment and in some pandemic cases.
- Chances of cascading effect across entire supply chains that may impact not only one sector of one region but can bring the economy's downfall in general.
Mitigation Strategies:
- Make multiple sourcing and shipment routes across the border into a less vulnerable area.
- Ensure the open-door policy with all stakeholders to resolve the issues jointly.
- Over-the-top technology that ensures the accuracy of data and real-time usage monitoring of shipments.
- Build up the what-if situation analyses and sustainability strategies for the ongoing effects of global terrorism and pandemic.
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Who is them?
Diversify?
Sources?
Long-Term Implications:
- Restructuring of global supply chain architecture to design it in a way that would be less fragile to similar disruptions in the future.
- Emphasize order-specific production and purchasing from nearby vendors to minimize (or eliminate) the possibilities of delayed (and risky) shipments.
- Possibilities for geopolitical conflicts (breach) reshape trade alliances and international economic policies.
- An enhanced emphasis on sustainability and ethical issues in supply chain management is evident as businesses tend towards stability in these turbulent times and work to guarantee that their operations align with global guidelines.
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Similar to what?
Sounds logical but does the first part of this sentence imply just in time delivery? Cause the trend is generally going to just in case > rephrase to show that we mean shift to just in case
Sources?
Story aufbauen : paradime shift: post covid effects, (e.g., friend shoring, just in case)
Risisng geopolitical tensions
ESG considerations (social and environmental)
Technological shifts (verwenden für überleitung zu AI): AI, cyber security, welche prozesse sind davon affects (> ALLE)
Zu jedem vllt eine slide mit beschreibung und konkreten stats und welche prozesse sind davon betroffen
Zu jedem: Current, future and impact on processes
Data Breaches
-Cyber attackers can take advantage of the weak points of supply chain systems to get to sensitive insider information through the internet, electronic devices, and networks that become vulnerable. This is especially critical for private and data such as customer information, financial data, and intellectual property.
Counterfeit Products
-Hackers can rework distribution data to get a fake product into the institution, culminating in consumer safety and a resounding brand reputation.
Disruption of Operations
-Cyberattacks on supply chain systems may result in delays in production, logistics, or distribution processes, historical loss of profits, and damage to business relationships simultaneously.
Ransomware
-Ransomware may be introduced to decrypt pertinent data for the supply chain, thus claiming decryption keys responsible for initiating business operations until resolved.
Third-Party Risk
-By offshoring parts of the supply chain, the organizations unwillingly risk permitting more cyber-security dangers since the third-party partners might have weaker safety measures. Hence, hackers' penetration becomes more possible.
Intellectual Property Theft
-The cyber robbers may well send their partner to misappropriate the company's property, including the designs of products, the manufacturing process, or business plans, thus making competition and innovation impossible.
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Risks of Cyberattacks
Weiß nd ob ich das 100%ig versteh
Sagt man das so (cyper robbers)?
“thus making competition and innovation impossible“?? -> vllt more challenging?
Sources?
Technological advancements like Artificial Intelligence, blockchain, and the Internet of Things (IoT) offer opportunities to revolutionize supply chains
Acceptance and integration of these technologies require significant investments in infrastructure and employee education
Sustainability is also emerging as a critical consideration, with companies facing pressure to adopt eco-friendly practices throughout the supply chain
De-globalisation tendencies, de-risking, friendshoring etc. leads to shifts in structure of supply chains
Disruptions lead to transportation delays, increased market volatility and price fluctuations, changing input availability, shifts in demand patterns as well as workforce shortages
The complexity of global supply chains further exacerbates these challenges
Surging inflation across different economies
Potential geopolitical tensions might lead to trade wars, trade restrictions and sudden disruptions
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Future Challenges
Sources?
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Metro AG faces additional idiosyncratic challenges in forecasting and training processes due to the scale of its internal data
Metro AG needs to forecast sales up to 1 year in advance – especially for promotional material (for ex. Christmas decorations, gifts, etc) taking into account PESTEL factors*.
Sales Forecasting
Metro AG needs to forecast products to be ordered up to 3 months in advance; a supplier-based forecasting system is needed, taking into consideration supplier capabilities etc to run its own inventories more efficiently.
Order Forecasting
Metro AG has extensive internal process documentation and know-how yet it needs an efficient system to train its employees on how to run processes.
Employee training
New innovative solutions enable efficient processing of big data leading to potential for the optimization of sales & order forecasting, internal training as well as other applications.
New ways to improve efficiency
Metro AG is a leading international food wholesaler that has to make daily planning and process large amounts of data to work with (i.e. ca. 35.000 product SKUs) and a sophisticated supply chain including 44 warehouses.
*Examples: Ketchup demand won’t be affected this year Products important from the USA, Israel & other countries might be affected due to political conflicts this year. Rice & seed production & prices might be affected due to sudden changes in weather conditions this year, etc
Ideas for other processes (see Gartner Survey): 1) Order Management and Fulfilment 2) Logistics and Distribution
Done
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Artificial Intelligence encompasses different techniques enabling more efficient processing of data sets
Artificial Intelligence (AI) describes a broad field of computer science which aims at building smart machines that can compute tasks which typically require human intelligence.
AI operates by processing huge amounts of data and making decisions based on identified patterns from the data it has been fed
Two main types of AI
Designed for specific tasks and operates within a set context (better than humans)
Also called “artificial general intelligence“ aims at comprehensively reproducing human learning and thinking > remains theoretical at this point in time
Strong AI
Weak AI
How does AI work and what are AI techniques?
Algorithms that allow computers to learn from data and improve their performance over time without being explicitly programmed for specific tasks
A subset of ML that uses neural networks with many layers to analyze and connect data, enabling machines to make complex decisions
Algorithms modeled after the human brain that help in analyzing and connecting data, recognizing patterns and learn from mistakes
Allows machines to understand and interpret spoken and written human language as a human would (combines computer science, linguistics, machine learning and deep learning)
Enables machines to process, interpret and understand visual information from the world (useful for image recognition, image classification and object detection)
Machine Learning (ML)
Deep Learning
Neural Networks
Natural Language Processing (NLP)
Computer Vision
Done
https://www.techtarget.com/searchenterpriseai/definition/AI-Artificial-Intelligence
https://builtin.com/artificial-intelligence
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The strengths of artificial intelligence address key challenges and opportunities that Metro AG faces in its supply chain operations
AI has driven significant advancements across various industries. It enables machines to imitate or even enhance human mental capabilities (e.g. self-driving cars or generative AI tools). Metro can benefit from AI in many ways, for example in its supply chain and logistics sector, especially in times of sudden disruptions and challenges.
Insight
Predicting when vehicles need maintenance to avoid unexpected breakdowns / vehicle shortages
Enables proactive inventory management (e.g., through demand forecasting)
Advanced demand forecasting based on past sales data and weather forecasting; identify demand patterns e.g., seasonality
Anticipating customers’ readiness to order (in collaboration with sales and marketing to capture promotion impacts and other factors)
Gather and analyze information quicker than humans
Provide limited choice of options for decision makers based on analyzed data (saving time and brain capacity)
Assistance in strategic decision making (e.g., warehouse locations)
Processing real-time data and past events (e.g., consider traffic conditions, delivery windows, vehicle capacities, customer preferences etc.)
Resource optimization (e.g., dynamically adjust routes in unexpected events to prevent unnecessary fuel waste)
Leverage data storage and accessibility capacities for employee training purposes
Provide platform for information storing for various internal processes
Provide an information-platform containing combined and gathered information from all Metro sites world-wide
Predictive analysis
Strategic optimization
Route optimization
Internal training
Some examples of potential benefits from AI implementation
Route Optimization would fit with Order forecast but also Order Management and Fulfilment as 4th process
Should be first as it is more generic
Reordering needed
Is this the right term?
Done
https://www.youtube.com/watch?v=J31_Ma4dwKg
https://builtin.com/artificial-intelligence
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Hence, we define the problem at hand with the following question:
How can METRO become an industry leader in supply chain management within the next 3-5 years using artificial intelligence to enable process efficiencies by leveraging existing processes and engaging in new initiatives?
Done
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