International Journal of Supply Chain Management

ISSN 2518-4709 (Online)

Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

Integration of Emerging Technologies AI and ML into Strategic Supply Chain Planning

Processes to Enhance Decision-Making and Agility

Jayapal Reddy Vummadi and Krishna Chaitanya Raja Hajarath

1
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org
Integration of Emerging Technologies AI and Abstract
ML into Strategic Supply Chain Planning Purpose: The aim of this research was to discuss the
Processes to Enhance Decision-Making and use of artificial intelligence (AI), machine learning
Agility (ML), and big data analytics as fundamental pillars
of strategic supply chain management, for better
1*
Jayapal Reddy Vummadi decision-making, more precise forecasting, and
higher supply chain agility.
2
Krishna Chaitanya Raja Hajarath
Methodology: The paper reviewed existing
literature and industry reports to get an in-depth
Article History insight into the modern supply chain planning
environment, the problems that it faces, and the
Received 15th March 2024 efficiency of traditional techniques. It then analyzed
Received in Revised Form 10th April 2024 the opportunities of utilization of AI, ML and big
data analytics as well as the certain technologies or
Accepted 7th May 2024 techniques that could be utilized, such as the
predictive/prescriptive analytics, digital twins and
blockchain.
Findings: The study concluded that the traditional
supply chain planning processes are becoming more
and more out of style and inefficient, taking into
How to cite in APA format: account the business environment that are constantly
changing, global supply chains, and technological
Vummadi, J., & Hajarath, K. (2024). Integration of advancements. It emphasized the risks to long-term
Emerging Technologies AI and ML into Strategic Supply
performance associated to relying too much on the
Chain Planning Processes to Enhance Decision-Making
and Agility. International Journal of Supply Chain
past practices and a call for action for progressive
Management, 9(2), 77–87. modernization of supply chain planning
https://doi.org/10.47604/ijscm.2547 mechanisms.
Unique Contribution to Theory, Practice and
Policy: The report pointed to innovative ways such
as AI, ML, and big data analytics for the integration
into the supply chain operations for increasing the
productivity, resilience and competitiveness.
Moreover, it promoted the increase of budgeting on
the talent side in order to obtain an appropriate use
of technology and to explore new paths in the
market.
Keywords: Supply Chain Planning, Artificial
Intelligence, Machine Learning, Big Data Analytics,
Decision-Making, Forecasting Accuracy, Supply
Chain Agility, Emerging Technologies, Digital
Transformation
©2024 by the Authors. This Article is an open
access article distributed under the terms and
conditions of the Creative Commons Attribution
(CC BY) license
(http://creativecommons.org/licenses/by/4.0/

77
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

INTRODUCTION
Anecdote
Integration of Artificial intelligence (AI) and Machine learning (ML) technologies in strategic
supply chain planning is a disruptive area that has impacted the way businesses pursue
decision-making and agility. AI and ML technologies provide sophisticated methods of
analyzing large datasets, forecasting trends, and performing complicated tasks. Such
combination allows for real-time autonomous planning and therefore the companies reaction
to the market changes and consumer demands becomes immediate. As Sudeep (2024) said, AI
can boost the precision of forecasts, thereby leading to less inventory waste and enhanced
management efficiency. The use of ML algorithms can extract the patterns and insights from
the historical data that can be used further to ensure better logistics and distribution strategies
(Dubey et al. 2022). Furthermore, the combination of AI, ML, and other cutting-edge
technologies like blockchain and IoT may develop an adaptive supply chain that is more open,
reactive, and robust. In the dynamic world of international supply chains, the intelligent use of
AI and ML can be a decisive asset to companies that wish to rise above competition and secure
sustainability as a result.
Statement of the Problem
As per the views of Aljohani (2023), the supply chain landscape today faces an increase in the
level of complexities and uncertainties; problems like unforeseeable customer demand,
fluctuating commodity prices, intensifying political disagreements, and rapid technology
changes have rendered the planning methods for supply chains as outdated. The voice of supply
chain managers is to make better and faster decisions and must have the capacity to reallocate
resources to environmental changes. Implementing an emerging technology strategy that
comprises Artificial Intelligence (AI), Machine Learning (ML), and Big Data analytics is a
must to improve strategic decision-making and agility (Leewayhertz.com, 2024).
History of the Problem
Supply Chain Management has incurred tremendous changes propelled by improvements in
Information Technology (IT) and integration into global markets. In the 1980’s and 1990’s, the
emphasis was on the end-to-end logistics system and the consolidation of enterprise resource
planning (ERP) systems. The beginning of the 20-ties was the time of the emergence of
collaborative planning, forecasting, and replenishment (CPFR) and the boost of the popularity
of more sophisticated analytical tools (Dubey et al. 2022). On the other hand, the rate of
technological development is now running faster than it was a few years ago, in which broader
concepts such as Big Data, Cloud Computing, and the Internet of Things (IoT) have created
new opportunities and complications in supply chain planning. It is illustrated by Figure 1 that
with proper measuring, data modeling is possible to be realized, as a goal needs to be formed
(Sudeep, 2024).

78
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

Figure 1: Integration Process

Source: Sudeep (2024)
The MIT Center for Transportation and Logistics study predicts a revenue boost of up to 10%
and a cost reduction of up to 5% that will be achieved due to the adoption of decision support
of the supply chain based on AI analytic applications by the companies. In this regard, even
though advanced technologies can bring many positive implications, some organizations need
more proficiency or certainty, which prevents them from implementing these complex
technologies (Aljohani, 2023).
Thesis
Adopting Artificial Intelligence (AI), Machine Learning, and Big Data Analytics into the
strategic planning of the supply chain is no longer an option. Still, it must be the key element
to increase the decision-making and agility of the present business environment, which gets
complicated and changeable with each passing day. By using these revolutionary technologies,
organizations have new opportunities to be more competent in making decisions, anticipating,
and better responding to changes in the supply chain than ever before.
Extent of the Problem
Overview of the Current State of Supply Chain Planning and the Challenges Faced
As said by Awan et al. (2021), modern supply chains have grown much more complicated in
recent years, and this has been the result of several things, like increasing global sourcing,
rising customer expectations, and the production of significant product SKUs. A survey
provided by the Supply Management Institute in the past year stated that out of 75% of supply
chain heads, over 70% viewed enhancing the responses to disruptions and visibility of the
supply chain as the most important. Still, only 21% had the proper tools and methods to cope
with such challenges (Belhadi et al., 2022). A DHL report about the leading supply chain

79
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

disruptions revealed that they might cause an average loss of 42% in yearly revenues while
shareholder’s equity might drop 107%. COVID-19 has highlighted the vulnerability that the
world supply chains experience during the disruption of operations and imposed restrictions on
travel, leading to acute shortages and significant delays in shipments. However, the data in
Figure 2 reveals that nearly 38% of firms think that AI is the cataclysm and the determination
of their success or failure (Aljohani, 2023).

Figure 2: Expected Adoption

Source: Aljohani (2023)
Discussion on the Limitations of Traditional Methods and the Increasing Complexity of
Global Supply Chains
As per the views of Bag et al. (2023), more than modern supply chain planning strategies like
the conventional Excel forecasting and decision-making approaches is required for
development in an environment full of complications and fluctuation. According to the World
Economic Forum data, a typical firm will have more than 5,000 suppliers nowadays; the top
20% account for 80% of these expenses (Younis et al., 2022). Nonetheless, proactively dealing
with the intricate blend of variables and dependencies is the core challenge, which conventional
planning mechanisms alone cannot cope with. Research performed by the MIT Center for
Transportation and Logistics discussed that conventional planning methods, a mere 20% to
30% of the total variability in supply chain executions, leaving half unaccounted for. A gap is
highlighted here due to a need for more original and data-guided decision-making approaches
to planning (Aljohani, 2023).
Who is Affected and How
Examples of Industries or Companies Struggling With Outdated Supply Chain
Practices
Examples of industries or companies struggling with outdated supply chain practices: The
COVID-19 outbreak is like a mirror that reflects the inabilities of modern supply chains, and
the enterprises that span a wide range of industries are having many difficulties. The auto sector
is one of the economic facets that has been severely affected, as the deficit of semiconductors

80
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

results in cascades of shutdowns and delivery delays worldwide (Andronie et al., 2021). As
informed by the consulting firm AlixPartners, the contribution of semiconductor shortage to
the loss of the global automotive industry’s revenue would amount to a staggering 110 billion
dollars by 2021. Companies like Ford, General Motors, and VW have been obligated to shut
down the operation of some of their plants, which has led to substantial financial previews and
disappointed consumers. Among the retail industry’s matters contributing to supply chain
shortcomings is adopting traditional methods of planning and procuring goods. According to
research by the consulting giant McKinsey & Co., only 31% of retailers consider that they have
adequate skills to help them manage disruptive supply chain situations (Darvazeh et al., 2020).
This lack of flexibility in the supply chain is directed to stockouts, overstocking, and loss of
sales, which mainly hit those companies that follow the just-in-time inventory model. As Figure
3 displays, the AI substitutes are selected and analyzed, and this analysis results in better
decision-making (Leewayhertz.com, 2024).

Figure 3: Product Comparison

Source: Leewayhertz.com (2024)
Stories Showcasing the Impact of Poor Decision-Making on Supply Chain Efficiency
and Profitability
In 2020, one of the top assaults on the market for personal care occurred due to the coronavirus
outbreak. While being able to source and expand the manufacturing capacity quickly, the
company’s main challenge was the historical sales data-related approach and the use of the
manual planning processes when it came to the short-term planning and forecasting for the
sudden growth in demand (Modgil et al., 2022). Supply chain disruptions led to a slow ramp-
up and, thus, massive stockouts. Products that could not be delivered in time had to be sold at
discounted prices, or conversely, their price had to be raised – depending on the situation.

81
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

Facts and Statistics Highlighting the Economic Consequences of Supply Chain

Disruptions
As stated by Mohiuddin Babu et al., (2022), DHL’s global logistics provider did research,
which observed that the average annual revenue loss would be up to 42% and the operating
margins would be decreased by up to 107% due to supply chain disruption. The COVID-19
outbreak has demonstrated the fragility of the global supply chains with the massive closures
of transportation and arid restricted movements in many countries, resulting in the temporary
unavailability of desired products and delayed deliveries. According to a report by the World
Economic Forum, the average company now continues the contract with more than 5,000
suppliers (Jha et al., 2020). Those connecting with the top 20% feature account for 80% of the
company’s spending. Decision-making in modern planning procedures, besides the intricate
networks of connections and interdependences, with the aid of the latest analytical skills that
conventional planning can provide.
Cause/Effect
Explanation of How Outdated Supply Chain Planning Processes Contribute to
Inefficiencies and Vulnerabilities
As opined by Choudhury et al., (2021), the traditional way of supply chain planning has
become ineffective because it is based on manual input, static forecasting models, and siloed
decision-making, and it often fails to meet the requirements of the rapidly changing and
difficult-to-forecast business environments of our times. These ineffective approaches to
operations can cause diverse impediments and dangers that can be very detrimental to the
effectiveness and development of organizations regarding competition. A shortcoming of the
old or traditional supply chain planning is that it is impossible to predict the future demand
precisely. Bain & Company, one of the global consulting companies, presented a study that
reported the average forecasting error was about 40-60 % for most companies (Younis et al.,
2022).
As per the findings of Dubey et al., (2022), according to the World Economic Forum, today’s
corporations are applying to more than 5000 suppliers, of which the top 20% account for 80%
of their total spending. Nevertheless, the ability to deal with this network of relationships and
interdependences, which is impossible with the old approaches and methods, should come with
such advanced analytical skills. The complex nature of supply with less visibility and
coordination across the spread of the supply networks can give room for disruptions, mistakes,
and inefficiencies in the decision-making process. In his study, the MIT Center for
Transportation and Logistics reported that 20 to 30% of total variation across conventional
planning models can be judged using these models. The rest still needs to be said (Awan et
al., 2021). This gap again demonstrates the importance of more sophisticated and data-focused
solutions to meet the demand for superior planning and decision-making.
Discussion on the Cascading Effects of Supply Chain Disruptions on Various
Stakeholders, from Suppliers to End Customers
The impact of the supply chain disruption at different levels, from suppliers to the end
customers, can also be rooted. Outages are the most common form of disruption, and they could
occur any time during the day or night. The repercussions of these disruptions are not limited
to the affected companies alone; instead, they reach other stakeholders along the whole supply

82
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

chain, causing delays and costs and destroying the reputation of the companies. Those
operating upstream are among the most vulnerable to the effects of disruption as they go
through material shortages before others. Firstly, significant fluctuations in demand or scarcity
of raw materials might hamper suppliers’ capacity, resulting in product delays and a shortage
of stock. The BCI report shows that close to 73% of firms’ experience one or more mitigation
of the supply chains, particularly in 2020, portraying the indiscriminate nature of the problem.
Repercussions of the Problem
Analysis of the Potential Long-Term Consequences of Maintaining Traditional Supply
Chain Practices in the Face of Technological Advancements
According to Sudeep (2024), even though current routines in the supply chain continue to work
in the face of a quick range of technological innovations, there are significant long-term
ramifications for organizations within the sector. Age-old methods not supported by relatively
innovative technologies cannot cope with erratic and globalized situations. This territory of
outdated and trade-restricting policies is, in fact, the primary threat to building competitiveness.
Within the context of the Deloitte report, 79% of enterprises with first-rate supply chains tend
to exceed the average revenue growth rate twofold. However, businesses behind the curve and
needing to adapt to new trends stand a chance of getting stuck and losing a competitive edge
(Modgil et al., 2022). In a report, IBM suggests that companies that fully experience data
analytics are 2.2 times more likely to beat their peers in increased profitability (Darvazeh et
al., 2020).
Projection of Future Challenges and Risks if Proactive Measures are Not Taken to
Modernize Supply Chain Planning Processes
The need for modernization in the manufacturing and planning field can create many
challenges and threats that could damage an organization’s future survival. Another mounting
issue is the blazing growth of the supply chain, which makes it drastically complicated
(Sadeghi et al., 2024). With increasing levels of interconnectedness and dependence on global
networks for supply chains, the possibility of disturbances increases tremendously. Climate
change can cause crop failure, while geopolitical tensions and cyber threats will further
challenge food security. It highlights the significance of having more adaptability and capacity
to overcome current and future setbacks. Companies face the critical challenge of
implementing sustainability and ethical rules in their increasingly crucial supply chains
(Shah et al., 2023). The absence of considering environmental and social issues may result in
the company being negatively reputed, criticized by regulators, and boycotted by consumers.
Possible Solutions
Exploration of the Benefits of Integrating Artificial Intelligence, Machine Learning,
And Big Data Analytics into Supply Chain Planning
As said by Younis, Sundarakani, and Alsharairi (2022), the adoption of AI, ML, and Big Data
by companies aiming to upgrade the quality of decision-making, flexibility, and speed has a
multitude of possibilities. Such technologies help companies to get hold of a nearly boundless
amount of data to uncover relevant insights and to ensure the optimal performance of a supply
chain in real-time. AI algorithms and ML techniques can perform such tasks as analyzing
historical data, detecting patterns, and predicting future trends on a level accurate and fast
enough to go beyond human capabilities. Likewise, Chatterjee et al., (2023) said that AI-based

83
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

demand forecasting models may source data from varied sources, including sales data, market
trends, local weather conditions, social media moods, and so on, to improve forecasting
accuracy. Research by McKinsey summarizes that companies operating well with AI and ML
for demand forecasting result in a 15-30% enhancement in the accuracy of forecasting
compared to traditional methods.
Discussion on Specific Technologies and Methodologies That Can Enhance Decision-
Making, Improve Forecasting Accuracy and Increase Supply Chain Agility
a. Predictive Analytics: Catching up with the past data and using the patterns to forecast the
future provides predictive analytics with its forward-looking tools. Through investigation of
past performance data and external factors that might influence the supply chain, companies
can predict fluctuations in demand, reveal supply chain risks, and regulate stock levels. For
example, by applying predictive analytics, Procter&Gamble can create a forecast for its product
demand, optimize production plans, and then reduce the amount of inventory and stockouts
(Choudhury et al., 2021).
b. Prescriptive Analytics: Prescriptive analytics goes beyond the scenario of predicting the
future and suggests the best course of action. When tailored to multiple variables and
constraints, the prescriptive analytics algorithms produce helpful and help in making better
decisions through advanced resource allocation. For example, Walmart operates based on
predictive analytics for optimizing its network, resulting in a decrease in fuel consumption by
10-15% and reduced transportation costs (Mohiuddin Babu et al., 2022).
c. Digital Twins: Digital copies are models similar to real assets or procedures that serve for
the feedback and optimization of supply chain processes through a virtual environment.
Through the use of digital duplicates of manufacturing facilities, logistics networks, and
transport systems, the creation of those scenarios can be tested, bottlenecks can be found, and
resources can be better allocated (Sadeghi et al. 2024)
d. Blockchain: Blockchain technology contains such capabilities as securing and
transparency-sensitive record-keeping within the supply chains. Through the distribution of an
unalterable ledger of transactions, blockchain makes the supply chain more traceable, safer less
traced, and parties trust each other more. Take for example, Maersk and IBM, they employ
blockchain technology to get this information on the movement of shipping containers around
the world on a real-time basis, so it is easier to trace plus it reduces paper documentation that
leads to huge expenses by 20-30% (Shah et al., 2023).
Addressing Potential Concerns or Challenges in Implementing These Solutions, Such as
Cost, Data Privacy and Organizational Resistance
Having regard to expense challenges, companies can go small, introduce emerging
technologies, and then expand the scale of their investments. Because of prioritizing the most
significant applications and showing the gain of the short-term results, the different companies
can persuade the first expenses and contribute to the implementation. For instance, “Amazon
Web Services,” provides pay-per-usage pricing models for its AI and ML services so that
organizations can have variable utilization and budget based on their needs (Leewayhertz.com,
2024). For example, Coca-Cola has taken the data privacy issue to heart by putting in place
strict measures to ensure its supply chain data is not compromised and it complies with
regulatory requirements (Awan et al., 2021).

84
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

CONCLUSION AND RECOMMENDATIONS

Conclusion
The supply chain manager's story highlights the importance of improving infrastructures and
tools to cope with the rapid pace of operations and the ever-changing organizational needs.
This paper recommends the incorporation of emerging technologies, such as artificial
intelligence, machine learning, and big data analytics, into strategic supply chain planning to
boost decision-making, forecasting accuracy, and supply chain agility. The status quo is no
longer a sound strategic choice but rather a basic difficulty for companies with high ambitions
in a dynamic and turbulent market. Developing new technologies for staying competitive,
addressing the customers' ever-changing preferences, overcoming supply chain disruptions,
and finding new chances on the digital platform is inevitable.
Recommendations
 Embrace Innovation: Organizations must be proactive and integrate new technologies
such as AI, machine learning, and big data analytics into their supply chain operations
in order to increase efficiency, resilience, and competitiveness.
 Foster Adaptability: Shape a culture founded on flexibility to change within the
company so that the gap between those who embrace innovation and those who resist
may be bridged warmly and making the company ready to adapt to the changes in the
environment.
 Invest in Talent and Training: Train the staff with what it takes to use technology tools
optimally so they can foster innovation and explore new market avenues.

85
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

REFERENCES
Aljohani, A. (2023). Predictive analytics and machine learning for real-time supply chain risk
mitigation and agility. Sustainability, 15(20), 15088. https://www.mdpi.com/2071-
1050/15/20/15088
Aljohani. A., (2023). Predictive Analytics and Machine Learning for Real-Time Supply Chain
Risk Mitigation and Agility. https://www.mdpi.com/2071-1050/15/20/15088
Andronie, M., Lăzăroiu, G., Iatagan, M., Uță, C., Ștefănescu, R., & Cocoșatu, M. (2021).
Artificial intelligence-based decision-making algorithms, internet of things sensing
networks, and deep learning-assisted smart process management in cyber-physical
production systems. Electronics, 10(20), 2497. https://www.mdpi.com/2079-
9292/10/20/2497
Awan, U., Kanwal, N., Alawi, S., Huiskonen, J., & Dahanayake, A. (2021). Artificial
intelligence for supply chain success in the era of data analytics. The fourth industrial
revolution: Implementation of artificial intelligence for growing business success, 3-
21. https://link.springer.com/chapter/10.1007/978-3-030-62796-61
Bag, S., Dhamija, P., Singh, R. K., Rahman, M. S., & Sreedharan, V. R. (2023). Big data
analytics and artificial intelligence technologies based collaborative platform
empowering absorptive capacity in health care supply chain: An empirical
study. Journal of Business Research, 154, 113315.
https://www.sciencedirect.com/science/article/pii/S0148296322007706
Belhadi, A., Kamble, S., Fosso Wamba, S., & Queiroz, M. M. (2022). Building supply-chain
resilience: an artificial intelligence-based technique and decision-making
framework. International Journal of Production Research, 60(14), 4487-4507.
https://www.tandfonline.com/doi/abs/10.1080/00207543.2021.1950935
Chatterjee, S., Chaudhuri, R., Gupta, S., Sivarajah, U., & Bag, S. (2023). Assessing the impact
of big data analytics on decision-making processes, forecasting, and performance of a
firm. Technological Forecasting and Social Change, 196, 122824.
https://www.sciencedirect.com/science/article/pii/S0040162523005097
Choudhury, A., Behl, A., Sheorey, P. A., & Pal, A. (2021). Digital supply chain to unlock new
agility: a TISM approach. Benchmarking: an international journal, 28(6), 2075-2109.
https://www.emerald.com/insight/content/doi/10.1108/BIJ-08-2020-0461/full/html
Darvazeh, S. S., Vanani, I. R., & Musolu, F. M. (2020). Big data analytics and its
applications in supply chain management. New Trends in the Use of Artificial
Intelligence for the Industry, 4, 175.
https://library.oapen.org/bitstream/handle/20.500.12657/43835/1/externalcontent.pdf#
page=189
Dubey, R., Bryde, D. J., Dwivedi, Y. K., Graham, G., & Foropon, C. (2022). Impact of
artificial intelligence-driven big data analytics culture on agility and resilience in
humanitarian supply chain: A practice-based view. International Journal of
Production Economics, 250, 108618.
https://www.sciencedirect.com/science/article/pii/S0925527322002018

86
International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.5, pp 77 - 87, 2024
www.iprjb.org

Dubey, R., Gunasekaran, A., Childe, S. J., Bryde, D. J., Giannakis, M., Foropon, C., ... &
Hazen, B. T. (2020). Big data analytics and artificial intelligence pathway to
operational performance under the effects of entrepreneurial orientation and
environmental dynamism: A study of manufacturing organisations. International
journal of production economics, 226, 107599.
https://www.sciencedirect.com/science/article/pii/S0925527319304347
Jha, A. K., Agi, M. A., & Ngai, E. W. (2020). A note on big data analytics capability
development in supply chain. Decision Support Systems, 138, 113382.
https://www.sciencedirect.com/science/article/pii/S0167923620301378
Leewayhertz.com, (2024). AI IN DATA ANALYTICS: UNLOCKING THE FUTURE OF
DECISION-MAKING. https://www.leewayhertz.com/ai-in-data-analytics/
Modgil, S., Singh, R. K., & Hannibal, C. (2022). Artificial intelligence for supply chain
resilience: learning from Covid-19. The International Journal of Logistics
Management, 33(4), 1246-1268.
https://www.emerald.com/insight/content/doi/10.1108/IJLM-02-2021-0094/full/html
Mohiuddin Babu, M., Akter, S., Rahman, M., Billah, M. M., & Hack-Polay, D. (2022). The
role of artificial intelligence in shaping the future of Agile fashion
industry. Production Planning & Control, 1-15.
https://www.tandfonline.com/doi/abs/10.1080/09537287.2022.2060858
Sadeghi, K., Ojha, D., Kaur, P., Mahto, R. V., & Dhir, A. (2024). Explainable artificial
intelligence and agile decision-making in supply chain cyber resilience. Decision
Support Systems, 180, 114194.
https://www.sciencedirect.com/science/article/pii/S0167923624000277
Shah, H. M., Gardas, B. B., Narwane, V. S., & Mehta, H. S. (2023). The contemporary state of
big data analytics and artificial intelligence towards intelligent supply chain risk
management: a comprehensive review. Kybernetes, 52(5), 1643-1697.
https://www.tandfonline.com/doi/abs/10.1080/00207543.2021.1950935
Sudeep. S., (2024). The Role of Artificial Intelligence in Supply Chain Management.
https://appinventiv.com/blog/ai-in-supply-chain-analytics/
Younis, H., Sundarakani, B., & Alsharairi, M. (2022). Applications of artificial intelligence
and machine learning within supply chains: systematic review and future research
directions. Journal of Modelling in Management, 17(3), 916-940.
https://www.emerald.com/insight/content/doi/10.1108/JM2-12-2020-0322/full/html

87