Manual Processes Keep Supply Chains Slow

Supply Chains

Volatile demand patterns, tightening transportation capacity, and persistent cost pressure are pushing organizations to rethink how they run day-to-day operations. Many now argue that the real competitive edge lies not in better planning models but in the ability to sense issues early, synchronize decisions across functions, and act in the moment. Nearly eight in 10 enterprises (79%) now say their primary differentiator is fast, dynamic execution rather than standalone planning or visibility tools, according to the new Supply Chain Execution Readiness Report from Infios.

Execution Gaps Persist as Fragmented Systems Slow Response Times

The findings underline how frequently performance breaks during execution. Fifty-eight percent of respondents cite manual workflows as their largest source of inefficiency, while 46% report that basic daily tasks still lack automation. Only 20% say they operate with real-time visibility, an especially sharp constraint as order volatility increases and logistics cycles tighten.

Decision-making under pressure remains largely reactive. Just 6% of companies use analytics or AI to drive automated, prescriptive responses during a disruption. Most respondents either handle issues as they arise (51%) or rely on predictive alerts combined with manual intervention (43%). According to trade reports, this pattern reflects a wider industry reality: many supply chain control towers improve monitoring but stop short of enabling coordinated action across warehouses, transportation, and inventory execution layers.

Infios EVP of product and industry strategy Richard Stewart captures the gap plainly: “Supply chains aren’t struggling because leaders lack intent or investment. They’re struggling because execution environments were never designed to sense disruption, coordinate decisions and act in real time. When systems operate in silos, even minor delays quickly cascade into missed commitments and rising costs.”

Infrastructure Limitations Still Hold Back Scale

While interest in AI continues to accelerate, practical adoption remains uneven. Just 23% of organizations have deployed AI in selected execution workflows, with 41% still in pilot phases. Many cite heavy manual processes and limited automation as barriers to scale, conditions that restrict both the quality and availability of the data streams required for advanced models.

The report’s findings align with trends seen across the warehouse and fulfillment technology market. Recent data shows a rising shift toward unified WMS and WES platforms designed to orchestrate labor, automation, and exception handling in real time. Vendors and operators alike have emphasized that without this integrated layer, AI cannot reliably drive prescriptive actions such as dynamic task reprioritization, hands-off exception resolution, or coordinated transportation adjustments.

As organizations work through these constraints, interest in execution-centric modernization is widening. The emphasis is increasingly on systems that can absorb new data at high frequency, translate signals into decisions, and coordinate responses across multiple operational nodes, capabilities that planning platforms alone were never built to deliver.

A New Pressure Point Emerging Beneath Execution Modernization

One underexamined shift now reshaping execution investments is the tightening connection between operational performance and network-wide emissions reporting. Recent disclosures from retailers, manufacturers, and logistics providers show that Scope 3 tracking requirements are forcing companies to map movements, delays, and handoffs at far higher resolution than in past optimization cycles. As organizations modernize execution systems to meet these reporting pressures, they are discovering that real-time orchestration delivers benefits well beyond throughput or cost control. The same data foundations needed for accurate emissions accountability also strengthen decisioning speed and exception response, suggesting that regulatory pressure, instead of traditional ROI models, may soon be the catalyst that accelerates execution upgrades across global supply chains.

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