Supply Chain LIVE Chicago Showcases Technology Innovation

Procurement & Supply Chain LIVE Chicago brought together the brightest minds across the industry, serving up a host of engaging, enlightening and vital conversations around supply chain resilience, digital transformation, sustainability, risk management, supplier diversity and the future of procurement innovation.

Co-located with Sustainability LIVE, the Chicago edition offers a unique opportunity to explore the intersections of sustainability with procurement and supply chain management.

Sustainably transforming the automotive industry with technology

Monica Walker (General Motors) and Emily Williams (Trio) showcased their ‘Transform Auto’ programme during their joint fireside chat, detailing their efforts to drive decarbonisation through strategic supplier engagement and tailored technology solutions.

The initiative, sponsored by major automakers including GM, Ford and Honda, supports over 600 suppliers in adopting renewable energy. 

Digital tools such as online portals and AI-enabled multilingual training help suppliers access resources efficiently. 

Technology also enables shared dashboards, collective procurement strategies and performance tracking to support decarbonisation goals. Virtual power purchase agreements, community solar and onsite renewables are all key levers used.

"We're looking at things like how we can use AI tools to expand the languages that we're offering training in,” said Emily Williams, VP of Sustainability at Trio.

Building resilient and agile supply chains with technology

Neelam Najmi, Senior Director of Global Procurement for Professional & Corporate Services at Mars, also showcased the company’s use of technology in its operations. 

Neelam detailed the company’s use of AI and simulation tools to model ‘what-if’ risk scenarios and enhance strategic sourcing across categories, including packaging, services and sustainability. 

AI is also being applied to tariff impact modelling and geopolitical risk planning. Neelam described how Mars leverages simulations not only for packaging innovation but also to de-risk supply chains from the first to the last mile. 

The business is embedding AI across indirect and direct categories to assess total cost of ownership and to bolster decision-making to ensure resilience is ‘baked in’ to procurement, not bolted on, helping Mars proactively adjust to global volatility, such as tariffs and supply disruptions.

"Make sure you use AI to run those [what-if] scenarios for you so that your value chain is foolproof,” said Neelam.

The critical role of technology and data in enabling responsible purchasing practices and resilient supply chains

Linda Kromjong, President at amfori, took part in a fireside chat that addressed the critical role of technology for responsible and resilient practices. 

Through amfori’s platform, member companies can map suppliers, track audit results and monitor ESG performance using unique identifiers. This shared data infrastructure avoids duplication—saving up to 120,000 audits annually—and supports informed risk-based decisions. 

Linda stressed that platforms like amfori’s Business Environmental Performance Initiative also help suppliers calculate Scope 3 emissions and identify reduction strategies. 

Data enables companies to identify high-risk suppliers beyond tier one, prioritise resources effectively and promote accountability on both sides of the buyer-supplier relationship.

Ultimately, technology provides the transparency and structure needed for long-term, strategic supplier partnerships and ESG performance improvement across global value chains.

"In our platform, we have the data about the social and environmental, but also governance performance of that specific supplier,” said Linda. 

The evolution of procurement in the age of AI

Ashley Hetrick, Principal, Sourcing and  Supply Chain Segment Leader at BDO USA delivered a keynote exploring how AI is transforming procurement and supply chain functions by shifting focus from transactional tasks to strategic, human-centred roles.

Traditional models built around cost and competitive bidding are no longer effective. Instead, organisations must adopt relational strategies, prioritising supplier collaboration, innovation and total value over cost alone. 

Ashley outlined five key shifts: 

1. Sourcing solutions instead of goods
2. Leveraging supplier innovation
3. Prioritising total value over total cost
4. Rebalancing collaboration vs competition
5. Redefining job roles for AI-enabled work

Modern tools like AI and data lakes enable real-time analysis and integration across systems, allowing professionals to spend less time on data processing and more on strategic engagement. 

This evolution is crucial to improve resilience, mitigate risk and unlock long-term value across supply chains.

"AI and the integration of data lakes are giving us the opportunity to let machines do what they do best, so people can do what only people can do,” said Ashley.

Can AI-powered operations ever be sustainable?

Deborah Dull, Managing Partner at Trillium Digital Services, during her keynote address the question – Can AI-powered operations ever be sustainable?

She outlined how AI evolved from probabilistic models and neural networks into today’s large language models (LLMs) and agent-based systems. 

In supply chain contexts, AI enables complex tasks like project management, inventory scheduling and identifying regulatory risks. However, Dull stressed the physical cost of AI – vast data centres demand significant energy, water and material inputs. 

While highlighting AI’s role in improving circularity through waste reduction and resource regeneration, Deborah acknowledges that ultimately, while AI introduces efficiency, its sustainability hinges on how the technology is powered, maintained and integrated into the wider material economy. 

Responsible supply chain professionals, Deborah argued, are best placed to drive this regenerative transformation.

"The future of AI isn’t just predictive—it’s regenerative, helping us design supply chains that give back more than they take,” said Deborah.

Navigating risk and improving resilience with technology

During the Risk & Resilience in Supply Chain panel, global executives stressed the importance of scenario modelling, data sharing and AI in adapting to geopolitical and cyber threats.

Jeannie Wong (Bristol Myers Squibb) noted the pressure to adopt AI without fully understanding its implications, highlighting the need for strategic integration.

Linda Kromjong (amfori) pointed to shared platforms and data systems that enable collective action and reduce redundant audits, and James Gellert (Rapid Ratings) described how financial stress in private suppliers affects investment in cybersecurity, sustainability and innovation. 

Ultimately, resilience was framed as a collaborative, technology-enabled effort grounded in transparency, data-driven decisions and long-term supplier relationships.

"There is an influx of AI technology and organisations feel tremendous pressure to implement something, anything,” said Jeannie Wong, Senior Director of GPS Value Chain Management at Bristol Myers Squibb (BMS).

Technology supports sustainable supply chains

During the Sustainable Supply Chains panel, global executives explored the vital role that technology plays in supporting sustainable supply chains through collaboration, data systems and AI. 

Chandan Trehan (Bosch) outlined a three-layered strategy:

1. Eliminate inefficiencies
2. Optimise operations with renewable energy and electric vehicles
3. Transform through circularity

Sean Carr (HH Global) explained how intuitive platforms help SMEs engage in sustainability by simplifying reporting. AI was recognised as instrumental in optimising delivery routes, enhancing demand forecasting and tracking deforestation via satellite data.

Rick McDonald (Clorox) also highlighted demand sensing as a way to reduce waste from overproduction, while collaborative shipping offers untapped efficiency.

"The future of sustainability is shared infrastructure—if we can't connect suppliers digitally, we can't decarbonise at scale," said Parker Budding, Account Executive at Osapiens.

Technology is shaping future supply chain operations

During The Future of Supply Chain Operations panel, global executives emphasised investment in AI, machine learning, blockchain and IoT for real-time tracking, demand forecasting and automation.

Pedrom Rejai (Unilever) noted the transformational shift as supply planners gain direct access to AI tools, becoming more efficient and strategic.

Samir Ahmed (Intertek) stressed that while tools exist, barriers such as fragmented data, skills gaps and poor risk visibility hinder progress. Swapnil Marder (Veolia) echoed this by underscoring the need for reskilling, envisioning roles like digital supply chain managers and predictive maintenance experts emerging.

"Digital twins and predictive tools are creating new job families in supply chains—ones that didn’t exist five years ago,” said Swapnil Marda, Vice President of Transportation & Logistics at Veolia.

A holistic framework for embedding sustainability across business operations

Sol Salinas, Executive Vice President of Sustainability at Capgemini, during his keynote, introduced a holistic framework for embedding sustainability across business operations, particularly in supply chains. 

He urged companies to move beyond superficial green efforts and adopt a ‘net positive’ mindset – contributing more to society and the environment than they take. 

The model identifies IT and procurement as critical levers. 

For IT, this means tracking the energy source powering data infrastructure and aligning digital systems with sustainability goals. 

For procurement, it involves evaluating the environmental impact of every component in supplier decisions. 

"You can’t be net positive without knowing where your electrons come from or how your suppliers operate—data makes that possible,” said Sol.

Managing the complexities of global, cross-border supply chains with technology

Pedrom Rejai, Head of Supply Chain Americas at Unilever International, during his keynote, showcased Unilever International’s use of technology to manage the complexities of global, cross-border supply chains. 

With over 10,000 shipments and 250,000 shipping documents annually, Unilever relies on a strong digital backbone to maintain 24/7 visibility, enable flexible sourcing and evaluate global pricing in real time.

Pedrom emphasised the importance of systems integration across sourcing units and local teams to assess risks, model scenarios and respond rapidly to disruptions, such as port closures or ingredient shortages. 

Effective digital tools must offer quick access to key data and be trusted by users to prevent breakdowns in the supply chain.

"We don’t need more data—we need smarter systems that surface the right insights in six seconds and three clicks,” said Pedrom.

Digital platforms and AI are transforming logistics

Jordan Kass, President of Managed Solutions at CH Robinson, took part in a fireside chat exploring the evolution of supply chains. 

Jordan detailed how digital platforms and AI are transforming logistics to meet the demands of a highly disrupted and complex global environment. He described the evolution from static models like TMS or 3PL into dynamic, platform-driven ecosystems tailored to specific shipper needs.

Jordan emphasised that AI, particularly the combination of large language models (LLMs) and agent-based AI, is not just a tactical tool but a revolutionary force enabling 24/7 workflow automation, real-time decision-making and proactive risk management.

"I've never seen the pace of technology change as fast as I am seeing it right now; it is absolutely a revolution,” said Jordan.

The shift toward ‘AI-first thinking’ in supply chains

David Schultz, Vice President and Chief Supply Chain Executive at Westfall Technik, during his keynote, addressed the shift toward ‘AI-first thinking’ in supply chains, where leadership, not just algorithms, drives success. 

He argued that AI should be embedded in company DNA, with 70% of transformation effort focused on people and processes, not just technology.

David compared legacy planning tools like MapQuest to dynamic systems like Google Maps, advocating for supply chains that continuously recalculate and adapt. 

He emphasised the importance of structured, governed data and AI-literate employees, stressing that AI should not automate inefficient processes, but drive return on investment through process optimisation. He cautioned that the true cost is inaction, not high initial investment.

Expanding visibility beyond tier-one suppliers

Eric Larson, Senior Vice President of New Customer Sales and Bob Poteet, Regional Sales Manager at Avetta, took part in a fireside chat discussing how technology enables a holistic approach to supply chain risk management by expanding visibility beyond tier-one suppliers. 

Modern tools now allow organisations to assess contractor and subcontractor risks – including safety, sustainability, business continuity and cyber threats – across global and multi-tiered networks. 

Tailored, data-driven platforms are critical for aggregating diverse supplier information into a single, unified view. This approach increases supplier adoption and improves compliance through personalised experiences. 

Technology also supports collaboration between departments like procurement, operations and health and safety, enabling unified decision-making. 

"True resilience starts with knowing who you’re working with—technology lets you see beyond tier one to the real risk layers,” said Eric.

Redefining supply chain operations with digital transformation and AI

Abe Eshkenazi, CEO at Association for Supply Chain Management (ASCM), during a fireside chat, discussed how digital transformation and AI are redefining supply chain operations and leadership.

He emphasised that while companies are heavily investing in technology, they often lack the trained personnel to use it effectively. Many supply chains still rely on Excel due to a trust gap in advanced systems.

Abe warned against handing ‘F1 cars to 16-year-olds’ – deploying powerful AI tools without upskilling staff. 

He highlighted visibility, traceability and transparency as critical challenges, noting that AI is essential to managing the immense data volumes involved. 

However, small and mid-sized suppliers often lack the cybersecurity and resources needed for digital integration, placing more compliance responsibility on supply chain leaders. 

To address this, companies must prioritise continuous learning, invest in talent and align digital tools with long-term strategy. 

Ultimately, people, not just technology, are the foundation of a truly resilient and ethical supply chain.

"Technology is an extraordinary tool, but you need to have individuals that are capable of using and leveraging those technologies for their organisations,” said Abe. 

How can AI and data digitisation transform supply chains?

Yaniv Butel, CRO at Fixefy, presented a comprehensive view of how AI and data digitisation can transform supply chain financial control in a world of ongoing disruption during his keynote. 

He stressed that AI is no longer optional but essential, especially when paired with clean, contextual data. 

Yaniv advocated for digitising and integrating both structured (ERP, CRM) and unstructured data (invoices, emails, text) to uncover blind spots and improve visibility across shipments, costs and contracts.

"Clean, contextual data is the fuel—without it, even the best AI won’t deliver insight,” said Yaniv.