Section 1 — About Your Operation

  1. Which best describes your primary role in the supply chain?

    • Manufacturer — we make products
    • Distributor or wholesaler — we move and store products
    • Retailer — we sell directly to end customers
    • We do more than one of these

  2. What is your approximate annual revenue?

    • Under $100M
    • $100M – $500M
    • $500M – $1B
    • Over $1B

  3. How many locations — plants, warehouses, or distribution centers — does your operation span?

    • 1 – 2
    • 3 – 10
    • 11 – 50
    • More than 50

Section 2 — How Decisions Get Made Today

  1. How many systems does your planning team use for a complete view of inventory, demand, and supply?

    • One — a single integrated source of truth
    • Two or three connected systems with some manual reconciliation
    • Four or more siloed systems planners stitch data together daily
    • Primarily spreadsheets and manual exports — no real-time view

  2. How much time does your planning team spend gathering data vs. making decisions?

    • Mostly decision-making — data arrives automatically
    • Roughly half and half
    • Majority of time is data gathering decisions are rushed
    • Planners are essentially data wranglers — strategic thinking is rare

  3. When disruptions, spikes, or shortfalls occur, how do you usually find out?

    • Automated alerts surface issues before they escalate
    • A planner or manager catches it during a regular review
    • A customer or supplier calls us
    • We find out after the fact — post-mortems are common

Section 3 — Your Biggest Pain Points

  1. Which of these challenges cost your business the most today? (Select up to 2)

    • Inventory imbalance — too much in some areas, stockouts in others
    • Slow or inaccurate planning cycles that lag behind reality
    • Poor forecast accuracy leading to constant manual overrides
    • Order or fulfillment failures that reach customers before we catch them
    • Inability to respond fast enough to supplier disruptions
    • Too much time spent on data gathering instead of decisions

  2. When planners override system recommendations, what happens to that knowledge?

    • It’s captured and informs future recommendations automatically
    • It’s documented somewhere but not used systematically
    • It lives in the planner’s head and email thread
    • It disappears — every exception is treated as a one-off

Section 4 — AI Knowledge & Current Use

  1. How would you describe your organization’s current use of AI in supply chain operations?

    • AI actively making or triggering decisions autonomously
    • AI surfacing recommendations that our team acts on
    • Dashboards and analytics that show what happened
    • Little or no AI — ERP reports and spreadsheets drive most decisions

  2. Which tools does your team currently use for planning or operations? (Select all that apply)

  • Embedded AI or planning modules in our ERP
  • Standalone planning or optimization software
  • General-purpose AI assistants (e.g., Microsoft Copilot, ChatGPT)
  • Custom models or advanced spreadsheet automation
  • None of the above
  1. How familiar are you with agentic AI—systems that act autonomously, not just answer questions?
  • Not familiar at all
  • Very familiar
  1. Has your organization launched any AI pilot programs or proofs of concept in the last two years?
  • Yes — one or more are live and delivering value
  • Yes — we ran pilots but they didn’t fully pan out
  • In progress — something is underway now
  • No — we haven’t started yet

Section 5 — Readiness, Priorities & Next Steps

  1. What is the biggest barrier to moving faster with AI at your company? (Select up to 2)
  • Our data is too fragmented or unreliable to build on
  • Unclear ROI — hard to justify the investment without proof
  • Change management — teams aren’t ready to operate differently
  • We need a partner who understands our specific operations, not generic AI
  • We’re mid-implementation of something else right now
  1. If AI could improve one supply chain outcome in 6 months, what would matter most? (Select 1)
  • Inventory reduction and working capital improvement
  • Higher service levels — fewer exceptions reaching customers
  • Faster, more confident planning and procurement decisions
  • Planner productivity — less time on data, more on decisions
  • Better supplier risk visibility and faster response
  1. What’s one question you’d like us to answer in our conversation?

Section 6 — Contact Information

  • First Name*
  • Last Name*
  • Email*