Talking point: Finding consistency in a changing world

STRIKING A BALANCE BETWEEN AUTOMATION AND HUMAN INPUT

Mark Lancaster

Supply chain operations manager

Bergen Logistics UK, Newcastle

Artificial intelligence (AI) is transforming supply chain management, offering significant improvements in efficiency, accuracy and cost savings, something I and many others in the sector are having to scramble to learn more about.

It’s evolving on an almost daily basis, and staying up-to-date can be challenging.

AI can streamline logistics, predict demand and manage inventory.

It can even help refine supplier selection processes.

But, as we rapidly integrate AI into these systems, it’s vital to strike a balance between automation and the essential human input required in warehouses, where people are responsible for moving and picking products.

Embracing AI’s benefits, while preserving the value of human expertise, is key, and something Bergen Logistics is implementing in the form of warehouse management systems.

AI is brilliant at processing vast amounts of data and handling repetitive tasks.

Yet, at the moment, it lacks the subtle understanding of nuances and creativity that humans provide.

Human expertise remains crucial for strategic decisions, managing complex relationships and addressing unexpected challenges.

For instance, we use tools to predict supply chain disruptions based on historical data, but human managers are essential for crafting and executing innovative solutions to these disruptions.

Currently, only supply chain professionals have the experience and skills to put creative measures in place, which AI lacks.

The synergy between AI and human input can boost overall efficiency and adaptability.

An AI system can manage routine tasks and offer data-driven insights, freeing human workers to tackle more complex, value-added activities, which is integral in a complex fulfilment operation like ours.

This collaboration leads to a more responsive and resilient supply chain.

In situations like sudden market shifts or supply chain shocks, human intuition and experience are invaluable for quickly adjusting strategies, particularly regarding the bigger picture, and there is real concern excessive reliance on AI might undermine human judgement and expertise.

It’s crucial to design AI systems that augment human capabilities rather than replace them.

This means investing in ongoing training and upskilling the workforce to work effectively with AI technologies.

Transparent and responsible AI practices are essential to building trust and ensuring the benefits are broadly shared.

It’s down to us supply chain professionals to decide what we think would work best in our operations, as the landscape is changing at a rapid pace, and we can’t be left behind as our customers want optimum value from a business partner.

At the same time, investing in expensive AI systems, which are relatively unproven in parts of the industry, can be a big risk.

 

LEVERAGING AI TO ENHANCE LEARNING, TEACHING AND THE WORKPLACE

Professor Mark Simpson

Deputy vice-chancellor

Teesside University

From Microsoft Office to the Amazon platform, AI underpins most of the software and technology we use in everyday life.

We are continuously seeing advancements in AI – tech companies have invested heavily in exploring its capabilities; businesses are increasingly adopting AI-based systems and processes; and people are eagerly awaiting the next ‘big thing’.

As educators, we encourage our students and staff to experiment and innovate, our very purpose is to prepare graduates for the future world of work, so shouldn’t we be leading by example?

We believe that if we are to deliver education which is truly future facing, we need to be at the forefront of the discovery stage of new technologies, leveraging AI to enhance learning, teaching and, ultimately, the workplace.

This is one of the reasons why we recently organised an inaugural National Future Facing Learning Conference to bring together industry leaders, researchers and educators to share best practice in areas such as AI.

While AI is unlikely to result in the wholesale loss of jobs, there is little doubt it will impact tasks people might ordinarily do in the workplace.

If we continue to teach those tasks in the same way we always have, we are not necessarily equipping our students with the skills they will need in the future.

The complexity of AI means a one-size-fits-all approach is not the solution, and AI’s impact must be understood at a local level.

This is true of all sectors and industries, not just education.

At Teesside, we are in the process of developing an AI policy.

However, we fully expect this to be nuanced and implemented in different ways depending on the subject or sector.

We must understand the tasks AI can carry out in our business that people can’t, and where it can, or cannot, add value to what we do.

I have always been extremely positive about embracing technology where it can enhance learning and teaching.

However, we must also recognise its limitations and, in some cases, the threats and ethical implications.

We need to be aware of these less positive aspects and develop ethical frameworks.

While it may be appropriate to use AI in developing a computer programme or performing complex calculations, is it ethical to use in a subject such as photography?

And, if so, how do we educate people to tell the difference between an AI generated image and one taken in life?

These are the questions we need to be asking and developing solutions and answers for.

Whatever the organisation, an AI strategy needs to start with people and supporting them to understand the technology and its capabilities.

It can seem complex and inaccessible.

But managed correctly, it represents a real opportunity to significantly enhance the future of education and business.