A recent analysis by Gartner projects low uptake of AI for supply-chain planning decisions by 2030, but AI does factor into the workflows of the top 25 supply-chain organizations according to the firm’s annual ranking, but how?

By Patricia Van Arnum, Editorial Director, DCAT, [email protected]

AI in the supply chain
One of the key questions for companies overall, including bio/pharmaceutical companies and their suppliers, is how artificial intelligence (AI) will roll out in their organizations overall and in specific functions. A recent analysis by Gartner, Inc., a business and technology insights company, provides perspectives on the role of AI in supply-chain management, and specifically of the role autonomous decision-making, one of the potential use of AI, in building automated supply chains. Though potentially a desired goal, autonomous decision-making is still very much at the beginning stages. By 2030, only 5% of organizations implementing some form of supply-chain planning automation will make at least 10% of their planning decisions autonomously, according to the analysis by Gartner. While organizations are already making substantial investments in automation and AI, the progression toward autonomous planning will remain gradual due to the continued need for human oversight and persistent challenges in data, technology, and organizational readiness, according to the analysis.

“Spending millions on supply-chain planning automation can expand technical capabilities, but investment alone does not create AI readiness,” said Buse Aras, Director Analyst in Gartner’s Supply Chain Practice, in a September 24, 2026, release in outlining the study. “Leaders must establish the necessary decision, talent, and technology foundations before scaling AI-enabled planning. Otherwise, they risk funding technology that does not improve the planning decisions that matter most.”

A Gartner study found that 83% of surveyed organizations had spent at least $3 million on automating supply-chain planning, including AI, with 51% spending between $3 million and $10 million. The survey was conducted from November 11 through December 18, 2025, among 243 senior leaders globally at organizations with annual revenue of at least $500 million.

“The pace of planning autonomy will depend on the type, complexity, and risk of each planning decision,” outlined Gartner in its release in outlining key observations from the study. “Routine operational decisions, including replenishment and order prioritization, offer greater automation potential while strategic decisions involving network design and inventory policy will continue to require human judgment. Organizations must also address data quality, decision ownership, workforce capabilities, and technology architecture before entrusting more decisions to AI.”

Gartner analysts said that the roles and competencies of planners will need to evolve as organizations move from AI-supported to AI-automated planning. Supply-chain planning leaders must proactively redesign roles to transition planners away from being “data administrators” and toward becoming “plan orchestrators” who collaborate throughout the value chain.

To generate value from current investments while building toward greater future autonomy, Gartner recommends the following approach in applying AI supply-chain planning.

Start with the planning decision. Classify priority decisions as strategic, tactical or operational, define the desired business outcome, and determine whether AI should support, augment, or automate each decision based on its value, complexity, risk, and need for human judgment.

Establish the foundations required for each use case. Assess the workforce skills, data quality, governance, and technology capabilities needed to execute the decision effectively. Use flexible architectures that allow AI and automation capabilities to complement existing transactional and planning systems.

Measure decision improvement, not technology deployment. Track whether planners use new capabilities as intended, reduce manual workarounds, avoid reverting to legacy tools and improve decision effectiveness in their daily planning routines.

AI among leading supply-chain organizations
Given that, how does AI factor into the operations of leading supply-chain organizations? In the 2026 installment of its annual ranking of the top supply-chain organizations, the 2026 Global Supply Chain Top 25, Gartner recognizes leading supply-chain organizations and identifies the underlying trends that drove their performance, which included successfully redesigning workflows in applying AI with human input and oversight.

“This year, leaders are differentiating themselves by building autonomous workforces, investing in network-centric strategies and orchestrating supply chains end-to-end across increasingly complex ecosystems,” said Laura Rainier, Senior Director Analyst with the Gartner Supply Chain Practice. “Leading supply chains are embracing AI not simply to automate tasks, but to fundamentally redesign how work gets done between people and machines.”

Leading supply-chain organizations are successfully addressing three main areas: (1) autonomous workforce; (2) network-centric strategies; and (3) end-to-end supply orchestration.

Autonomous workforce
As supply chains enter a point where autonomous business comes into play, leading organizations are reimagining work for a future in which people and machines operate both independently and collaboratively, according to the Gartner assessment. “Rather than using AI to accelerate existing processes or reduce labor costs, Top 25 companies are redesigning how work gets done,” outlined the firm in a June 17, 2026, release in announcing the rankings of the leading supply-chain organizations. “Employees are increasingly managing, governing, and improving intelligent systems while also being augmented by them in day-to-day decision making and execution.

The Gartner analysis points out that this shift requires companies to prepare both their people and their organizational structures. “Leading supply chains are investing in upskilling programs that go beyond basic AI literacy. They are also redesigning roles so that AI agents can manage routine tasks while people focus on building relationships, managing strategic decisions, and driving continuous improvement,” outlined the firm.

Network-centric strategies
A second important characteristic of leading supply-chain organizations is designing their supply-chain networks that can continuously respond through agile adjustments that enable adaptability, resilience, and long-term growth, particularly in navigating challenges, including geopolitical uncertainty, tariff volatility, climate disruption, and supply shocks. “What differentiates leaders is their focus on strategies that are grounded in adaptable, resilient physical supply chain networks, which serve their long-term business objectives such as growth,” said Gartner in its release in evaluating the top supply-chain organizations. “While not the only approach, many Top 25 companies are manufacturing and sourcing most products within the same region where they are sold, reducing challenges associated with cross-border operations.”

End-to-end supply orchestration
Top 25 supply-chain organizations are also able to execute what Gartner terms as “end-to-end supply orchestration.”  End-to-end supply orchestration enables organizations “to sense constraints earlier, optimize scarce resources, and coordinate decisions across the value chain,” notes Gartner in its release. “Through collaborative planning and ecosystem data sharing with partners, companies gain a more complete view of demand, inventory and capacity.” In addition, Top 25 supply-chain organizations are also mitigating constraints and securing long-term supply by embedding sustainability and circular supply-chain strategies directly into their product design and material flows.

Ranking the Top 25 supply chain organizations
In Gartner’s ranking of the 2026 Global Supply Chain Top 25, Schneider Electric retained its top position in the rankings for the fourth consecutive year, Nvidia placed second and Walmart climbed 10 spots to third in this year’s rankings. In the final year of its three-year Impact Supply Chain transformation, Schneider Electric maintained its leadership position by integrating autonomous workforce capabilities and end-to-end resource orchestration across its operations. The company is prioritizing generative and agentic AI to support human decision-making, enhancing real-time visibility, predictive insights, and coordinated action across the entire supply chain, per the Gartner analysis.

“Schneider Electric continues to demonstrate how organizations can balance bold transformation ambitions with disciplined execution,” said Gartner’s Rainier. “Its approach to AI-enabled orchestration, circularity and workforce transformation exemplifies how supply-chain leaders are preparing for the autonomous business era.”

The bio/pharmaceutical companies in the Top 25 supply-chain organizations were AstraZeneca (tied for fifth place), Johnson & Johnson (ranked ninth), Novartis (fourteenth), and GSK (ranked twenty-fourth).

In addition, the Gartner Supply Chain Top 25 recognizes the outstanding long-term supply-chain excellence, maturity and leadership of a select group of companies through the Masters category. The Masters are recognized with their own distinguished category. They remain part of Gartner’s annual evaluation. To maintain Masters status, they must attain one of the five highest composite scores in compiling the rankings for all companies for at least seven out of the last 10 years. Amazon, Apple, Procter & Gamble, and Unilever all retained their Masters category status this year.