In the world of supply chain management, we spend much of our time searching for ways to make things better — more reliable, more efficient, more resilient. It’s a pursuit that can feel endless because improvement rarely comes from one grand move; instead, it is found in hundreds of small, thoughtful actions over time.

That’s why I’m recommending a summer read that, while not a traditional supply chain book, speaks directly to this spirit of continuous improvement: Better by Atul Gawande.

Gawande, a practicing surgeon and bestselling author, focuses much of his writing on the challenges of delivering better outcomes in medicine. But as you read Better, it becomes clear that the insights he shares transcend healthcare. In fact, many of them connect deeply to the work we do in supply chain. Health care, after all, is a complex supply chain in itself — one that must manage the flow of goods (medicines, equipment) and services (diagnosis, surgery, therapy) under conditions of great uncertainty and high stakes.

Gawande’s work reminds us that the principles that drive improvement in medicine are the same ones that drive improvement in supply chains, manufacturing, transportation, and just about every field where people are trying to do things better every day.

Three Takeaways for Supply Chain Professionals

1. The Relentless Pursuit of Better is Everyone’s Job

One of Gawande’s central points is that better performance is not reserved for “geniuses” or “experts” alone. In medicine, small, consistent improvements — asking an extra question, double-checking a dosage, washing hands properly — save lives. The same is true in supply chain.

In our world, whether it’s taking a second look at an inventory replenishment setting or spending a few extra minutes mapping supplier risks, the incremental pursuit of better outcomes can mean the difference between success and failure. There’s no standing still. Better is a moving target, and everyone on the team has a role in aiming for it.

2. Systems Matter as Much as Skill

Gawande makes a strong case that even the most skilled individuals can fail if the systems around them are poorly designed. A world-class surgeon operating in a broken hospital supply chain still faces high risks of failure.

Supply chains work the same way. Even great people can’t overcome a bad process or poor system design for long. When we evaluate our operations, it’s important to look beyond individual performance and address the structural barriers that prevent consistent execution. Strong systems allow talent to flourish; weak systems exhaust it.

3. Always Ask One More Question

One of my favorite insights from Better is the idea that sometimes, the most powerful thing you can do is simply ask one more question.

Gawande shares examples where small moments of curiosity or concern — asking a patient one more question about their symptoms, or a nurse asking why a process was skipped — led to major improvements or saved lives.

In supply chain, asking one more question can reveal unseen risks, highlight hidden opportunities, and help avoid costly mistakes. When considering a new supplier, a logistics routing change, or a forecasting adjustment, taking the time to dig a little deeper often makes the difference between a smooth operation and a big problem.

As supply chain learners and leaders, developing the habit of curiosity — and the courage to ask that extra question — is one of the simplest and most powerful habits we can cultivate.

Why Better is a Worthwhile Summer Read

What makes Better a great summer read is not just the quality of Gawande’s storytelling, but how accessible and applicable his lessons are. You don’t have to be a doctor to appreciate the challenges he describes, and you don’t have to be in a hospital to face similar decisions about quality, safety, and improvement.

Supply chains, like healthcare systems, are messy, imperfect, and always evolving. Gawande’s stories are a reminder that we improve not by finding perfect solutions, but by persistently chasing better ones — day after day, decision after decision.

If you’re looking for a book that will inspire you to think a little differently about your work, challenge you to ask better questions, and recharge your commitment to doing things better — Better is a worthy addition to your summer reading list.

I hope you’ll find it as insightful and motivating as I did. And as you turn its pages, I encourage you to keep a simple question in mind: What’s one thing I could do a little better today?

The Georgia Center of Innovation, a strategic arm of the Georgia Department of Economic Development (GDEcD), hosted hundreds of attendees at the 2025 Georgia Logistics Summit, where experts offered insights on the intersection of technology and logistics, updates on infrastructure investments, and how the state is preparing the future workforce to support growth. Established in 2009 as the first state-led event of its kind, the Georgia Logistics Summit is one of the Southeast’s key logistics and supply chain events, connecting industry professionals for networking and knowledge-sharing.

The economic impact of Georgia’s transportation and logistics industry was $107 billion in 2023, according to an economic impact study by the University of Georgia’s Selig Center for Economic Growth. These industries supported more than 578,000 Georgia jobs, or one in nine jobs in the state. From 2010 to 2023, transportation and logistics jobs in Georgia grew by 68%, outpacing the national growth rate of 52%. Additionally, in 2023 and 2024 alone, new logistics and distribution sector investments, including cold storage and ecommerce fulfillment centers, totaled $3.8 billion and created over 9,000 new jobs.

“Georgia’s unmatched global connectivity is one of the driving forces behind our economic success. Decades of strategic investment in our logistics and supply chain infrastructure – from our ports and rail lines to our highways and air cargo capabilities – have led to record-breaking economic investments and trade,” said Georgia Department of Economic Development Commissioner Pat Wilson. “The Logistics Summit brings together private sector, government, and education leaders to learn from experts, exchange best practices, and explore opportunities in the rapidly evolving logistics landscape to maximize opportunities. Events like this strengthen collaboration and spark new ideas that keep Georgia businesses competitive on a global scale.”

Georgia Department of Transportation Commissioner Russell R. McMurry highlighted Georgia’s strategic investments and how the Georgia Department of Transportation (GDOT) is leveraging technology to improve freight flow. He cited the leadership of Governor Brian P. Kemp and support from the General Assembly to allocate $1 billion to the newly created Georgia Freight Program over the past two years. Additional investments in transportation infrastructure are advancing the timing for key planned transportation projects that will maintain and improve Georgia’s interstate highway system, roads, and bridges. Georgia’s multimodal transportation network carried nearly half a billion tons of freight in 2019, valued at $673 trillion. Projections show that freight volume is expected to nearly double to 900 million in tonnage and freight value to more than double today’s value by 2050. Working with partners that include the Center of Innovation and the Georgia Institute of Technology, GDOT is focusing on enhancing safety and efficiency, including projects to add 50% more truck parking and installing fiber internet on Georgia interstates.

Georgia Ports Authority Vice President of Operations Susan Gardner provided updates on strategic investments to expand capacity at the ports, and how Georgia Ports Authority (GPA) is leveraging live data to improve safety, track vessel productivity and containers, and eliminate congestion. Gardner emphasized building a technological culture and prioritizing hiring creative employees, as well as harnessing data insights to boost efficiency. GPA is investing in $4.5 billion in improvements over the next decade as part of its port master plan to expand cargo handling capabilities and support future supply chain requirements.

This year’s feature panel, “AI and Beyond: Embracing Digital Transformation in Logistics,” included leadership from The Home Depot, Havertys Furniture, and TOTO USA, as well as research perspectives from the Georgia Institute of Technology. Panelists highlighted the ways digital technologies are reshaping supply chains, including a three- to five-year outlook for the industry, and provided insights attendees can use to shape their strategies to move more efficiently as AI and automation transform the industry.

“Digital technologies are reshaping supply chains in various ways, and Georgia is working to stay ahead of the curve,” said Center of Innovation Executive Director David Nuckolls. “The Center of Innovation and our specialized logistics team work alongside this dynamic industry, helping to position businesses for growth. The annual Georgia Logistics Summit is a powerful opportunity to build connections and equip businesses with crucial knowledge and resources.”

Educating the needed talent was the focus of the event’s final panel, with University System of Georgia Chancellor Sonny Perdue and Technical College System of Georgia Commissioner Greg Dozier providing updates on how the state’s post-secondary institutions are developing a globally competitive workforce. Discussion focused on how these institutions are ensuring the skills they are teaching match the jobs logistics companies are looking for, including creative problem-solving and effective use of new AI and automation tools. The breadth of Georgia’s technical college programs was also discussed, including the High Demand Career Initiatives program and a pilot program called “Dual Achievement” that enrolls students who withdrew from high school in a technical college program, enabling them to earn a high school diploma alongside a technical college certificate, diploma, or degree. Panelists focused on the importance of helping students get where they want to go faster, upskilling the existing workforce, and how connections between industry leaders and educators can help foster greater outcomes.

The Center of Innovation’s Logistics Industry Advisory Board also recognized the winners of the inaugural Future Innovators in Supply Chain competition. The competition invited college students to create videos about supply chain careers, reflecting the Center’s commitment to developing future logistics leaders. Led by professor Parisa Pooyan, student team “The Masters of Logistinomics” from Kennesaw State University won first prize and a $3,000 grant for the university. Eli Hampton, Angeline Harris, Joe Johnson, and Dana Pazhouhesh created the winning video, which can be viewed here.

For additional information on the 2025 Georgia Logistics Summit and to stay up-to-date on next year’s plans, visit galogisticssummit.com.

Participants in the 2025 Georgia Logistics Summit also included leaders from S&P Global Market Intelligence, Boost Phase Ventures, and M.D. Livingstone Consulting.

About the Georgia Center of Innovation
Exclusive to Georgia, the Center of Innovation helps Georgia businesses of all types and sizes find inspired solutions to challenges and opportunities. The Center connects new and expanding businesses with a team of experts, external partners, and independent mentors to tap into the technical expertise and guidance they need. By encouraging collaboration across six key industries: Aerospace, AgTech, Energy Technology, Information Technology, Logistics, and Manufacturing, the Center helps Georgia prepare for growth in strategic industry ecosystems.

About GDEcD
The Georgia Department of Economic Development (GDEcD) is the state’s sales and marketing arm. It is Georgia’s lead agency for attracting new business investment, encouraging the expansion of existing industry and small businesses, and locating new markets for Georgia products. As the state’s official destination marketing organization, it drives traveler visitation and promotes the state as a location for film and digital entertainment projects. GDEcD is responsible for planning and mobilizing state resources for economic development, fostering innovation and the arts to drive opportunity from the mountains to the coast.

The most recent cohort of the Microelectronics and Nanomanufacturing Certificate Program (MNCP) have completed their training and are ready to dive into the workforce. 

The MNCP is a National Science Foundation (NSF) funded collaboration between the Institute for Matter and Systems (IMS), Georgia Piedmont Technical College (GPTC) and Pennsylvania State University’s Center for Nanotechnology Education and Utilization. 

The spring 2025 cohort was comprised of three individuals with non-technical backgrounds. For 12 weeks, they split time between online lectures and hands-on training in the Georgia Tech Fabrication Cleanroom where they immersed themselves in advanced microelectronic fabrication techniques. Their training included thin film deposition, photolithography, etching, metrology, laser micro-machining, and additive manufacturing. They gained hands-on experience with industry-standard equipment, even creating their own custom designs on 4-inch silicon wafers.

“The program really helps people get their head start, especially for those who don’t really have the educational background,” said Lauren Walker, one student from the cohort. Walker applied for the program after hearing about it from a colleague and was able to get a job as a laboratory technician with help from the program resources.

“[The program] gave me everything I needed to know for new skills and things like that for the industry,” said Walker. “It helped me eventually get another job. I say it helped because of the workshops they had.”

Under the direction of Seung-Joon Paik, IMS teaching lab coordinator, the cohort spent two days a week in the IMS cleanroom working on research projects with IMS staff. Michelle Wu, a research scientist in IMS, served as lab instructor throughout the program and oversaw the training on cleanroom tools. 

“As their lab instructor, I’ve been thoroughly impressed with their passion, patience, and unwavering dedication to this program,” said Wu.

The program is supported by the Advanced Technological Education program at the National Science Foundation and is free for all participants. 

Learn more about the Microelectronics and Nanomanufacturing Certificate Program

Reagan Cook stood at a career crossroads when her undergraduate degree in mechanical engineering intersected with her recent master’s in data analytics.

She wanted to connect her experience in manufacturing with her burgeoning interest in data science but wasn’t sure which way to turn. Then, she stumbled upon a job opportunity that brought both into one path forward: A fellowship focused on artificial intelligence in manufacturing through the Partnership for Inclusive Innovation, or PIN.

“I happened upon this fellowship and the vertical I landed on was AI in manufacturing, which was a good marriage of the two disciplines,” said Cook, who began the one-year paid position over the summer. The PIN fellowship, part of Georgia Institute of Technology’s Enterprise Innovation Institute, places early career professionals into public and private opportunities.

The fellowship is made possible through support from Georgia Artificial Intelligence in Manufacturing, or Georgia AIM. Georgia AIM supports several PIN fellows each year through the AI in Manufacturing vertical. Participants spend six months working on a research project through the Georgia Tech Manufacturing Institute (GTMI) and then six months with a partner company where they focus on a project that enhances the use of smart technologies.

Cook recently completed her first six-month rotation as a researcher with the Melkote Advanced Manufacturing Research Group at Georgia Tech, working with GTMI Associate Director Shreyes Melkote. She is now in her next role at Carbice, an Atlanta semiconductor manufacturer.

That’s the interesting part of the PIN fellowship: those accepted into the program gain experience in both the public and private sectors. Upon completing the program, fellows enter the workforce with a unique, innovative skillset that contributes to the emerging roles AI is creating in manufacturing.

The PIN program also helps address a gap in the workforce. There is a growing need for professionals who understand AI and smart technologies, and the program’s public/private partnership provides useful training and experience to early career professionals who are eager to solve these challenges.

In Cook’s case, her first job after college was with a small manufacturer doing engineering design and CAD work. Her role expanded a bit to accommodate her data analytics background while working on her master’s degree practicum project. But due to the size of the company, her work returned to strictly engineering after she graduated. In contrast, through the PIN fellowship, Cook is working on developing machine learning models that can be used to search for parts in a database of CAD designs. This would allow manufacturers looking for CAD drawings or 3D models to find similar parts with designs already created, saving time by giving engineers a starting point. This research allows her to leverage both her analytics and engineering knowledge.

"I feel like I am learning a lot,” said Cook. The research position allows her to apply theoretical knowledge from her master’s degree in a research environment. “That’s been very interesting and eye-opening. I’m still early in my career and my only experience is fairly traditional corporate jobs, so working in the realm of the unknown is a different situation. With research, you’re just exploring and have no assurances that what you’re doing is going to work. ”

Moving to Carbice for the second half of her fellowship adds another layer of learning, she added, because it’s one thing to test out a theory in a lab; it’s different when you are working for a company that needs to see results.

“Working in the private sector allows you to identify and reality-check the needs of actual workplaces,” she added. “Because sometimes you have a compelling idea and interesting research, but in a corporate setting, first, is it useful, and second, if it is useful, is it even something the industry wants or is willing to adopt?”

This is a paradox Cook will face not only during the second half of her fellowship, but also going forward in her career. The foundational experiences attained through the PIN fellowship will give Cook an edge as she moves into her next role. Many manufacturers are interested in adopting AI and smart technologies, but the challenge is in identifying problems to solve.

Cook said she is confident the fellowship will give her new insights that can be beneficial to future employers. The program also offers networking opportunities and connections with respected professionals that will be beneficial in years to come, she added.

“It’s really good to have both the public and private perspectives. And because I’ve worked in a couple different manufacturing environments, I’m interested in how different my manufacturing rotation will be and if I can identify patterns, similar issues, or inefficiencies. And all that is useful knowledge to have,” she said. “For me specifically, the content of this work is going to be very helpful in tying my whole resume together.”

For more details on the AI and Manufacturing-focused PIN fellowship supported by Georgia AIM, visit the PIN website.

In a significant move to bolster Georgia's workforce, Georgia Tech has partnered with Georgia Quick Start to advance manufacturing training and skill development. This collaboration, formalized by the signing of a Memorandum of Understanding on April 8, aims to elevate the quality and efficiency of manufacturing workforce training across the state.

“At Georgia Tech, innovation isn’t just about discovery — it’s about solving real-world challenges,” said Executive Vice President for Research Tim Lieuwen. “Georgia Quick Start ensures that cutting-edge research in advanced manufacturing translates into practical training solutions. Together, we are equipping Georgia’s workforce with the skills needed to drive economic growth and industry advancement.”

As manufacturing technologies and artificial intelligence continue to evolve, U.S. manufacturers increasingly require skilled workers experienced in advanced manufacturing. For decades, Georgia Quick Start, administered by the Technical College System of Georgia, has been addressing this need and has been recognized as the country’s top workforce training program for 15 years. 

Now, researchers at Georgia Tech will collaborate with Georgia Quick Start to enhance these efforts by developing Extended Reality (XR) training programs, providing a scalable and experiential solution to meet the growing demand for training. 

“We have been so successful for so many years because we stay focused on relevance, flexibility, and responsiveness,” said Scott McMurray, deputy commissioner for Georgia Quick Start. “This partnership is an example of how Quick Start is able to develop and deliver effective training even for companies working on the leading edge of advanced manufacturing technologies.”

Extended Reality, Scaled Training

XR technologies use a combination of virtual and augmented reality to create immersive, interactive experiences. By simulating real-world manufacturing environments and processes, XR has the potential to allow trainees to practice and refine their skills in a controlled, risk-free setting through standardized training experiences. This not only enhances the learning experience but also ensures consistency in training quality across a large workforce.

“Virtual reality scales training by gamifying complex tasks and removing the need for costly or hazardous physical equipment. Augmented reality scales on-the-job training by providing adaptive, context-aware guidance exactly when and where it’s needed, reducing the need for expert supervision,” said manufacturing XR researcher Mohsen Moghaddam, Gary C. Butler Family associate professor in the H. Milton Stewart School of Industrial and Systems Engineering and the George W. Woodruff School of Mechanical Engineering. “Together, they make training more consistent, up-to-date, accessible, and safe, especially for workers who may hesitate to ask for assistance from peers or supervisors out of fear of judgment.”

The collaboration will leverage Moghaddam’s research and the AR/VR training space within the expanded Advanced Manufacturing Pilot Facility, providing a state-of-the-art environment for developing and deploying XR training technologies. Researchers from the Georgia Tech Manufacturing Institute (GTMI) and Georgia AIM(Artificial Intelligence in Manufacturing) will also play pivotal roles in the development of these training programs.

“Partnerships like these highlight the power of the integrated University of Georgia and Technical College System of Georgia’s workforce development ecosystem,” said Thomas Kurfess, Regents’ Professor and GTMI executive director. “Our country not only needs the creation of new jobs but also the skilled workforce to fill them. At Georgia Tech and GTMI, we are serving as an enabler of innovation in that workforce development.”

In the world of strategic decision-making—whether in Supply Chain Management and Engineering or in policy—we tend to focus our energy on the immediate problem in front of us. That makes sense. Big decisions like acquisitions, divestitures, or product innovations are complex enough without adding more layers. But in my experience—especially during my time at Coca-Cola and across broader industry engagements—what often gets left out of the room are the second-order effects. These are the unintended consequences that don’t show up in the PowerPoint deck, but show up months or years later on your P&L, in your customer feedback, or in your team’s stress levels.

Some of these outcomes are manageable. Others are problematic. Occasionally, they’re game-changing—but not in the way we hoped.

The Core Challenge: Complexity Crowds Out Curiosity

In my time in industry, I’ve seen high-stakes decisions unfold under tight timelines. The rigor is there: financial models, market analysis, legal due diligence. But the same pressure that brings focus often narrows the field of vision. Once the strategic goal is clear, the push becomes “get the recommendation ready” or “get the deal done.” Often, the team disbands before the ripple effects have even begun to appear.

In fact, studies of managerial behavior find that decision-makers often prioritize short-term outcomes over long-term implications, making it easy to overlook those downstream impacts.

We rarely paused to ask:

• What happens to our partners, our systems, or our people two or three steps down the line?
• Are we shifting bottlenecks or creating future misalignments?
• Could this solution lock us into a path that becomes hard to reverse?
• Will we be happy with this decision in 5 years?

Not asking these questions isn’t negligence. It’s often a result of how we structure decision processes: focused, time-bound, and oriented toward closure.

When Good Decisions Still Cause Trouble

Let's make this real. I've seen:

• Procurement strategies that focused on driving down cost but over time forced suppliers to reduce investment in quality and continuous improvement resources—eventually leading to a significant quality issue for a key customer.
• Multiple outsourcing efforts that reduced future capital requirements but also reduced flexibility in scheduling and responsiveness to rapid demand shifts or new product innovation.
• Plant closures that optimized total network cost on paper but not in reality, because the remaining plants were not actually equipped to take on more volume and increased complexity.
• A new warehouse management system implementation that promised efficiency gains but created chaos in distribution—not because the software was flawed, but due to unforeseen complexities during implementation.

In each of these, the first-order decision was sound. But the downstream effects caught teams off guard, requiring backtracking, remediation, and even reputational repair.

Even recently, retailers trying to fix 2021 product shortages by ordering more stock found themselves “overwhelmed with inventory” in 2022 when demand eased—a textbook second-order surprise. Likewise, logistics executives admitted they “didn’t anticipate” that 2020’s e-commerce boom would spark a warehouse labor crunch—a side effect that underscores how easily ripple effects can catch us off guard.

Why This Matters—and Why It's Often Skipped

Let’s be honest. Most leaders are moving fast. The idea of adding more process—or imagining abstract future problems—can feel like a luxury. Typical objections sound like:

• "We don't have time for hypotheticals."
• "That's someone else's job—let's just move."
• "We'll deal with it if it becomes a problem."

But here’s the catch: in a complex system like a global supply chain or a tightly coupled stakeholder network, second-order effects are not edge cases—they're part of the landscape.

In fact, recent research in supply chain management finds that such second-order effects are likely ubiquitous and must be anticipated rather than ignored. Ignoring them doesn’t make them go away. It just delays the pain—and multiplies the cost.

Where This Applies in Supply Chain

These second-order thinking practices are especially useful in supply chain decisions where complexity and interdependencies are high. Think about:

• Network redesigns or footprint consolidation
• Sourcing shifts or dual sourcing strategies
• Technology implementations like a new TMS or WMS
• Inventory policy changes that affect fulfillment, customer service, or working capital
• Sustainability initiatives that touch suppliers, packaging, and compliance

Each of these decisions may seem straightforward at first glance, but often carry ripple effects that only surface months later—making this kind of foresight not just useful, but essential.

A Pragmatic Playbook: Small Steps, Big Impact

To embed this thinking into your organization’s DNA, you don’t need to launch a task force. You need lightweight, repeatable tools that shift how teams think. Here are a few that punch above their weight:

✅ Pre-Mortem Workshop

• Time: 60–90 minutes
• What It Is: Imagine the decision failed spectacularly. Ask: what went wrong?
• Value: Surfaces hidden risks early and creates a safe space for dissent.

"This is an insurance policy, not red tape.”


✅ Ripple Mapping

• Time: 1–2 hours
• What It Is: Visually chart the impact of a decision across systems, partners, and people.
• Value: Turns abstract consequences into visible risks and opportunities.

"Helps teams see around corners—and ask better questions.”


✅ Mini FMEA (Failure Modes and Effects Analysis)

• Time: 60 minutes
• What It Is: Identify how key decision elements could fail and what to do about it.
• Value: Helps prioritize monitoring and mitigation during rollout.

"Adapt it from engineering—it works just as well for strategic moves.”


✅ Early Warning Indicators

• Time: Minimal setup, integrated into standard dashboards
• What It Is: Define and track metrics tied to second-order risks (e.g., employee attrition, service delays).
• Value: Helps you course-correct before small issues become systemic.

"It's not just about making the right decision—but making the decision work.” 

Culture Shift: From Transaction to Trajectory

The real unlock comes when we shift the definition of a successful decision. It’s not just about getting a green light. It’s about ensuring the decision holds up over time—operationally, culturally, and reputationally.

To institutionalize this mindset:

• Add a "second-order checkpoint" to strategic review decks or governance templates
• Ask for a "consequence map" alongside the business case
• Celebrate teams who surface risks early, not just those who execute quickly
• Conduct post-mortems (not just pre-mortems) to harvest lessons

"Strategic foresight is not about predicting everything. It's about avoiding the predictable surprises.”
 

Backed by Big Thinkers

This isn't just operational wisdom—it's grounded in thoughtful literature:

• Peter Senge, in The Fifth Discipline, emphasizes how organizations struggle when they fail to see the system-wide consequences of localized actions.
• Nassim Nicholas Taleb, in Antifragile, argues that systems become more vulnerable when decisions are made without consideration for stress-testing and adaptive feedback loops.
• Cass Sunstein, writing on regulatory and policy decision-making, promotes the idea of "decision hygiene”—a systematic process to reduce bias and surface risk.
• Atul Gawande, in his book Better and in his commencement address at Stanford, shared how the habit of asking "just one more question" often uncovered crucial, overlooked insights—just like the disheveled detective Columbo. That final question, the one nobody else asks, frequently makes the difference between surface-level understanding and meaningful action.

Sometimes the last question is the best one. The more complex our systems become, the more important it is to keep asking until we find what we didn’t know we were missing.

Closing Thought: Be the Person Who Asks One More Question

As supply chains become more interconnected and policy environments more volatile, decision quality will increasingly depend on ripple-awareness. You don’t need perfect foresight. But you do need a culture that pauses—briefly—to ask: what might happen next?

Those few extra minutes may be the difference between a great decision—and a regrettable one.

About Tech AI
Tech AI is Georgia Tech's hub for artificial intelligence research, education, and responsible deployment. With over $120 million in active AI research funding, including more than $60 million in NSF support for five AI Research Institutes, Tech AI drives innovation through cutting-edge research, industry partnerships, and real-world applications. With over 370 papers published at top AI conferences and workshops, Tech AI is a leader in advancing AI-driven engineering, mobility, and enterprise solutions. Through strategic collaborations, Tech AI bridges the gap between AI research and industry, optimizing supply chains, enhancing cybersecurity, advancing autonomous systems, and transforming healthcare and manufacturing. Committed to workforce development, Tech AI provides AI education across all levels, from K-12 outreach to undergraduate and graduate programs, as well as specialized certifications. These initiatives equip students with hands-on experience, industry exposure, and the technical expertise needed to lead in AI-driven industries. Bringing AI to the world through innovation, collaboration, and partnerships. Visit tech.ai.gatech.edu.

The Georgia Institute of Technology recently joined the National Semiconductor Technology Center (NSTC), a public-private consortium dedicated to supporting and extending U.S. leadership in semiconductor research, design, engineering, and advanced manufacturing. This collaboration aligns with Georgia Tech's commitment to fostering innovation and driving economic growth through cutting-edge research and development.

"Joining the NSTC is a significant milestone for Georgia Tech," said George White, senior director for strategic partnerships. "This partnership will enable us to collaborate with leading experts in the semiconductor field, drive groundbreaking research, and contribute to the advancement of semiconductor technology in the U.S."

The NSTC is operated by Natcast (National Center for the Advancement of Semiconductor Technology) and supported by the Department of Commerce through the CHIPS and Science Act. NSTC brings together key stakeholders from academia, industry, and government to create a robust semiconductor ecosystem. As a member, Georgia Tech will have access to a wide range of benefits, including research grant opportunities, participation in NSTC-led research projects, and access to state-of-the-art facilities and resources.

Georgia Tech's involvement in the NSTC will focus on several key areas, including workforce development, research and development initiatives, and fostering collaboration between academia and industry. By participating in the NSTC, Georgia Tech aims to enhance its research capabilities, support the growth of the semiconductor industry, and contribute to national economic and security goals.

Learn more about CHIPS initiatives at Georgia Tech:

$100M Investment Will Propel Absolics Inc., Georgia Tech’s Advanced Packaging Research

Georgia Tech Joins $840M DoD Project to Develop and Manufacture Next-gen Semiconductor Microsystems

Semiconductor Research Corp. and Georgia Tech Secure $285M SMART USA Institute

Today's supply chain industry is undergoing a rapid transformation, driven by AI, robotics, and data analytics. These innovations are already delivering measurable efficiency gains, and fast followers – companies that quickly adopt proven technologies – must take action or risk falling behind. Using a "consequence thinking" approach, supply chain professionals and students must ask: What happens if I’m not keeping up with these trends? Those who proactively invest in emerging technologies and their own skills will be better positioned to compete, those who don’t take action in 2025 will struggle with inefficiencies and higher costs. Georgia Tech, a leader in supply chain research and education, is actively exploring these areas, reinforcing that these trends are not just hype but a critical reality.

AI Agents and Decision Intelligence

AI is moving beyond forecasting and analytics into autonomous decision-making. AI agents can rapidly process complex scenarios—such as supply disruptions—and generate optimal responses in real time. This shift reduces reliance on manual problem-solving and enables organizations to respond faster and with greater accuracy. These AI-driven systems also make insights more accessible, allowing non-technical professionals to interact with advanced analytics in natural language.

Georgia Tech’s Supply Chain and Logistics Institute is offering education in Generative AI for supply chain, helping professionals understand and apply these tools effectively. The key takeaway? AI isn’t just for data scientists—it’s becoming essential for all supply chain professionals. Investing in AI literacy and decision intelligence training will be critical to staying relevant in the field.

Physical Automation: AMRs Reshaping Warehouses

Automation in warehouses is no longer experimental—it’s here and delivering results. Autonomous mobile robots (AMRs) are replacing traditional automation solutions, offering greater flexibility and adaptability. Unlike AGVs, which rely on fixed paths, AMRs navigate dynamically using AI and real-time mapping, making them well-suited for evolving warehouse environments.

Companies deploying AMRs report increased throughput, reduced labor costs, and improved safety. These robots optimize workflows, assist human workers, and enable 24/7 operations. Georgia Tech researchers are developing human-collaborative robotics, reinforcing that the future is about augmenting—not replacing—workers. Supply chain professionals should focus on developing skills in automation management and AI-driven operations. Understanding how to integrate these technologies into workflows will be a key differentiator.

Data Management: The Foundation for AI and Automation

AI and automation depend on high-quality, well-integrated data, yet many organizations struggle with fragmented systems and poor data governance. Industry surveys consistently highlight that supply chain leaders cite data silos and quality issues as top barriers to digital transformation. Without a strong data foundation, even the best AI models and automation solutions will fail to deliver their full potential.

Modern supply chain visibility platforms and AI-powered analytics tools are helping companies consolidate data for better decision-making. Georgia Tech researchers are advancing digital twin models that simulate supply chain networks, but these rely on robust data integration. For professionals, this underscores the need to develop data literacy and analytical skills. Those who can navigate, interpret, and leverage data effectively will be indispensable in AI-powered supply chains.

Call to Action: Personal Development and Strategic Planning

Emerging technologies in supply chain—AI, automation, data analytics, and logistics AI—are no longer futuristic concepts. They are delivering tangible benefits now, and the gap between early adopters and laggards is widening. If these innovations are not on your radar, you need to take action.

Where to Start:

• Invest in Personal Development: AI, automation, and data skills are becoming core competencies. Take relevant courses, attend industry events, and seek practical experience.
• Assess Business Applications: Identify where these technologies can solve current challenges and improve efficiency in your supply chain.
• Build Data Competency: Understanding how to structure and leverage data is foundational for AI and automation success.
• Experiment with Emerging Tech: Pilot AI-driven decision tools, AMRs, or logistics optimization models to gain insights into their potential.

The future of supply chain management is being reshaped by these technologies, and those who prepare now will define the next era of supply chain excellence. The question is no longer if these tools will impact the industry—it’s how quickly you can learn to use them to your advantage.