A new survey from LeanDNA shows that supply chain and business leaders are betting big on AI, but most still have a long way to go when it comes to syncing their digital systems.
LeanDNA and Wakefield Research surveyed 100 U.S. executives and 100 supply chain leaders. Nearly everyone agrees AI is key for predicting and preventing disruptions—92% of executives and 100% of supply chain leaders said it’s essential. Optimism around return on investment is also high: 87% of executives and 89% of supply chain leaders expect a positive return within two years.
Some executives think the benefits will come even sooner. According to the survey, 24% of executives believe they’ve already seen positive ROI or will in the next six months, compared to just 15% of supply chain leaders. That shows the C-suite is more eager—and may be pushing teams to move faster.
Many companies are using AI and machine learning to improve supply chain reliability. Half of supply chain leaders said AI is their top strategy. Others are focused on diversifying suppliers (45%), syncing their supply networks (39%), and upgrading data infrastructure (39%).
Still, full digital synchronization is rare. Only 19% of executives and 18% of supply chain leaders said they’ve achieved it. More than half said they’re making steady progress, but there’s clearly more work to do.
Both groups know delays can hurt. Executives worry most about production disruptions, while supply chain leaders are more focused on inventory costs, reputation, and staying compliant.
There’s also strong agreement on the need for more proactive logistics. Around 77% of executives and 78% of supply chain leaders said their companies must stop reacting and start planning ahead if they want to grow.
“The C-suite and supply chain agree that supply chain professionals and business leaders expect gains from investing in AI tools, digital synchronization, and optimization,” said Andy Ellenthal, CEO of LeanDNA. “However, it also shows that they differ in what they are most concerned about if improvements are delayed. Getting in synch on the risks and reducing friction between the two groups will allow their companies to grow faster.”
