Exiger Named in Fast Company’s 2024 List of Brands That Matter

Q&A with Insight Partners’ Arjun Mehta and Exiger’s Brandon Daniels: AI’s Impact on Supply Chain Risk Management

October 31, 2024

Article

How is AI changing supply chain risk management, and what does it mean for the future?

Ahead of the upcoming ScaleUp:AI conference, Exiger CEO Brandon Daniels and Arjun Mehta, Principal at Insight Partners, joined for an in-depth chat on AI impacts on supply chains as part of a recent series of LinkedIn Live Soundbytes. This series of discussions sets the stage for the global conference bringing together the top AI builders, executives, luminaries and innovators. Exiger is a proud partner of the ScaleUp:AI hybrid event (in New York and online) and has a 35% discount code available for online or NTC tickets: Exiger35.

Some insights from the full conversation are excerpted in the Q&A below, and you can watch the full session on YouTube.

Arjun Mehta: How is AI impacting supply chain risk management? What are some of the use cases that you’re seeing as game changers?

Brandon Daniels: One of the things that generative AI is doing is it’s making it so procurement and supply chain people are able to bridge a skills gap. For instance, when we flag that a supplier to our customers has a risk related to potentially something like human trafficking or forced labor, the first thing that they want to understand is how does this impact us? Do we have current products that are being used that are using this supplier? Are those products prioritized? Do we have products that are alternatives to that supplier that we can utilize? So the first thing it’s doing for procurement and supply chain people is it’s helping them to understand how risk can impact their supply because their genius is in performance, in schedule, in cost, in creating value out of supplier negotiations; but they don’t have the background and training in compliance and regulatory standard practices. Artificial intelligence is making it so that we can bridge that skills gap.

AI is also helping people to do more with less. So people who are trying to just purchase a set of software or components or computers from a vendor, they have this issue where they’re trying to assess for risk — but there just simply aren’t enough resources to do it. So, for example, I can still assess my supplier for the things that I and my team has built up skill sets and resources to do, but it’s also helping us extend outside of our domain and to essentially add virtual resources. These AI agents that we’ve built, these domain-specific capabilities, they are basically additional people in your department helping you to solve these challenges that are net new and you don’t have the resources to tackle.

Mehta: So how do you think about the use of AI and hallucinations in our end markets and where is human oversight necessary sometimes to kind of manage what is a nuanced supply chain risk analysis?

Daniels: When I think about hallucinations, I think how do you combat this issue of trusting the solutions? Well, the way that we’ve looked at that is we try to compete models, we compete models to ensure that we’re getting to the right answer. Because if we can identify the places where we’ve got that source of truth and all of the models point to the fact that this is a fact, then we can have high probability, high consistency of decision-making. And where there are conflicts, that’s where we need to insert a human.

And that’s what we’ve been doing with our models, and it’s been incredibly effective. We compete, for instance, our AI adjudication of a risk with what we’re seeing coming from a generative model and then comparing the two and coming out to a decision. And if those decisions match, then we know that we can just print that forward to our customers with high confidence. And that’s where this 10x of capability and capacity really comes out and provides results.

“We’re using AI first to create the data that you otherwise don’t have, because your organization no longer stops at your doorstep.”

Brandon Daniels

CEO, Exiger

Mehta: What makes your approach on AI different from what others are bringing to the market? What’s unique about Exiger’s deployment of AI?

Daniels: Our differentiated approach is that we’re helping you to create the data you don’t own, so that you can see that third-tier supplier and you can see the facility that they’re producing, let’s say, a polymer out of. We’re creating the same data that you would want in your ERP in your system for that supplier. So we’re using AI first to create the data that you otherwise don’t have, because your organization no longer stops at your doorstep.

The second thing is then we’re helping you to utilize that information inside of a multi-tier orchestration platform. So in most platforms that exist today, you’re using that direct supplier collaboration and control to actually effectuate change. What we’re doing is we’re making it so that you can actually orchestrate, with a forecast demand plan, your multi-tiered supply chain. So you can look out 1, 2, 3, 4, 5 years at your demand plan and see where your tier-five supplier just simply isn’t buying enough titanium to meet your need. That’s where our AI is really helpful.

And then also that last thing of bridging the skills gap. So we boil everything down to risk scores, and you can set your risk appetites like it’s still the human saying, this is the risk level that I can’t tolerate. But we boil everything down to risk scores so that you don’t have to be an accountant to know that there’s a financial health issue with a vendor.

Mehta: What will AI look like in supply chain risk management in five, 10 years? If you put on that lens and think about the future, what does that look like to you?

Daniels: If I have my druthers, it will break down the silos between engineering and finance and procurement and ops and compliance, so that anyone can ask the question, “How does this impact me?” Because that’s the promise of AI. Our XSB tool set allows you to take a part, break it down into all of its part attributes, and then find other suppliers in your environment that could manufacture that same part. Imagine that as you build a new product, finding all the potential supply chains that you could start that you don’t have access to right now.

Imagine a world in which finance can look at those materials and say, “Oh, wow, we’re actually buying 25 billion tons of aluminum, and we also have to reduce our carbon emissions. There’s a supplier in aluminum that we could give a contract to. They’ll give us a 7% discount, we can give them a 1% discount. We can give them 1% of that discount back to implement an ethical standards policy for all of their underlying mining and ore extraction. And now we’ve been able to track and trace our social responsibility and environmental responsibility to our underlying supplier and reduce our total landed costs by 6%.”

That kind of universal use of supply chain data is where AI is taking us in the future.

More Resources:

Learn more

Find out how Exiger’s software can help identify and manage risk throughout your supply chain.

insights

Perspectives

Gartner graphic of supply chain visibility journey

White Paper

How Regulatory Complexity Is Driving Procurement’s Future

Critical Manufacturing Threat - Perspectives

Client Alert

China and Russia Actions Threaten Critical U.S. Manufacturing Sectors

Article

Expert Insights and Best Practices for UFLPA Compliance

Webinar

On Alert: Latest China Ban Crimps U.S. Critical Mineral Supply Chains

Webinar

Navigating UFLPA Enforcement: Latest Strategies and Best Practices

White Paper

Make a Winning Case for Supplier Risk Technology

Client Alert

China Restricts Supply of Components to Top U.S. Drone Maker

Article

Exiger’s Technology Aids Compliance with Digital Product Passport (DPP) Law

Client Alert

Outage Raises Potential Medical Isotope Shortage

Article

Uyghur Forced Labor Prevention Act

Article

Why AI Unlocks Procurement’s World-Saving Potential

Client Alert

Possible Impacts from U.S. Bombing of Yemen, Red Sea Crisis, and Strait of Hormuz

Q&A with Insight Partners’ Arjun Mehta and Exiger’s Brandon Daniels: AI’s Impact on Supply Chain Risk Management

How is AI changing supply chain risk management, and what does it mean for the future?

Arjun Mehta: How is AI impacting supply chain risk management? What are some of the use cases that you’re seeing as game changers?

Mehta: So how do you think about the use of AI and hallucinations in our end markets and where is human oversight necessary sometimes to kind of manage what is a nuanced supply chain risk analysis?

Mehta: What makes your approach on AI different from what others are bringing to the market? What’s unique about Exiger’s deployment of AI?

Mehta: What will AI look like in supply chain risk management in five, 10 years? If you put on that lens and think about the future, what does that look like to you?

Learn more

Perspectives

Industries

Solutions

Products

Company

Demo The
Exiger Platform

Q&A with Insight Partners’ Arjun Mehta and Exiger’s Brandon Daniels: AI’s Impact on Supply Chain Risk Management

How is AI changing supply chain risk management, and what does it mean for the future?

Arjun Mehta: How is AI impacting supply chain risk management? What are some of the use cases that you’re seeing as game changers?

Mehta: So how do you think about the use of AI and hallucinations in our end markets and where is human oversight necessary sometimes to kind of manage what is a nuanced supply chain risk analysis?

Mehta: What makes your approach on AI different from what others are bringing to the market? What’s unique about Exiger’s deployment of AI?

Mehta: What will AI look like in supply chain risk management in five, 10 years? If you put on that lens and think about the future, what does that look like to you?

Learn more

Perspectives

Industries

Solutions

Products

Company

Demo The Exiger Platform

Demo The
Exiger Platform