On Thursday 11 June, we will be hosting a senior leaders’ roundtable dinner in Dublin, bringing together heads of supply chain and planning for a conversation about where planning is actually heading. Many organisations have invested heavily in planning platforms but continue to struggle to unlock their full strategic value. As AI rapidly reshapes enterprise decision-making, the conversation is shifting from system implementation to how organisations build truly intelligent, adaptive planning capabilities.
Event details
- Date: Thursday, 11 June 2026
- Time: 18:30 to 21:30 PM
- Format: Three-course dinner and roundtable discussion
What we will explore on the night
The roundtable will be informal and led by the conversation in the room, but the topics shaping the discussion include:
- How to maximise value from existing planning platforms before pursuing additional investment and adding new capabilities
- How leading organisations are embedding AI into planning and decision-making processes
- The evolving role of planners, supply chain teams, and leadership in AI-enabled operating models
- How to improve scenario responsiveness, decision velocity, and resilience in volatile markets
- Common transformation pitfalls and what it takes to move from go-live to sustained business impact
The session will be practical, commercially grounded, and focused on real-world lessons from organisations navigating planning transformation at scale.
Planning roundtable dinner registration
Places are limited and filling quickly, so please complete the form below to register your interest and we will be in touch with more information.
The shift from planning systems to intelligent decision engines
For most of the last decade, the planning conversation has been about systems: which platform, which configuration, which integration. That conversation is changing. The question now is less about the planning system and more about the decision engine the business actually runs on.
Intelligent decision engines do not just process plans faster. They sense changes in demand and supply, generate scenarios, recommend actions, and learn from outcomes. The planning platform is one input. The wider stack of data, AI models, business rules and human judgement is what produces the decision.
The strategic asset is no longer the system. It is the decision engine the system feeds into.
Why so many organisations are stuck in perpetual stabilisation
A familiar pattern shows up two or three years after a planning transformation. The system is live, the data is roughly clean, the team has stopped firefighting, and yet the original business case has not materialised. Improvement becomes incremental. The organisation is stable, but not advancing.
The reasons rarely sit in the technology. They sit in the operating model, the data, and the behaviours that surround the system. Roles, decision rights and meeting cadences often stay unchanged after go-live, so the new platform gets bolted onto the old way of working. Forecast accountability sits in one function while the consequences of the forecast sit in another. AI capability is treated as an add-on rather than a redesign.
Stabilisation is not the same as transformation. It is what happens when transformation stops halfway.
AI is reshaping the planner role, not just the planning system
The most consequential question facing planning leaders is not which AI features to switch on. It is what planners and supply chain teams are actually for in an environment where the system can sense, recommend and increasingly execute.
The organisations getting ahead are redesigning the operating model around that question. The planner role is moving from running the cycle to curating the decision engine: tuning models, managing exceptions, governing the assumptions the AI is making, and stewarding the judgement calls that still need a human. Leadership cadence shifts from reviewing the forecast to reviewing the engine that produces it.
AI changes what planners do, not just how fast they do it.
Decision velocity is becoming the competitive variable
In volatile markets, the organisations that win are not necessarily the ones with the most accurate plan. They are the ones with the shortest distance between signal and decision. Scenario responsiveness, decision velocity, and resilience are increasingly the variables that separate strong supply chain performance from average.
Intelligent decision engines compress that distance. They let the business run more scenarios more often, push decisions closer to the edge of the operation, and recover faster from shocks. The leadership challenge is making sure the operating model, the governance and the data foundation can keep pace with what the engine can now do.
The advantage is no longer the plan. It is the speed of the next decision.
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