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“ Traditional forecasting looks backward at history. AI forecasting looks in multiple directions.”
William Aldridge
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Allport Cargo Services, a DP World Company
William Aldridge
President www. allportcs. com
AI has significant potential to transform ocean shipping and logistics by enhancing forecasting, realtime visibility, automation and decision-making. Its ability to analyze vast datasets from internal systems( enterprise resource planning, transportation management system, warehouse management system) and external sources( carrier updates, weather, port conditions, geopolitical factors) enables more accurate predicting of arrival times and disruptions.
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AI-driven control towers can unify disparate data, visualize entire supply chains, predict issues before they occur and prescribe optimized responses, thereby increasing efficiency, reducing costs and improving service levels.
Looking closer at the use of AI in forecasting highlights what AI can do. Traditional forecasting looks backward at history. AI forecasting looks in multiple directions— analyzing real-time data streams with machine learning to uncover patterns humans might miss. It continuously learns and adapts as conditions change, predicting demand and supply more accurately and anticipating disruptions before they spread.
That’ s critical for today’ s supply chains, where volatility is constant and success depends on being predictive and adaptive rather than reactive. The result: greater responsiveness, improved on-time delivery, and fewer stockouts and excess inventory.
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However, limitations exist. AI models depend heavily on quality data. Inaccurate or incomplete data can lead to false predictions and suboptimal decisions. There are also challenges related to integrating legacy systems and achieving real-time data synchronization across global networks with varying standards. Additionally, AI’ s capacity for autonomous decision-making in complex, unpredictable environments like ocean logistics is limited— human oversight remains critical to handle nuances. Overreliance on AI could also pose security risks, such as data breaches or cyber-attacks, that disrupt operations.
AI, while powerful, cannot fully replace the intuitive judgment, strategic thinking or crisis management skills of experienced professionals. It is a tool to augment human decision-making, not a substitute for it.
Bettaway Supply Chain Services
John Vaccaro
President www. bettaway. com
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“ Seeing a shipment’ s location is no longer enough.”
Brian Smith
“ Today, there are at least 580,000 truckers that own and operate at least one truck.”
John Vaccaro
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Banyan Technology
Brian Smith
CEO www. banyantechnology. com
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Visibility has become the baseline expectation in modern logistics; accordingly, technology’ s true value lies in what happens next. Seeing a shipment’ s location is no longer enough. The differentiator is how intelligently a system interprets that visibility, translating movement into meaning and data into direction.
Technology’ s value turns visibility from a passive status report into an active decision engine. That means connecting signals across partners, modes and systems to reveal not only where something is, but why it is there, what it impacts and how to respond before the consequences cascade downstream.
As artificial intelligence and automation mature, their greatest
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contribution is not speed but foresight. By recognizing shipment behavior patterns, predicting exceptions and dynamically adjusting routes or allocations, intelligent systems shift supply chains from reactive to proactive. In this model, human operators are not replaced— they are elevated, focusing on strategy while agents manage execution within guardrails that preserve cost, service and compliance.
When visibility becomes intelligence, the real advantage belongs to those who embrace it. Those who connect data ecosystems that continuously learn, adapt and collaborate across the supply chain will lead the next wave of progress. The future of logistics innovation will not be defined by who sees the most, but by who understands the most and acts the quickest.
Technology’ s true value is not just in providing visibility. It’ s in providing opportunity.
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A host of issues will affect the trajectory of the supply chain market in 2026. Among those is the increasing use of artificial intelligence tools across process and task areas of trucking and logistics. How investors choose to participate( or not) in the market will also be a factor. And, of course, the uncertainty created by confusion and constant turmoil over tariff policy has everyone on edge.
Yet one specific issue, unique to trucking, plays an outsized role in how the industry performs in 2026— and determines whether we finally see an end to what has been a painfully prolonged freight recession.
That is the persistent glut of capacity in the truckload market, and what will resolve it.
Today, there are at least 580,000 truckers that own and operate at least one truck. Over the past five years, the market has been inundated by cheap truck capacity, those who were fast to come to the table and with endless staying power if all they are supporting
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