Artificial intelligence is reshaping ocean shipping and logistics as we speak, excelling at predictive maintenance, route optimization and dynamic pricing. However, it faces challenges with fragmented industry data and regulatory complexity. For supply chain leaders, the question is therefore not whether to adopt AI, but rather how to do so effectively.
Once a competitive edge, end-to-end visibility is today a baseline expectation for business continuity. Yet, we have learned that visibility alone is insufficient. It is key to know, for example, where disruptions are happening. The real value is not just in having the information available but in being able to translate that knowledge into actionable decisions such as quantifying delays and recommending alternatives and mitigating risk. This requires embedding your data into the decision-making process, or visibility remains passive.
Shipping data is often unstructured, challenging the process of integrating it into operational workflows. While fragmentation is a challenge for AI tools, they will offer a solution as they get better at automating tasks, such as booking validation and shipping instructions, where they already deliver measurable benefits. AI’s ability to autofill and sense-check can begin to improve data quality and compliance, making it a cornerstone of a resilient, intelligent supply chain that will reduce costs and support growth.
Meanwhile, venture capital in logistics technology sector is cooling. In the current environment, investors now favor startups with proven ROI, scalable models and strong data foundations, resulting in fewer speculative bets but more robust platforms well-positioned to solving industry needs in turbulent times.
AI is not a silver bullet, but it is a strategic imperative. The winners will be those who use it to anticipate, adapt and act.