MHI Solutions Improving Supply Chain Performance
Executive Viewpoint
FEW QUESTIONS ARE more important today than how people will work alongside artificial intelligence (AI) and automation in the future.
At MHI member Scanreco, our focus is on human‑machine interface (HMI) technology. Interest in HMI technology is growing rapidly as AI and automation expand across the supply chain industry. We are having more conversations than ever with customers and industry peers about how people and machines can work together more effectively.
The possibilities are exciting, especially when these tools are used to support workers rather than replace them. Humans and technology perform better together than either could alone.
Understandably, many workers are concerned that AI and automation will eliminate certain jobs. Some tasks likely will become obsolete, but that is not new. Technology has always changed the nature of work. Large pools of secretaries once spent their days typing documents on typewriters. Those positions evolved as technology changed.
What we are seeing now is another major shift in how work gets done. New technology creates new roles and career paths. It can reduce repetitive tasks, improve efficiency and help workers focus on more strategic responsibilities. Humans still play a central role in decision‑making, while technology provides insights that help inform those decisions.
Humans also need to oversee and manage these tools. They do not operate independently of people. For instance, we have partnered with Global Unmanned Spray System (GUSS), a manufacturer of automated spray systems for orchard and vineyard crops. The sprayer operates autonomously in the field using a global positioning system (GPS). It evaluates trees and makes spraying decisions based on what it detects. However, it needs people to deliver, set up, manage and service it.
Businesses are eager to adopt AI and automation in part because these technologies can help address persistent labor shortages. There simply are not enough workers in the United States to fill every open role, and that reality is expected to intensify in the years ahead.
At the same time, AI and automation will create demand for people who understand how to work closely with and get the most out of these technologies. Those skill sets already are becoming increasingly valuable. In some cases, workers are gaining more flexibility in where and how they do their jobs. We already see people remotely monitoring and managing automated equipment from locations that may be hours away from the actual operation.
We are in the middle of a transformative adjustment period, and many industry leaders still are trying to determine how AI and automation fit into their operations.
My advice is to line up and identify all of your processes, whether in the warehouse, on the production line or in the office. Talk with the employees working within those processes to identify repetitive or inefficient tasks that technology may be able to improve.
Then, you can explore whether an AI agent, collaborative robot (cobot) or other automated tool can help you. Without a clear understanding of your processes, it is difficult to determine which technologies make sense for your operation.
I often see two common mistakes from people who are new to agentic AI. The first is assuming that whatever AI produces must be correct. That approach can lead to poor decisions because AI systems are not always accurate.
The second mistake happens when people encounter errors or bad recommendations from AI and immediately dismiss the technology entirely. Instead of applying critical thinking and refining how they use the tool, they decide it has no value.