Building Smart, AI-Powered Supply Chain Management with Beth Hendriks

Global supply chains are entering a new era, defined by continuous disruption, rapid advancements in AI, and mounting expectations for real-time, customer-centric performance. Traditional operating models, built for linear movement and predictable demand, are no longer sufficient. Leaders today are accountable for building supply chains that are adaptive, data-driven, and architected for intelligence at every layer.

Standing at the intersection of innovation and execution is Beth Hendriks, CTO of Infios, one of the most influential leaders in modern supply chain technology.

In this discussion, Beth breaks down how AI, data, and adaptive platforms are reshaping operational models. She  offers a clear view of where the industry is headed—and what leaders must do to build systems that can withstand uncertainty and scale with change.  Her insights capture both the urgency and the opportunity defining this moment for global logistics.

Role of AI

AI is often seen as the future of supply chain optimization. Where do you think AI adds real value today – and where (in which aspect) do you think the technology still needs to mature?

Hendriks: Supply chain optimization is entering a new era of precision and autonomy – one powered by artificial intelligence. The question is no longer whether AI belongs in supply chain operations, but how deeply it can be embedded into everyday decision-making.

Today, AI already adds real value in areas like demand forecasting, dynamic routing, and exception management – places where intelligent systems can anticipate needs, optimize workflows, and manage complexity quietly in the background. But the real opportunity lies in deepening that intelligence: connecting siloed systems and enabling AI to act as a true decision-support partner rather than a standalone tool.

Humans will remain firmly in the loop – where judgment, context, or empathy are essential. This human–machine collaboration will enable supply chains to operate faster, smarter, and more proactively.

As AI technology matures, pre-built solutions will evolve into configurable platforms that organizations can tailor to their unique challenges. Each proven use case will inspire the next wave of innovation, as companies begin to design AI around their business, not just adopt it.

The most forward-thinking supply chains will ultimately become self-learning and adaptive systems that evolve continuously, operate intelligently, and free people to focus on higher-value, strategic work.

What ethical or governance considerations do you think are most critical as AI becomes more deeply embedded in supply chain operations?

Hendriks: Transparency and responsible data practices are paramount as AI becomes more deeply embedded in supply chain operations.

As AI-assisted decisions begin to shape pricing, routing, inventory allocation, and even supplier selection, organizations must ensure that these systems are reliable, explainable, and grounded in accurate data.

If leaders can’t understand or audit how AI reaches its conclusions, trust quickly erodes. That’s why strong governance, clear accountability, and human oversight are essential. Ethical AI isn’t just about compliance — it’s about building confidence in the technology and ensuring it enhances, rather than undermines, decision-making.

Trends and Technology Shifts

What new trends or shifts are you observing in how companies are modernizing their supply chains post-pandemic – particularly about resilience and agility?

Hendriks: The pandemic highlighted that resilience comes from visibility and adaptability.

Companies now need to invest in platforms that promote resilience and agility. Configurable, intelligent supply chain execution systems like Infios Order Management, Infios Transportation Management, and Infios Warehouse Management are helping organizations manage unpredictability without overhauling their tech stacks.

Agility is no longer optional; it’s a competitive differentiator.

Sustainability, the new trend, is becoming a boardroom priority. How is Infios meeting ESG and sustainability goals without sacrificing performance?

Hendriks: Sustainability efforts are most effective when anchored in globally recognized frameworks.

The United Nations’ Sustainable Development Goals (SDGs), for example, provide a shared blueprint for aligning environmental, social, and economic development. Likewise, ESG criteria have become critical benchmarks for investors assessing long-term value and corporate responsibility.

Organizations that succeed in embedding these frameworks into their strategies send a clear message: sustainability is not an isolated initiative but a core element of business performance. Recognition by independent platforms such as EcoVadis, which assesses companies against rigorous sustainability criteria, further validates progress and builds credibility. Indeed, as part of Körber AG, we have received a gold medal rating from EcoVadis for sustainability achievements in 2025, while we announced a collaboration earlier this year with Zero100, driving forward our commitment to providing adaptable supply chain execution solutions that evolve with customer needs, and helping businesses reduce their environmental impact while enhancing operational efficiency.

Technological Advancement or Initiative

Can you talk about a recent breakthrough or technological advancement at Infios that excites you most?

Hendriks: As Infios continues to advance, one development I’m particularly excited about is how we’re applying AI across our intelligent supply chain execution platform. We’re not only embedding AI into each product in our portfolio but also using it to strengthen connectivity across our solutions — accelerating true end-to-end integration.

In the past, supply chains operated largely in the dark, with limited visibility hindering effective decision-making. AI changes that – transforming reactive management into predictive insight as well as taking action on these insights. It’s like replacing a rearview mirror with a real-time window into what’s ahead, empowering leaders to anticipate and adapt to challenges before they arise.

Can you share an example of a time when you had to pivot a major technology initiative – and what you learned from it as a leader?

Hendriks: We were transitioning from a private cloud to AWS on an extremely tight timeline due to an expiring contract and the risk of incurring duplicate costs.

Although we started with a simple lift-and-shift approach, it quickly became clear that we needed to incorporate native cloud services to operate effectively in a public cloud environment. This added pressure to the project but ultimately allowed us to realize cost savings faster by leveraging modern cloud architecture and auto-scaling capabilities.

Future-focused Leadership

How do you see the role of the CTO evolving in the next five years, especially in industries undergoing rapid digital transformation like supply chain?

Hendriks: The CTO’s role is evolving beyond technology adoption, moving toward strategic integration. It’s not just about selecting tools; it’s about designing systems that connect data, people, and processes. As AI and automation converge, CTOs, especially in fast-paced industries like the supply chain, will increasingly focus on simplifying complexity and ensuring technology serves a larger business purpose.

What’s one leadership lesson you’ve learned from steering Infios’ technology organization through uncertainty or disruption?

Hendriks: Building an innovation culture starts with leading by example. Through close collaboration with colleagues and a focus on quick, visible wins, we celebrate, promote, and educate the organization on how AI is driving value across both our product portfolio and our internal processes. This approach helps the organization embrace AI while enabling teams to concentrate on higher impact work.

If you could define your legacy as CTO at Infios in one sentence, what would it be? And what advice would you like to give future tech leaders?

Hendriks:

Legacy: Creating a true partnership with our customers —inviting them into the innovation process, especially around AI, and delivering solutions that build confidence and enduring trust.

Advice: Stay customer-centric, communicate openly, and innovate with purpose. Trust is the foundation of every great technology organization.

Vision and Strategic Direction

As CTO, how do you define Infios’ long-term technology vision, and how does it align with the company’s mission of making supply chains better every day?

Hendriks: Supply chain execution today is under immense pressure from labor shortages, rising customer expectations, fragmented systems, and economic volatility – creating daily challenges for warehouse operators, logistics managers, and fulfillment teams.

At Infios, our long-term technology vision is rooted in innovation, modular capabilities and AI, and driven by a commitment to create adaptable, intelligent supply chain execution automation that continually drive supply chain optimization at scale from orders to final delivery. 

Our mission – to continually improve supply chains – is achieved through a focus on continuous improvement and optimization. By unifying end-to-end operations, designing more efficient technology infrastructure, and applying AI to enable predictive insights, we help customers create supply chains that are smarter, more efficient, and more resilient.

How do you decide which emerging technologies to invest in versus which ones to watch and evaluate later?

Hendriks: When evaluating technology investment, I focus on purposeful innovation that will provide solutions to real-world problems at scale. Not long ago, AI and machine learning required heavy infrastructure with limited practical value. Today, as those technologies mature, there are more effective ways to integrate them and deliver quick, measurable ROI.

I also aim to design technology solutions that directly align with real customer needs and specific use cases that drive business value, rather than focusing solely on the technology leveraged. Because my team and I stay closely connected to our customers and their day-to-day challenges, we focus on investments that drive tangible improvements in cost, service levels, and sustainability.

With Infios’ focus on adaptable solutions, how do you balance innovation with stability, especially in mission-critical supply chain operations?

Hendriks: To balance innovation and stability, especially in critical and often rapidly changing supply chain operations, I take a customer-centric approach.

Our customers depend on us for reliable, intelligent supply chain execution solutions that meet them where they are, adapting to their unique needs as well as the disruptive and volatile business environment. By listening closely and understanding their real-world needs, we deliver solutions that are not only innovative but genuinely effective for their business.

For brand-new innovations, we partner with select customers to beta-test the solution.  This ensures stability as well as early input on things we can adjust before full GA rollout.

Key takeaway for tomorrow’s supply chain innovators

This interview delivers the clarity, urgency, and foresight that today’s leaders cannot afford to miss. Beth Hendriks makes one thing unmistakably clear: the time for passive transformation is over. Supply chains are entering a new era – one defined by intelligence, adaptability, and purpose-driven innovation.

For CTOs and business leaders, the call to action is direct: now is the time to reassess your technology strategy, adopt AI responsibly, and build systems that are prepared for what’s next. Whether you’re modernizing legacy operations or accelerating digital initiatives, the path forward demands bold leadership, transparent collaboration, and an unwavering focus on customer outcomes.

Let this conversation be your catalyst to take action, challenge assumptions, and lead your organization into a more resilient, connected, and future-ready supply chain era.