In “The Magic Conveyor Belt: Supply Chains, A.I., and the Future of Work,” Yossi Sheffi provides an insightful and accessible look at the basics and complexities of modern supply chains. However, the book falls short in its analysis of the role of AI in the future of work, with the second half providing only high-level platitudes. While the book remains a valuable resource for understanding supply chain management, it fails to address the challenges posed by the integration of AI into the workforce.
In his book “The Magic Conveyor Belt: Supply Chains, A.I., and the Future of Work,” Yossi Sheffi, an expert in supply chain management at MIT, attempts to connect the two concepts of supply chains and artificial intelligence (AI). The book is divided into four sections, with the first two providing an insightful and engaging look at the basics and complexities of modern supply chains. However, the second half of the book fails to meet the expectations set by the first half, as the author provides only high-level platitudes about the role of AI in the future of work.
The first section of the book focuses on the basics of supply chains, providing readers with a clear understanding of the processes involved in getting products from manufacturers to consumers. Sheffi’s expertise in the field is evident in his ability to explain complex concepts in an accessible manner. His discussion of supply chain management is not just theoretical but grounded in real-world examples and case studies.
In the second section, Sheffi delves deeper into the complexities of modern supply chains, discussing the challenges posed by globalization and the need for businesses to be able to adapt to changing market conditions. He addresses the impact of natural disasters and other disruptive events on supply chains and highlights the importance of risk management in this context. Sheffi’s writing style remains engaging, and his examples make it easy for readers to understand the complexities of supply chain management.
However, the book’s second half fails to live up to the promise of the first two sections. Sheffi attempts to explore the role of AI in supply chain management, but his analysis is superficial and lacks depth. He falls into the trap of providing high-level platitudes about the transformative potential of AI without providing any concrete examples or evidence to support his claims.
For example, Sheffi describes an “automated warehouse the size of seven football fields” that employs only four people. He mentions the partnership between people and AI but fails to address the potential impact of AI on employment. While it is true that AI has the potential to transform supply chain management, it is important to acknowledge that this transformation will have far-reaching implications for workers and the economy as a whole.
