The intelligence process helps companies anticipate customs impacts, optimize their costs and secure their supply chain thanks to AI, for more agility in the face of global instability.
Recent news highlights the issue of customs duties. While global trade policies are redrawing, companies are faced with cost increases, logistical bottlenecks and complex supply. But customs duties are only one of the many disturbance factors that weaken supply chains – between inflation, geopolitical tensions or uncertainties in the Red Sea, volatility has become the norm.
In this context, the ability to identify, quantify and anticipate risks is no longer a luxury but a necessity. This is where the intelligence process comes into play. By relying on a transverse reading of business processes and operational data, it allows you to make quick and enlightened decisions, breaking functional, systems or geographic silos. Result: better visibility, more fluid execution, and above all, a critical time saving to implement the right strategies.
Today, this technology offers a new lever to proactively manage the effects of customs duties. Thanks to a consolidated vision of import-export transactions, companies can precisely quantify the additional costs induced by tariff measures, assess their exposure to risk and adjust their cost or pricing structures in real time. This change of posture – moving from a reactive logic to a strategy guided by data – fundamentally transforms the way in which the Supply Chain and Finance departments approach commercial volatility.
But the intelligence process does not stop there. By analyzing interdependencies between suppliers, materials, geographic areas or customers, it helps to identify vulnerability points in the supply chain: critical components without alternatives, risk suppliers, or sensitive logistics routes. By crossing these data with artificial intelligence capacities, it becomes possible to generate concrete action recommendations: alternative sourcing, stocks reallow, renegotiation of contracts. This approach makes it possible to anticipate ruptures and ensure operational continuity, even in times of regulatory or geopolitical instability.
The simulation of tariff scenarios is another strategic asset. Companies can model the impact of a sudden increase in customs duties on their cost structure, their margins, and their trade agreements. Based on the intelligence of the processes, they can test different responses, adjust their priorities and strengthen collaboration between the purchasing teams, supply chain, finance and sales. It is this ability to act quickly, together and knowingly that determines competitiveness on international markets today.
The activation of artificial intelligence on the entire supply chain further strengthens this potential. Intelligent assistants already allow you to analyze complex technical and commercial data to optimize purchasing negotiations, locate available parts in order to reduce jacks, or even issue credit blocking recommendations to improve cash flow. These use cases show that AI is not limited to prediction, but becomes a real operational co -pilot, provided that it is based on a fine understanding of real processes.
In an unpredictable economic environment, strengthening its resilience becomes a strategic imperative. Thanks to the intelligence process, companies are no longer content to react: they anticipate, simulate and orchestrate their answers with agility. Customs duties will evolve, geopolitical tensions will persist, but one thing remains: the need for fluid, robust and intelligently managed supply chains. Because when the processes are effective, the supply chains are too.
