Were you unable to attend Transform 2022? Check out all of the summit sessions in our on-demand library now! Making artificial intelligence (AI) work with humans requires having an internal data champion to help overcome fears and create a safe environment. That was the advice offered at Digital Procurement World in Amsterdam today in a session focused on combining humans and AI to help procurement become a top value driver in modern business. Working through overwhelming amounts of data and dealing with employee concerns that AI will take their jobs.

In today's competitive markets, B2B companies must constantly look for ways to go above and beyond what their peers have to offer. Many are using AI in B2B e-commerce to leap ahead. In fact, AI is fast becoming critical for business survival. Ritu Jyoti, program vice president, artificial intelligence at IDC, says, "companies will adopt AI -- not just because they can, but because they must." According to IDC, global spending on AI is predicted to double within the next four years, growing from $50.1 billion in 2020 to a forecasted $110 billion in 2024.

TORONTO, ONTARIO – According to a new research report by the market research and strategy consulting firm, Global Market Insights, Inc, penetration of AI technologies in the retail market will exceed 8 billion USD by 2024. The AI in retail market is driven by increasing investments across the globe. This growing interest can be attributed to the wide applications of machine learning, predictive analytics, and deep learning. Furthermore, AI is set to unleash the next phase of the digital disruption in retail – and the major players in the sector are ramping up their digitalization efforts as a result. With a storied history in the AI and data analytics space, the founder and CEO of Daisy Intelligence, Gary Saarenvirta, is today working at the forefront of the disruption taking place globally in retail.

A global survey of 4000 consumers reveals that shoppers are being left disappointed with the freshness of their grocery purchases. Set against a backdrop of declining retail profitability and significant changes in consumer lifestyles, grocery retailers are under pressure to deliver the best freshness to their customers, while also turning a profit. McKinsey reports that 40 per cent of grocery revenue is driven by fresh, which puts tremendous pressure on category managers to get it right. Yet category managers in fresh know too well the complexities of delivering the best fresh to their customers: Fresh goods are perishable, demand varies from day to day and supply chain lead-times are difficult to predict. Stock too much and you risk providing a less than satisfactory level of fresh if the stock is not sold in time, or you generate food waste.