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The SAP Databricks Alliance is Truly Significant

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The Sap Databricks Alliance Is Truly Significant

The combination of SAP agent technologies and Databricks data fabric solution, sets the stage for end-to-end enterprise orchestration.

SAP recently announced what they called a “landmark partnership” with Databricks. This really is very significant. Every ten years or so, there is a technology that truly shakes up the enterprise and supply chain software markets. Vendors that embrace the new technology take market share. Those that don’t struggle. We may be at that inflection point.

SAP is the world’s largest provider of business software. Databricks offers a Data Intelligence Platform. Databricks type of solution is increasingly being called a “data fabric” or a data platform built on “data fabric principles.”

A data fabric does not store data itself; it connects and provides access to data from diverse sources without physically moving or duplicating it. This is an impressive feat that sounds almost magical. A data fabric speeds and simplifies access to data assets across the business. It accesses, transforms, and harmonizes data from multiple sources to make it usable and actionable for various business use cases. When data is decoupled from applications, it can be created once and moved seamlessly, in real-time, to where it is needed.

Data fabrics rely on knowledge graphs to contextualize data. Contextualization is the process of identifying and representing relationships between data to mirror the relationships that exist between data elements in the physical world.

A knowledge graph creates relationships across data sources. SAP recently released a knowledge graph. Knowledge graphs “weave” together previously unconnected data, often existing in different applications or data lakes, and by doing this, often uncover hidden patterns and relationships, patterns no human could detect.

Descending the Hype Curve

Why does this matter? We are starting to get clarity about the most advanced form that enterprise AI will take, as well as the necessary steps and technologies to get there. We are descending the AI hype curve.

As my colleague Colin Masson pointed out – Colin is ARC Advisory Group’s expert on industrial use cases for AI – at ARC’s Industry Leadership Forum in 2024, end users were largely observers who were eager to learn about things like Gen AI, agents, and industrial use cases for using AI. The shift was “palpable” at ARC’s 2025 Leadership Forum. Companies like Celanese were able to point to advanced uses of AI that were providing significant ROI.

The advanced use case for AI is to create an enterprise-wide orchestration of work. This work is supported by a genuinely advanced co-pilot capable of surfacing precisely the information a worker needs, with the proper context, just when needed!

One of the core principles of supply chain management is breaking down silos. But cross-functional cooperation is not just a need for the supply chain departments, it is needed across the enterprise.

No large company relies on applications from just one company. Even companies that rely on SAP may have different instances of SAP in different business units or regions. Even in the same instance of an ERP solution, it is not always easy to get information to flow seamlessly across applications to where it is needed. Finally, external and unstructured data must often be collected and contextualized to make better decisions.

The AI Journey

For this advanced vision of using AI for enterprise-wide orchestration, a company needs to clean and harmonize the data. The data fabrics support this. Then, Agentic AI is employed to solve distinct problems. Agentic AI is a group of agents working together. These agents don’t all need to be based on AI. Sometimes, a microservice within an application might be the agent. In some cases, math is applied to data to provide an answer, and in some cases, agents do need to rely on forms of artificial intelligence like machine learning.

These agents help to solve distinct problems. To fully orchestrate all work across an enterprise might require creating thousands of agents. SAP’s platform supports the creation of agents. Then the agents are surfaced to workers in the form of a co-pilot type user interface. SAP’s is called Joule.

SAP is, and has been, actively creating agents. For example, ARC was recently briefed on SAP’s transportation management product. SAP co-innovated an agent focused on intelligent cargo receipt with a major auto manufacturer. This manufacturer has about 1000 trucks per day arriving at their biggest plant. Of those, about 20% show up unexpectedly. These truck shipments did not use an advanced shipping notice like they were supposed to. The guard would then have to spend upwards of an hour going through paperwork to determine whether the shipment was needed and then create a digital record so the receiving process could continue.

Now the AI agent can scan those documents, and then the large language model has been trained to look at and find all the relevant information- the origin, the destination, the product, and the quantity. That information is used to dynamically create a consignment within SAP’s transportation management system, which then can be used to continue the receiving process. SAP’s TM product managers told us that receiving time per truck has decreased from an hour for these discrepancy shipments to about 15 minutes.

However, the advantage of the Databricks relationship is that there is a vastly improved ability to create agents across a heterogeneous data environment. There is the ability to create agents in the plethora of gray spaces that exist between applications and processes. In short, this technology can create a genuinely advanced orchestration layer across the enterprise.

This Is Not an Easy Journey

What we heard at our user forum is that creating the initial agents can be a struggle. But then companies get better at it, and the pace of agent creation can rapidly increase.

Hallucination is rare when a company’s own data is used to create a large language model. But they still occur, and they must be detected and fixed.

Creating agents that connect the factory floor with the rest of the enterprise won’t be easy. ARC classifies data fabrics as falling into two categories, one type is mainly for transactional data found in applications. This is an enterprise data graph. ARC classifies Databricks as offering this type of solution.

A second type of data graph is for the profoundly messy data found on the factory floor, which ARC calls an industrial data graph. The copilot agents used on the factory floor are currently created with industrial data fabrics.

Finally, cleaning, harmonizing, and contextualizing data is hard. The data fabric and knowledge graph greatly assist with this, but building this foundation will still be an onerous multi-year job for most companies. In short, there is not going to be rapid ROI for these projects.

Companies need to think differently about ROI for this vision of AI. They need to think in a ten-year horizon and consider all the value that could be created across the enterprise if they could truly unlock their data and provide advanced decision support. Most will find the potential value to be massive, but it is, in part, a voyage of faith.

The post The SAP Databricks Alliance is Truly Significant appeared first on Logistics Viewpoints.

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India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change

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India–u.s. Trade Announcement Creates Strategic Options, Not Executable Change

The announcement by Donald Trump and Narendra Modi of an India–U.S. “trade deal” has drawn immediate attention from global markets. From a supply chain and logistics perspective, however, the more important observation is not the scale of the claims, but the lack of formal detail required for execution.

At this stage, what exists is a political statement rather than a completed trade agreement. For companies managing sourcing, manufacturing, transportation, and compliance across India–U.S. trade lanes, uncertainty remains the defining condition.

What Has Been Announced So Far

Based on public statements from the U.S. administration and reporting by CNBC and Al Jazeera, several points have been asserted:

U.S. tariffs on Indian goods would be reduced from an effective 50 percent to 18 percent

India would reduce tariffs and non tariff barriers on U.S. goods, potentially to zero

India would stop purchasing Russian oil and increase energy purchases from the United States

India would significantly increase purchases of U.S. goods across energy, agriculture, technology, and industrial sectors

Statements from the Indian government have been more limited. New Delhi confirmed that U.S. tariffs on Indian exports would be reduced to 18 percent, but it did not publicly confirm commitments related to Russian oil, agricultural market access, or large scale procurement from U.S. suppliers.

This divergence matters. In supply chain planning, commitments only become relevant when they are documented, scoped, and enforceable.

Why This Is Not Yet a Trade Agreement

From an operational standpoint, the announcement lacks several elements required to support planning and execution:

No published tariff schedules by HS code

No clarification on rules of origin

No definition of non tariff barrier reductions

No implementation timelines

No enforcement or dispute resolution mechanisms

Without these components, companies cannot reliably model landed cost, supplier risk, or network design changes.

By comparison, India’s recently announced trade agreement with the European Union includes detailed provisions covering market access, regulatory alignment, and investment protections. Those provisions are what allow supply chain leaders to translate trade policy into operational decisions. The U.S. announcement does not yet meet that threshold.

Implications for Supply Chains

Tariff Reduction Could Be Material if Formalized

An 18 percent tariff rate would improve India’s competitive position relative to regional peers such as Vietnam, Bangladesh, and Pakistan. If implemented and sustained, this could support incremental sourcing from India in sectors such as textiles, pharmaceuticals, and light manufacturing.

For now, however, this remains a scenario rather than a planning assumption.

Energy Commitments Are the Largest Unknown

The claim that India would halt purchases of Russian oil has significant implications across energy, chemical, and manufacturing supply chains. Russian crude has been a key input for Indian refineries and downstream industrial production.

A shift away from that supply would affect energy input costs, tanker routing, port utilization, and U.S.–India crude and LNG trade volumes. None of these impacts can be assessed with confidence without confirmation from Indian regulators and implementing agencies.

Agriculture Remains Politically and Operationally Sensitive

U.S. officials have suggested expanded access for American agricultural exports. Historically, agriculture has been one of the most protected and politically sensitive sectors in India.

Any meaningful liberalization would raise questions around cold chain capacity, port infrastructure, domestic political resistance, and regulatory compliance. These factors introduce execution risk that supply chain leaders should consider carefully.

Compliance and Digital Trade Issues Are Unresolved

Several areas remain undefined:

Whether India will adjust pharmaceutical patent protections

Whether U.S. technology firms will receive exemptions from digital services taxes

Whether labor and environmental standards will be linked to market access

Each of these issues influences sourcing strategies, contract terms, and long term cost structures.

Practical Guidance for Supply Chain Leaders

Until formal documentation is released, a measured approach is warranted:

Avoid making structural network changes based on political announcements

Model tariff exposure using multiple scenarios rather than a single assumed outcome

Monitor customs and regulatory guidance rather than headline statements

Assess exposure to potential energy cost changes in Indian operations

Track implementation of the India–EU agreement as a near term reference point

Bottom Line

This announcement suggests a potential shift in the direction of India–U.S. trade relations, but it does not yet provide the clarity required for operational decision making.

For now, it creates strategic optionality rather than executable change.

Until tariff schedules, regulatory commitments, and enforcement mechanisms are formally published, supply chain and logistics leaders should treat this development as informational rather than actionable. In trade, execution begins only when the documentation exists.

The post India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change appeared first on Logistics Viewpoints.

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

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Published: February 3, 2026

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 10% to $2,418/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 2% to $3,859/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 5% to $2,779/FEU.

Asia-Mediterranean prices(FBX13 Weekly) decreased 5% to $4,179/FEU.

Air rates – Freightos Air Index

China – N. America weekly prices increased 8% to $6.74/kg.

China – N. Europe weekly prices decreased 4% to $3.44/kg.

N. Europe – N. America weekly prices increased 10% to $2.53/kg.

Analysis

Winter weather is complicating logistics on both sides of the Atlantic. Affected areas in the US, especially the southeast and southern midwest are still recovering from last week’s major storm and cold.

Storms in the North Atlantic slowed vessel traffic and disrupted or shutdown operations at several container ports across Western Europe and into the Mediterranean late last week. Transits resumed and West Med ports restarted operations earlier this week, but the disruptions have already caused significant delays, and weather is expected to worsen again mid-week.

The resulting delays and disruptions could increase congestion levels at N. Europe ports, but ocean rates from Asia to both N. Europe and the Mediterranean nonetheless dipped 5% last week as the pre-Lunar New Year rush comes to an end. Daily rates this week are sliding further with prices to N. Europe now down to about $2,600/FEU and $3,800/FEU to the Mediterranean – from respective highs of $3,000/FEU and $4,900/FEU in January.

Transpacific rates likewise slipped last week as LNY nears, with West Coast prices easing 10% to about $2,400/FEU and East Coast rates down 5% to $3,850/FEU. West Coast daily prices have continued to slide so far this week, with rates dropping to almost $1,900/FEU as of Monday, a level last seen in mid-December.

Prices across these lanes are significantly lower than this time last year due partly to fleet growth. ONE identified overcapacity as one driver of Q3 losses last year, with lower volumes due to trade war frontloading the other culprit.

And trade war uncertainty has persisted into 2026.

India – US container volumes have slumped since August when the US introduced 50% tariffs on many Indian exports. Just this week though, the US and India announced a breakthrough in negotiations that will lower tariffs to 18% in exchange for a reduction in India’s Russian oil purchases among other commitments. President Trump has yet to sign an executive order lowering tariffs, and the sides have not released details of the agreement, but once implemented, container demand is expected to rebound on this lane.

Recent steps in the other direction include Trump issuing an executive order that enables the US to impose tariffs on countries that sell oil to Cuba, and threatening tariffs and other punitive steps targeting Canada’s aviation manufacturing.

The recent volatility of and increasing barriers to trade with the US since Trump took office last year are major drivers of the warmer relations and increased and diversified trade developing between other major economies. The EU signed a major free trade agreement with India last week just after finalizing a deal with a group of South American countries, and other countries like the UK are exploring improved ties with China as well.

In a final recent geopolitical development, Panama’s Supreme Court nullified Hutchinson Port rights to operate its terminals at either end of the Panama Canal. The Hong Kong company was in stalled negotiations to sell those ports following Trump’s objection to a China-related presence in the canal. Maersk’s APMTP was appointed to take over operations in the interim.

In air cargo, pre-LNY demand may be one factor in China-US rates continuing to rebound to $6.74/kg last week from about $5.50/kg in early January. Post the new year slump, South East Asia – US prices are climbing as well, up to almost $5.00/kg last week from $4.00/kg just a few weeks ago.

China – Europe rates dipped 4% to $3.44/kg last week, with SEA – Europe prices up 7% to more than $3.20/kg, and transatlantic rates up 10% to more than $2.50/kg, a level 25% higher than early this year.

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Freightos Terminal: Real-time pricing dashboards to benchmark rates and track market trends.

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Rate, Book, & Manage: Real-time rate comparison, instant booking, and easy tracking at every shipment stage.

Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

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The post Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update appeared first on Freightos.

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Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality

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Microsoft And The Operationalization Of Ai: Why Platform Strategy Is Colliding With Execution Reality

Microsoft has positioned itself as one of the central platforms for enterprise AI. Through Azure, Copilot, Fabric, and a rapidly expanding ecosystem of AI services, the company is not merely offering tools, it is proposing an operating model for how intelligence should be embedded across enterprise workflows.

For supply chain and logistics leaders, the significance of Microsoft’s strategy is less about individual features and more about how platform decisions increasingly shape where AI lives, how it is governed, and which decisions it ultimately influences.

From Cloud Infrastructure to Operating Layer

Historically, Microsoft’s role in supply chain technology centered on infrastructure and productivity software. Azure provided scalable compute and storage, while Office and collaboration tools supported planning and coordination. That boundary has shifted.

Microsoft is now positioning AI as a horizontal operating layer that spans data management, analytics, decision support, and execution. Azure AI services, Microsoft Fabric, and Copilot are designed to work together, reducing friction between data ingestion, model development, and business consumption.

The implication for operations leaders is subtle but important: AI is no longer something added to systems; it is increasingly embedded into the platforms those systems rely on.

Copilot and the Question of Decision Proximity

Copilot has become a focal point of Microsoft’s AI narrative. Positioned as an assistive layer across applications, Copilot aims to surface insights, generate recommendations, and automate routine tasks.

For supply chain use cases, the key question is not whether Copilot can generate answers, but where those answers appear in the decision chain. Insights delivered inside productivity tools can improve awareness and coordination, but operational value depends on whether recommendations are connected to execution systems.

This highlights a broader pattern: AI that remains advisory improves efficiency; AI that is embedded into workflows influences outcomes. Microsoft’s challenge is bridging that gap consistently across heterogeneous enterprise environments.

Microsoft Fabric and the Data Foundation Problem

Microsoft Fabric represents an attempt to simplify and unify the enterprise data landscape. By combining data engineering, analytics, and governance into a single platform, Microsoft is addressing one of the most persistent barriers to AI adoption: fragmented and inconsistent data.

For supply chain organizations, Fabric’s value lies in its potential to standardize event data across planning, execution, and visibility systems. However, unification does not eliminate the need for data discipline. Event quality, latency, and ownership remain operational issues, not platform features.

Fabric reduces friction, but it does not resolve governance by itself.

Integration with Existing Enterprise Systems

Microsoft’s AI strategy assumes coexistence with existing ERP, WMS, TMS, and planning platforms. Integration, rather than replacement, is the dominant pattern.

This creates both opportunity and risk. On one hand, Microsoft can act as a connective tissue across systems that were never designed to work together. On the other, loosely coupled integration increases dependence on interface stability and data consistency.

In execution-heavy environments, even small integration failures can cascade quickly. As AI becomes more embedded, integration reliability becomes a strategic concern.

Where AI Is Delivering Value, and Where It Isn’t

AI deployments tend to deliver value fastest in areas such as demand sensing, scenario analysis, reporting automation, and exception identification. These use cases align well with Microsoft’s strengths in analytics, collaboration, and scalable infrastructure.

Where value is harder to realize is in autonomous execution. Closed-loop decision-making that directly triggers operational action requires tighter coupling with execution systems and clearer decision ownership.

This reinforces a recurring theme: platform AI accelerates insight, but execution still depends on operating model design.

Constraints That Still Apply

Despite the breadth of Microsoft’s AI portfolio, familiar constraints remain. Data quality, security, compliance, and organizational readiness continue to limit outcomes. AI platforms do not eliminate the need for process clarity or decision accountability.

In some cases, the ease of deploying AI services can outpace an organization’s ability to absorb them operationally. This creates a risk of insight saturation without action.

Why Microsoft Matters to Supply Chain Leaders

Microsoft’s relevance lies in its ability to shape the default environment in which enterprise AI operates. Platform decisions made today influence data architectures, governance models, and user expectations for years.

For supply chain leaders, the key takeaway is not to adopt Microsoft’s AI stack wholesale, but to understand how platform-level AI affects where intelligence sits, how it flows, and who ultimately acts on it.

The next phase of AI adoption will not be defined solely by model performance. It will be defined by how effectively platforms like Microsoft’s translate intelligence into operational decisions under real-world constraints.

The post Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality appeared first on Logistics Viewpoints.

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