AI agents: Procurement and warehouse

What it does: Stock levels, forecast and a draft order.

What a person decides: The order.

For whom: Purchasing manager.

How to measure: Days without a needed item.

Example result: “Action: order 40 boxes of size M gloves today from your regular supplier Medtech: per stock on October 7 they'll last 6 days at 6–7 boxes a day, and delivery takes 3 days. Impact: gloves won't run out mid-appointment, with 2 weeks of stock. Risk: in September Medtech delivered 2 days late. Fallback: if delayed, 10 boxes from Alfa-Med, who deliver in 1 day.”

What it does: A table of offers: price, lead time, terms.

What a person decides: The choice.

For whom: Purchasing manager, manager.

How to measure: Procurement savings.

What it does: Warns about expiration dates and suggests a sell-off.

What a person decides: The action.

For whom: Staff member.

How to measure: Write-offs.

What it does: A count plan and reconciliation of discrepancies.

What a person decides: Write-offs.

For whom: Manager.

How to measure: Stocktaking discrepancies.

What it does: Terms, conditions and reminders.

What a person decides: Renewal.

For whom: Purchasing manager.

How to measure: Missed contract deadlines.

Example result: “Situation: the supply contract with Alfa-Med ends December 1 and auto-renews for a year; notice of non-renewal is due 30 days ahead — by November 1; prices are reviewed once a year. Key point: if you say nothing by November 1, the old prices stay for another year. Options: 1) request new prices from Alfa-Med and two other suppliers — there's time, but not much; 2) renew as is — simple, but no negotiation. Recommendation: 1. Today: email Alfa-Med asking for next year's prices.”

What it does: Tracks delivery dates and warns in advance.

What a person decides: The response.

For whom: Purchasing manager.

How to measure: Failed deliveries.

Example result: “Action: call Medtech today and confirm the date — the delivery for request #14 is needed by October 15, and with the 5-day lead time from their offer it would arrive the very day of the appointments. Impact: if the date slips, we'll know in advance, not on the morning of the 15th. Risk: Medtech already had a delay in September. Fallback: Alfa-Med as a backup — per their last offer they deliver in 2 days.”

What it does: A checklist of documents and deadlines.

What a person decides: Submission.

For whom: Purchasing manager.

How to measure: Cargo time held at customs.

Example result: “Situation: an equipment shipment from China, due at the border on October 20 per the invoice. In hand: contract, invoice, packing list. Missing: certificate of origin (the supplier is preparing it) and a certificate of conformity (per the broker's memo). Key point: without the certificate of conformity the cargo will be held at customs. Options: 1) order the certificate through the broker now — we'll make it, but it costs money; 2) ask the supplier — free, but they promise it only by October 25. Recommendation: 1. Today: email the broker and remind the supplier.”

What it does: Collects requests and routes them for approval.

What a person decides: Approval.

For whom: Staff member, manager.

How to measure: Purchase approval time.

What it does: Usage norms and deviations.

What a person decides: The review.

For whom: Manager.

How to measure: Material overuse.

Example result: “Situation: in September, filling material use per filling was 40% above the norm; almost all of the overuse is in room 2, which the log shows has more complex cases. Key point: the overuse may or may not be justified — the log doesn't show how complex each case was. Options: 1) flag complex cases in the log — a fair comparison in a month; 2) switch to signed-out issuing right away — faster, but may offend the doctors. Recommendation: 1. Today: add a ‘complex case’ flag to the log.”

What it does: Tracks defects and drafts claims to suppliers.

What a person decides: Sending the claim.

For whom: Purchasing manager.

How to measure: Money recovered for defects.