Andrew Dalziel is Vice President of Industry & Solution Strategy at Infor, where he leads a team focused on helping organizations address industry-specific challenges through innovative technology and software solutions that deliver measurable business outcomes.With over 25 years of experience in enterprise software and a deep understanding of manufacturing, retail, Andrew brings a strategic perspective to digital transformation and operational efficiency. His expertise lies in aligning technology with business needs to drive growth, agility, and competitive advantage.Before joining Infor, he held leadership roles including Head of Product Management and Marketing at Kewill, and Marketing Director for the Consumer Products Business Unit at Lawson Software.Andrew holds an MBA with distinction from the Bradford School of Management, a Master’s degree in Computer-Aided Engineering Design from the University of Strathclyde, and a Bachelor’s (honors) degree in Engineering Technology from Robert Gordon University.
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Most supply chain functions have AI ambitions. Far fewer have a reliable method for identifying which ones are worth pursuing — or a business case that will get the foundational work funded.
Most supply chain AI initiatives are launched under pressure to act rather than in response to a clearly identified problem. A BPC discussion hosted by Infor's Andrew Dalziel surfaces the disconnect — and what separates organisations seeing returns from those stuck in pilot purgatory.
How do you make confident innovation and investment decisions in supply chain planning when uncertainty, stakeholder misalignment and execution risk are often bigger constraints than technology itself?
Where should you realistically start with AI in your supply chain, and which use cases justify investment?