Impact pathways: walking a tightrope—unveiling the paradoxes of adopting artificial intelligence (AI) in sales and operations planning

Purpose This research aims to examine the potential tensions and management strategies for adopting artificial intelligence (AI) within Sales and Operations Planning (S&OP) environments. Design/methodology/approach We conducted in-depth interviews with eight S&OP professionals from different manufacturing firms, supplemented by interviews with AI solutions experts and secondary document analysis of various S&OP processes, to scrutinize the paradoxes associated with AI adoption in S&OP. Findings We revealed 12 sub-paradoxes associated with AI adoption in S&OP, culminating in 5 overarching impact pathways: (1) balancing immediate actions with long-term AI-driven strategies, (2) navigating AI adoption via centralized systems, process redesign and data unification, (3) harmonizing AI-driven S&OP identities, collaboration and technology acceptance, (4) bridging traditional human skills with innovative AI competencies and (5) managing the interrelated paradoxes of AI adoption in S&OP. Practical implications The findings provide a roadmap for firms to proactively address the possible tensions associated with adopting AI in S&OP, balancing standardization with flexibility and traditional expertise with AI capabilities. Originality/value This research offers (1) a nuanced understanding of S&OP-specific paradoxes in AI adoption, contributing to the broader literature on AI within operations management and (2) an extension to Paradox Theory by uncovering distinct manifestations at the AI–S&OP intersection.