Adaptive leadership in artificial intelligence solutions in operations and supply chain management projects: the Robert Bosch GmbH case

Purpose This study examines a real-world case of artificial intelligence (AI) implementation in Operations and Supply Chain Management (OSCM) projects at Robert Bosch GmbH, showcasing how leadership adapted to AI applications in logistics and operations to enhance operational outcomes. Design/methodology/approach Over six years, the authors studied over 30 OSCM projects at Bosch, supplemented by semi-structured interviews with 10 managers at the final step of this research. Adaptive leadership theory was applied as the theoretical framework to explore leadership’s role in facilitating AI adoption and improving logistics and operations. Findings We find that initial AI adoption did not yield immediate improvements in logistics and operations and, in some cases, can be detrimental when leadership is actively involved. We found a three-phase maturity model for leadership participation in AI applications: (1) structuring, (2) implementation and (3) scaling. In the first phase, leadership focused on enabling AI adoption and fostering partnerships for its development, while playing a back-office role in supporting the technical team’s learning curve in AI applications. A digital excellence committee was established in the second phase to guide AI-enabled OSCM projects, where leaders had an active role in emphasising alignment and collaboration. Finally, leadership transitioned to a strategic oversight role, emphasising strategy and monitoring AI’s impact on logistics and operations in the scaling phase. Practical implications We offer practical recommendations for leadership on when having an active or supportive role is more beneficial in AI applications in OSCM projects, showcasing three adaptive behaviours. Originality/value This study provides a deeper understanding of leadership roles in AI applications within OSCM projects, highlighting that leaders’ influence must be exerted to support successful implementation and operational outcomes.

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Publication Details

Journal
International Journal of Physical Distribution & Logistics Management
Published
2025-12-31
DOI
https://doi.org/10.1108/ijpdlm-12-2024-0497
Primary Topic
Ethics and Social Impacts of AI
Type
article
Field-Weighted Citation Impact
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article

Adaptive leadership in artificial intelligence solutions in operations and supply chain management projects: the Robert Bosch GmbH case

Guilherme Brittes Benitez, Arthur Beltrame Canciglieri, Cíntia Wilke Franco, João Felipe Capioto Seelent et al.
International Journal of Physical Distribution & Logistics Management
Ethics and Social Impacts of AI
article

Adaptive leadership in artificial intelligence solutions in operations and supply chain management projects: the Robert Bosch GmbH case

Guilherme Brittes Benitez, Arthur Beltrame Canciglieri, Cíntia Wilke Franco, João Felipe Capioto Seelent, Dalton Alexandre Kai
article en

Abstract

Purpose This study examines a real-world case of artificial intelligence (AI) implementation in Operations and Supply Chain Management (OSCM) projects at Robert Bosch GmbH, showcasing how leadership adapted to AI applications in logistics and operations to enhance operational outcomes. Design/methodology/approach Over six years, the authors studied over 30 OSCM projects at Bosch, supplemented by semi-structured interviews with 10 managers at the final step of this research. Adaptive leadership theory was applied as the theoretical framework to explore leadership’s role in facilitating AI adoption and improving logistics and operations. Findings We find that initial AI adoption did not yield immediate improvements in logistics and operations and, in some cases, can be detrimental when leadership is actively involved. We found a three-phase maturity model for leadership participation in AI applications: (1) structuring, (2) implementation and (3) scaling. In the first phase, leadership focused on enabling AI adoption and fostering partnerships for its development, while playing a back-office role in supporting the technical team’s learning curve in AI applications. A digital excellence committee was established in the second phase to guide AI-enabled OSCM projects, where leaders had an active role in emphasising alignment and collaboration. Finally, leadership transitioned to a strategic oversight role, emphasising strategy and monitoring AI’s impact on logistics and operations in the scaling phase. Practical implications We offer practical recommendations for leadership on when having an active or supportive role is more beneficial in AI applications in OSCM projects, showcasing three adaptive behaviours. Originality/value This study provides a deeper understanding of leadership roles in AI applications within OSCM projects, highlighting that leaders’ influence must be exerted to support successful implementation and operational outcomes.

International Journal of Physical Distribution & Logistics Management
Pontifícia Universidade Católica do Paraná (BR), Improvement Service (GB), Robert Bosch (United States) (US), Robert Bosch (Slovenia) (SI), Robert Bosch (Netherlands) (NL)
Partnerships for the goals
Openalex Percentile: Top 26%
Ethics and Social Impacts of AI
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