Hyperautomation: The term evokes a vision of futuristic supply chains seamlessly powered by AI, robotics, and machine learning. But what does it really mean, and how does it play out in practice? While it’s often positioned as a universal fix for inefficiency, the reality is more nuanced — and sometimes messy.
Bob Ferrari, a respected supply chain technology analyst, joined me to dive deep into this concept. Our discussion challenged many assumptions about the role of hyperautomation in modern supply chains. Ferrari offered a grounded perspective, pointing out the balance needed between embracing cutting-edge technologies and maintaining operational agility and human judgment.
According to Gartner®, hyperautomation is a disciplined approach to automating as many business processes as possible using a combination of technologies such as AI, robotic process automation (RPA), and low-code/no-code platforms. What’s most evident is that success lies in how intelligently and thoughtfully these technologies are applied.
The perils of automating everything
“The term hyperautomation to me is the notion of automating everything,” Ferrari explained. “Everything possible should be automated. But in warehousing and physical distribution, hyperautomation can be troublesome.”
Ferrari’s cautionary tale comes from years of observing companies over-engineer their operations to the point of rigidity. He recounted how businesses often designed their warehouse management systems (WMS) to customize them to existing processes and decision-making needs, only to become trapped in inflexible systems when the business evolved.
“They wanted to automate everything — high-rise cranes, robotics — assuming it would lead to unmatched efficiency,” Ferrari said. “But they didn’t account for the constant business changes that render such rigid systems inflexible to process changes without added investment in modifications .”
The key to supply chain resilience is agility: The ability to evolve processes, workflows and even structures and software, to accommodate shifting timelines, priorities and factors. In terms of automation, that could mean building flexibility into the warehouse ecosystem to account for peaks and valleys. “We’re seeing companies lease robots during peak seasons instead of overhauling everything,” Ferrari explained. “That’s hyperautomation done right. Agility, not overkill.”
Empowering people through technology
One of hyperautomation’s greatest promises lies in its accessibility. Tools like low-code and no-code platforms enable employees with minimal technical expertise to customize the systems they use on daily basis to drive additional efficiency and effectiveness. Ferrari sees this as a pivotal shift for supply chains.
“Citizen development is a game-changer,” he said. “You don’t need a degree in engineering or 10 years of experience to customize software anymore. It’s about empowering smart people across the organization, who are not necessarily in IT, to create solutions that best suit their business process needs.”
In this case the “hyperautomation” is actually the automation of software coding, enabled by no-code/low-code tools. “This democratization of technology also has a broader impact on workforce development, where employees are encouraged to take ownership of their roles and strive for continuous improvement. Find the people who love technology’s challenges,” Ferrari advised. “They’ll become your biggest advocates.”
Insights over data overload
While the term “analysis paralysis” might sound over-used and cliched, it has never been more prescient. The “over-datification” (a term I just coined) of pretty much everything that can be tracked has provided terabytes of data. But a way to transform it into useful actions does not exist (yet). Hyperautomation relies on data to fuel AI and machine learning algorithms, but Ferrari cautioned against the pitfalls of over-collecting. “We’ve connected everything from trucks, planes, IoT devices — but the focus should shift from collecting data to deriving insights,” he said.
Why SaaS is the future (of WMS)
The agility and connectivity of SaaS systems are particularly critical as supply chains grow more dynamic. “A WMS cannot exist in isolation anymore,” he explained. “Everything is interconnected: Cybersecurity, sourcing flows, geopolitical dynamics. Staying on-prem is not just costly; it can be a potential strategic liability.”
Some industries, like healthcare and pharmaceuticals, are hesitant to migrate due to cost and complexity. However, the long-term benefits of SaaS — such as resilience and scalability — are clear. It’s no longer a question of if, but when to make the leap. As Ferrari noted, “It’s not about cost alone. It’s about survival and relevance in a networked world.”
People are still the key
While hyperautomation promises to transform supply chains, Ferrari stressed that it cannot replace human insight. “Automation and AI are tools, not substitutes for human ingenuity,” he said. “There’s always going to be a person making the final call when context is not clear, or implications are not properly assessed”
Ferrari also noted the loss of institutional knowledge as experienced professionals retire, leaving gaps in decision-making expertise. This makes the intersection of human insight and technological innovation more important than ever. “The goal isn’t to replace people but to augment their abilities and create systems that adapt to real-world complexities,” he said.
Moving forward
Hyperautomation is not a destination but a journey. It’s about orchestrating technologies like AI, RPA and low-code tools to create supply chains that are not just efficient but also adaptive and resilient.
“Supply chains are dynamic and will only grow more complex,” Ferrari reminded us. “The challenge isn’t to automate everything — it’s to automate wisely, with an eye on adaptability, insights , and the human factor.”
This conversation underscored a critical truth: The real power of hyperautomation lies in its ability to enable and empower people and processes. Whether through data-driven decision-making or citizen development, it allows for innovation and problem-solving in ways technology alone cannot.
As supply chains continue to evolve, supply chain leaders need to focus on what truly matters: Agility, adaptability, and the people who make it all possible.
About Bob Ferrari:
Bob Ferrari is the founder of the Ferrari Consulting and Research Group along with the Supply Chain Matters blog. Both address supply chain technology alignment with business needs.