Ensuring Continuity of Care: Supply-Chain Resilience for the Department of Health & Aged Care

Why this matters (and why Canberra cares)

Every national program—immunisation, PBS medicines, pathology, Aged Care Quality Standards, emergency preparedness—depends on a supply chain that most people never see. When that chain is brittle, clinics reschedule, operating theatres re-sequence, residential facilities scramble for substitutes, and home-care visits run short on consumables. For the Department of Health and Aged Care (DoHAC), the job is not just setting policy and funding envelopes; it’s stewarding system-level reliability across thousands of sites and vendors under intense transparency and audit.

Four realities shape the task:

1. Demand is lumpy and local. Flu season, heatwaves, bushfires, and outbreaks drive sharp peaks that don’t respect procurement cycles.
2. Inventory is perishable and specialised. Cold-chain, sterility, traceability, and expiry windows make “just-in-case” stock expensive and risky.
3. Supply bases are concentrated. Single-source molecules, niche medical devices, and specialised services create choke points.
4. Care is mobile. Aged care increasingly happens in the community; logistics must reach the front room, not just the ward.

The solution is to treat health and aged care like any other mission-critical network: design for readiness, not just for price.

A practical supply-chain playbook for Health & Aged Care

1) Demand sensing and forecasting (beyond averages)

• Segment demand signals by care setting (acute, sub-acute, residential aged care, community) and by criticality tier (life-sustaining, safety-critical, elective).
• Use leading indicators—GP presentations, helpline spikes, school absenteeism, weather alerts—as early demand sensors for consumables and medications.
• Build service-level policies by tier (e.g., 99% for life-sustaining, 95% for safety-critical, 90% for elective) and back-solve to stocking and replenishment rules.
• Combine epidemiological curves with inventory age profiles to avoid large expiry write-offs when waves recede.

What good looks like: short-interval reforecasting during peaks; a control process that adjusts targets weekly without blowing probity or budgets.

2) Inventory strategy: where to hold, how much, and in what form

• Define decoupling points: what should be held at a national or state hub vs hospital central store vs ward vs community distribution partner.
• For cold-chain and high-value devices, prefer short cycle replenishment with robust vendor DIFOT and real-time tracking over large local safety stocks.
• Use the square-root rule judiciously to consolidate buffers—reducing total safety stock while preserving service for fast runners.
• Introduce ready-to-use kitting for theatres, wards, and home-care packs to compress preparation time and reduce pick errors.
• Ensure sterile services and reprocessing capacity is matched to theatre schedules; don’t let trays be the hidden bottleneck.

What good looks like: clear policy on what is centralised vs decentralised; measured reduction in expiries and substitutions; reliable kit availability at point of care.

3) Supplier base design and category strategies

• Treat recurring spend as strategic portfolios: pharmaceuticals, diagnostics & pathology consumables, PPE & infection control, clinical nutrition & catering, linen & laundry, waste & sterilisation services, community-care consumables, mobility aids, oxygen & respiratory, and facilities BOH.
• Rationalise catalogues where clinically safe; lock in assured alternates for critical items.
• Use outcome-based contracts for services (e.g., on-time sterilisation turnaround, linen hygiene compliance, catering nutrition standards) rather than activity counts.
• Write surge clauses with tested playbooks—pre-approved alternates, priority transport lanes, emergency pricing gates—to avoid improvised responses under pressure.
• Embed sustainability and supplier-development metrics (waste diversion, packaging reduction, fuel efficiency, local capability) in category scorecards.

What good looks like: fewer stockouts, fewer emergency buys, more predictable service performance with transparent reporting.

4) BOH logistics: the last ten metres matter

• Loading docks and central stores: schedule inbound waves to match put-away capacity; protect clinical corridors from spillover.
• Ward replenishment: shift from ad hoc pulls to hybrid two-bin/kanban or scanner-enabled top-ups with clear min/max and cycle rules.
• Theatre flows: kit-to-list alignment, instrument turnaround visibility, and a clean separation of sterile vs decontam flows.
• Residential aged care: weekly route design that minimises staff time spent on purchasing and receiving; standardised “pantry” kits tuned to resident profiles.
• Waste streams: compliant segregation and efficient back-haul reduce risk and cost; align collection windows to dock capacity and theatre schedules.

What good looks like: fewer intraday emergencies, cleaner corridors and storerooms, higher nursing time spent on care—not chasing stock.

5) Digital enablement and master data (the quiet work that pays back)

• Establish a single source of truth for item masters, supplier IDs, pack sizes, barcodes, and UoM; stop losing time to synonyms and mismatches.
• Use barcode scanning at pick/put-away and point of use where feasible; for community, pre-labelled kits are a simple win.
• Automate DIFOT and substitution reporting directly from supplier ASN/EDI feeds and transport telemetry.
• Make inventory age and lot traceability visible across the chain; align with pharmacovigilance and device trace requirements.
• Deploy low-code workflows for approvals, exceptions, and stock adjustments so probity lives in the process, not just in policy documents.

What good looks like: catalogue hygiene, clean transactions, traceable movements, and an audit trail without extra admin.

6) Workforce as a supply chain

• Treat rosters and home-care visits like a routing and capacity problem: match skill/time windows to demand waves while minimising travel and overtime.
• Build flex pools and cross-training plans for peak periods; keep agency reliance for true surge only.
• Link staff scheduling with material availability (e.g., vaccination sessions with cold-chain packs; wound-care visits with dressing kits) to avoid costly rescheduling.

What good looks like: fewer missed visits and cancellations, lower overtime, and better staff utilisation—without eroding care quality.

7) Risk, resilience, and sovereignty

• Map tier-2/3 exposures for critical categories; know where the real choke points sit.
• Build assured alternates and dual labelling where clinically permitted.
• Test scenario playbooks annually—cold-chain failure, supplier insolvency, regional transport interruption—so escalation pathways are known in advance.
• Track a small set of system health KPIs: critical stockout rate, substitution dependency, surge time-to-fill, and expiry write-offs.

What good looks like: no surprises when something breaks; a rehearsed response that protects continuity of care.

A 90-day plan the Department can sponsor

Days 1–15: Baseline and prioritise

• Catalogue hygiene scan; map top 20 critical items by clinical risk, volume, and supply concentration.
• Rapid review of BOH pain points across a representative hospital, a residential facility, and a community service hub.
• Stand up a control tower lite: a single dashboard for critical stockouts, substitutions, DIFOT, and inventory age.

Days 16–45: Stabilise the basics

• Implement min/max and cycle rules for top 50 ward items and community kits; trial two-bin in a high-variance ward.
• Negotiate surge clauses and assured alternates in 3–4 priority categories.
• Launch low-code exception workflows for substitutions, urgent buys, and stock adjustments—so the audit trail is built-in.

Days 46–90: Build resilience and embed

• Design the decoupling point strategy (what to centralise vs hold close to care).
• Pilot digital tracking for cold-chain consignments and automate DIFOT capture.
• Rehearse an annual surge test (table-top, then live mini-drill) across one city and one regional pathway.

By day 90 you have fewer substitutions, cleaner data, and a playbook that scales.

Metrics that actually protect care

• Continuity: critical stockout rate, substitution rate on critical lines, cancellation rate for clinical sessions due to supply issues.
• Responsiveness: time-to-fill surge orders, DIFOT to ward/home within service window, theatre kit completeness.
• Quality & safety: sterile tray turnaround time, cold-chain breach rate, lot traceability conformance.
• Efficiency: expired/write-off value, cost-per-episode kit, nursing time on supply tasks, overtime and agency percentage.
• Sustainability & governance: packaging reduction, waste segregation accuracy, audit exception closure time.

Tie a subset to supplier payments and internal performance compacts.

Common pitfalls to avoid

1. Over-centralising too fast. Central stock reduces buffers but can raise local risk if replenishment cadence and transport are weak. Pilot first.
2. Letting catalogue sprawl persist. Without item master discipline, all other analytics and controls are noisy.
3. Paper policies, no workflows. If staff can’t follow the process in the system they use daily, exceptions multiply and audit gaps appear.
4. Counting activities, not outcomes. Measure continuity of care at the edge, not just deliveries to the dock.
5. Ignoring BOH capacity. Docks, lifts, and storerooms set the ceiling on what the network can actually absorb.

How Trace Consultants can help

We specialise in the mechanics that turn policy into reliable care. Here’s how we support Agencies and funded providers:

1) Demand and inventory design

• Build service-level policies by clinical tier; model stock vs readiness curves to right-size safety stock.
• Introduce practical two-bin/kanban and kit standards for wards, theatres, and home-care.

2) Category strategies and supplier resilience

• Develop portfolio strategies (pharma, pathology consumables, PPE, linen, catering, sterilisation services, waste).
• Design assured alternates and surge clauses; consolidate where safe, dual-source where necessary.

3) BOH logistics and flow

• Redesign dock schedules, central store layouts, and ward replenishment patterns; balance sterile services capacity with theatre lists.
• Standardise community kit builds and route plans to cut staff time on procurement/receiving.

4) Digital enablement and data hygiene

• Stand up a control tower for critical KPIs (stockouts, substitutions, DIFOT, age); clean item masters and supplier IDs.
• Deploy low-code workflows for approvals and exceptions so probity is enforced in-flow.

5) Supplier performance and contracting

• Write outcome-based KPIs (e.g., kit completeness, sterile TAT, cold-chain integrity) with clear data specs and audit rules.
• Build payment logic that rewards reliability and responsiveness, not just box-ticking.

6) Mobilisation and change

• Support the practical cut-over: catalogue cleanse, labelling, storage standards, staff training, and supplier ramp plans.
• Coach operational leaders and supply teams so improvements outlast the project.

7) Governance and assurance

• Create lean artefacts—risk registers, decision logs, KPI annexures—that survive scrutiny without paralysing day-to-day operations.

If you want a low-risk start, we typically begin with a 6–8 week “stabilise and standardise” sprint across one hospital, one residential facility, and one community hub. You’ll see cleaner data, fewer substitutions, and a repeatable playbook you can scale purposefully—without theatrics, and without fabricating war stories.

Continuity of care is won in the last ten metres: a theatre list ready to go, a home-care nurse arriving with the right kit, a residential shift that doesn’t run out of gloves at 10pm. The Department’s influence is at system scale—but the system only works when the supply-chain details are right. Tighten the catalogue, clarify where stock lives, design the dock and the ward pull, and back it with clean data and clear contracts. Reliability follows.

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CFOs across Australia and New Zealand are under intense pressure. Supply chain volatility, labour shortages, and complex compliance requirements are forcing organisations to find new ways to deliver efficiency while maintaining service standards.

Managing supply chain operations and workforce planning is especially challenging in industries such as aged care, retail, and logistics — where vast geographic distances, tight margins, and regulatory obligations add extra complexity.

For CFOs, data-driven decision-making is no longer optional — it’s essential. That’s why many organisations are turning to Microsoft’s Power Platform, particularly Power Automate and Power BI, to reshape how they manage costs, resources, and performance.

These tools enable CFOs to automate repetitive processes, integrate fragmented systems, and generate real-time insights. At Trace Consultants, we’ve seen firsthand how they transform supply chain operations and workforce planning — empowering leaders to cut costs, strengthen compliance, and drive resilience.

The Challenges Facing CFOs in ANZ

For finance leaders, balancing supply chain operations and workforce planning often feels like walking a tightrope. You need to control costs, maintain compliance, and align resources with strategy — all while navigating disruption.

Key pain points include:

• Fragmented Data – Information spread across rostering, inventory, and finance systems makes it difficult to get a single, reliable view.
• Manual Processes – Time-consuming tasks like scheduling, approvals, and reporting drain resources and increase the risk of error.
• Overtime and Agency Costs – Inefficient rostering often drives unnecessary overtime and reliance on agency staff.
• Compliance Risks – Stricter regulatory environments demand real-time visibility and accountability.
• Forecasting Challenges – Poor demand planning can cause stockouts, overstocking, or staff shortages — all of which impact service levels and profitability.

These challenges hit both the bottom line and long-term organisational resilience. But this is where Power Automate and Power BI step in as scalable, practical solutions.

How Power Automate and Power BI Address These Challenges

Power Automate: Streamlining Processes and Reducing Manual Effort

Power Automate is a low-code platform that enables organisations to automate routine processes, create intelligent workflows, and act as a data pipeline across disconnected systems.

For CFOs, it delivers:

• Workflow Automation – Streamlines tasks such as purchase order approvals, shift scheduling, and compliance checks.
• Systems Integration – Connects platforms like SAP, Oracle, and HR systems for seamless data flow.
• Error Reduction – Automates data handling, improving reporting accuracy and reducing compliance risks.
• Agility – Real-time triggers (e.g. low stock alerts) enable rapid responses to change.

In practice, this means a rostering system can trigger automatic compliance checks, or inventory thresholds can initiate purchase orders — saving time, reducing error, and improving control.

Power BI: Real-Time Insights and Strategic Decision-Making

Power BI transforms raw data into meaningful, interactive dashboards. For CFOs, it provides:

• Consolidated Visibility – Integrates data from payroll, rostering, and inventory into a single view.
• Real-Time Analytics – Tracks KPIs such as overtime, staff utilisation, and service levels instantly.
• Predictive Forecasting – Uses AI-driven analytics to model demand and optimise resources.
• Custom Dashboards – Tailored to financial and operational KPIs that matter most to the business.

Together, Power Automate and Power BI combine automation with intelligence, giving CFOs visibility and control across both supply chain and workforce planning.

Real-World Example: Transforming Aged Care with Power BI

Trace Consultants recently partnered with a leading aged care provider in Australia to address challenges in workforce planning. The organisation faced escalating overtime costs, heavy reliance on agency staff, and fragmented data across multiple systems.

What We Found

• Rostering, payroll, and compliance systems didn’t integrate, creating blind spots.
• Overtime costs went unchecked due to lack of visibility.
• Leave tracking was manual and prone to error.
• Service levels varied, affecting resident care quality and compliance.

The Solution

We designed and delivered a Power BI workforce allocation dashboard, integrated through Power Automate data pipelines. Key features included:

• Real-time overtime tracking with alerts for unusual spikes.
• Staff utilisation metrics to highlight inefficiencies in rostering.
• Agency staff reporting to reduce dependency and costs.
• Automated leave management to ensure compliance with award conditions.
• Service-level dashboards to monitor staff-to-resident ratios.

What Changed

• Overtime costs fell as managers gained real-time visibility and control.
• Agency reliance dropped, reducing unnecessary labour expense.
• Compliance improved with automated leave tracking and risk alerts.
• Service quality strengthened through consistent staffing visibility.
• CFOs gained actionable insights linking workforce decisions directly to financial outcomes.

This project proved how Power Automate and Power BI can turn fragmented data into a single source of truth — enabling CFOs to act with confidence.

Why These Tools Are Game-Changers for CFOs

For ANZ CFOs, Power Automate and Power BI offer strategic advantages:

1. Cost Control – Identify and eliminate inefficiencies in overtime, agency spend, and supply chain processes.
2. Scalability – Tailor and expand solutions without costly IT overhauls.
3. Compliance & Risk – Ensure adherence to regulatory requirements with automated workflows and transparent reporting.
4. Data-Driven Strategy – Replace manual reporting with interactive dashboards that link decisions to outcomes.
5. Agility – Respond faster to labour shortages, supply disruptions, and regulatory changes.

In industries with tight margins and high accountability, these tools are no longer optional — they are essential.

How Trace Consultants Can Help

At Trace Consultants, we specialise in helping CFOs across Australia and New Zealand harness the power of Microsoft’s Power Platform to transform supply chain and workforce planning.

Our approach includes:

1. Diagnostic Assessment – Identifying inefficiencies, data gaps, and automation opportunities.
2. Tailored Solutions – Designing Power Automate workflows and Power BI dashboards to match your business needs.
3. Seamless Implementation – Guiding integration, training teams, and ensuring smooth adoption.
4. Ongoing Optimisation – Monitoring results, refining processes, and adapting as needs evolve.
5. Industry Expertise – Bringing proven experience across aged care, retail, logistics, and other key ANZ sectors.

By combining operational expertise with technology implementation, we ensure measurable outcomes — not just new tools.

The Future of Supply Chain and Workforce Planning

Looking ahead, CFOs can expect technology to play an even bigger role:

• AI-driven forecasting will sharpen demand planning.
• Predictive rostering will address labour shortages.
• Automation at scale will cut costs while ensuring compliance.
• Sustainability tracking will integrate into everyday planning.

For ANZ organisations, the winners will be those who combine digital tools with smart change management and industry expertise.

Conclusion

Power Automate and Power BI are transforming how CFOs manage supply chain operations and workforce planning across Australia and New Zealand. They streamline processes, deliver real-time visibility, and enable smarter, faster decisions.

But tools alone are not enough. Success requires practical implementation, cultural adoption, and ongoing optimisation. That’s where Trace Consultants makes the difference.

Ready to unlock efficiency and control with Power Automate and Power BI?
Trace Consultants helps CFOs across ANZ streamline operations, cut costs, and drive resilience. Contact us today to start your transformation.

Across Australia and New Zealand, AI has quickly shifted from hype to reality. Supply chain teams are trialling demand forecasting algorithms that outperform traditional models. Procurement functions are using AI to automate spend analysis, flag risks in supplier contracts, and benchmark rates in near real time. For leaders, the promise of AI is compelling: reduced costs, greater agility, and sharper decision-making.

But here’s the catch. Technology alone does not deliver outcomes. AI tools may be smarter, faster, and more capable than past systems, but their value hinges on people and processes adapting around them. This makes change management – the structured approach to transitioning people, processes, and organisations – not less important in an AI-enabled world, but far more critical.

In fact, many organisations underestimate how disruptive AI can be. Unlike past IT projects, which largely digitised existing processes, AI changes how work is done, who does it, and what decisions they make. That’s why supply chain and procurement projects involving AI must now be approached with a much greater emphasis on change management, stakeholder engagement, and culture building.

The Shift AI Brings to Supply Chain and Procurement

AI is reshaping supply chain and procurement in several ways that directly impact people, roles, and ways of working.

1. Decision-Making Moves Closer to the Algorithm

Traditional supply chain planning relied on human analysts, planners, and category managers to make decisions based on data extracts and reports. With AI, models can generate forecasts, optimise networks, or suggest suppliers in seconds. This shifts decision-making closer to the algorithm, requiring humans to trust, validate, and act on recommendations.

2. Roles and Skills Are Changing

Procurement professionals are spending less time crunching data in Excel and more time interpreting insights, challenging assumptions, and engaging suppliers. Supply chain planners are moving from “manual adjustment” roles to scenario planners and risk managers. These are significant shifts in job scope, capability, and mindset.

3. Pace of Change Is Faster

AI deployments are not once-off system upgrades. They evolve rapidly as models are retrained, new data sources are added, and business needs shift. This constant iteration creates a rolling change environment rather than a “set and forget” model.

4. Expectations Are Higher

Executives expect AI projects to deliver tangible ROI quickly – sometimes within months, not years. Without effective change management, adoption lags, outcomes stall, and the technology is unfairly labelled a failure.

Why Change Management Matters More Than Ever

In this AI-driven landscape, change management isn’t a “nice to have.” It’s the difference between a successful transformation and another costly IT project that never delivers.

Driving Adoption and Trust

AI outputs can feel like a “black box” to users. Without explanation, teams may distrust recommendations, ignore alerts, or revert to old ways of working. Change management helps build confidence through education, transparency, and ongoing engagement.

Reshaping Roles and Responsibilities

AI doesn’t eliminate people; it redefines their value. Procurement officers may move from tactical purchasing to supplier strategy. Planners may shift from forecasting to risk scenario testing. Structured change management ensures role clarity, capability building, and alignment of expectations.

Embedding New Ways of Working

AI success relies on behavioural shifts: managers using dashboards daily, buyers trusting automated alerts, or operators escalating exceptions flagged by algorithms. Change management embeds these behaviours into the culture, turning adoption into habit.

Aligning Stakeholders

AI often impacts multiple functions – finance, IT, supply chain, procurement, operations. Without structured change management, misaligned expectations and competing priorities derail projects.

Sustaining Momentum

Unlike ERP implementations, AI systems evolve continuously. Change management provides governance and frameworks for ongoing adoption, retraining, and communication – keeping momentum alive well beyond go-live.

Key Change Management Challenges on AI Projects

Australian and New Zealand organisations face common hurdles when embedding AI in supply chain and procurement:

1. Resistance to Change
   – Employees worry AI will replace their roles or erode professional judgement.
2. Skills Gap
   – Teams may lack confidence in interpreting AI outputs or working with new digital tools.
3. Overestimation of AI’s Readiness
   – Leaders sometimes assume AI is “plug and play,” overlooking the organisational readiness required.
4. Cultural Barriers
   – Some workplaces prioritise experience and intuition over data-driven insights, slowing AI adoption.
5. Fragmented Ownership
   – With IT, procurement, and operations all involved, no single function drives holistic change.
6. Short-Termism
   – Pressure to prove quick results may lead to rushed deployments with poor change management foundations.

Best Practices for Change Management on AI-Enabled Projects

Organisations that thrive in AI-enabled supply chain and procurement transformations adopt structured change management practices.

1. Start with Clear Purpose and Vision

Employees need to know why AI is being introduced, not just what it does. Is the goal to improve service levels? Reduce costs? Enhance sustainability? Clear communication of purpose fosters alignment.

2. Engage Early and Often

Involving end-users in scoping, testing, and piloting builds ownership. Teams that feel consulted are far more likely to adopt.

3. Focus on Capability Building

Investing in training is critical. It’s not just about technical skills but also developing data literacy, critical thinking, and comfort with digital tools.

4. Make the “Black Box” Transparent

Explain how algorithms work in plain language. Provide evidence of accuracy. Use dashboards that highlight assumptions, confidence levels, and exceptions.

5. Redesign Roles and Processes

Don’t simply layer AI over existing ways of working. Revisit job descriptions, workflows, and decision rights to ensure the organisation supports new behaviours.

6. Build Governance Structures

Set up steering committees, user forums, and feedback loops. Change management is ongoing, not just at go-live.

7. Measure and Celebrate Adoption

Track not just technical performance but human adoption metrics – system usage rates, decision alignment, satisfaction. Celebrate early wins to reinforce positive behaviours.

The Link Between Change Management and Project ROI

Research consistently shows that projects with strong change management deliver higher ROI. In AI-enabled supply chain and procurement projects, the link is even clearer:

• Without adoption – algorithms go unused, insights are ignored, and the investment fails.
• With adoption – insights become embedded in daily decisions, productivity improves, and strategic outcomes are realised.

For boards and executives, this makes change management not a side cost but a core investment in ensuring ROI.

The Australian and New Zealand Context

AI adoption in supply chain and procurement is accelerating across Australia and New Zealand. Retailers are testing demand forecasting models. Universities are exploring AI for procurement spend categorisation. Mining companies are investing in AI-driven maintenance scheduling.

But many organisations face unique regional challenges:

• Talent shortages – limited availability of AI-ready supply chain talent.
• Budget scrutiny – projects must prove value in tight cost environments.
• Geographic spread – national networks with dispersed teams make consistent change management harder.
• Regulatory oversight – government agencies and public institutions require transparency and accountability in AI adoption.

These factors mean structured, pragmatic, and locally relevant change management is essential for ANZ organisations.

How Trace Consultants Can Help

At Trace Consultants, we understand that AI is reshaping supply chain and procurement – but technology is only half the story. The other half is people, processes, and culture.

We support Australian and New Zealand organisations by:

• Embedding structured change management in every supply chain and procurement transformation, ensuring adoption is built into the project plan, not bolted on at the end.
• Designing role and process transitions so that employees are clear on how their responsibilities evolve in an AI-enabled environment.
• Building capability and confidence in teams to interpret, trust, and act on AI insights.
• Engaging stakeholders across functions – procurement, operations, IT, finance – to align priorities and governance.
• Providing independent guidance – ensuring solutions are pragmatic, culturally aligned, and focused on measurable business outcomes.

Our approach blends deep operational knowledge of supply chain and procurement with proven change management frameworks. The result is not just technology adoption, but sustainable transformation.

Looking Forward – Change Management as a Competitive Advantage

In the coming years, AI will only become more embedded in supply chain and procurement. Those who treat change management as an afterthought will struggle with adoption, waste investment, and erode trust. Those who treat change management as a strategic enabler will unlock competitive advantage.

Effective change management means:

• Teams embrace AI as a tool, not a threat.
• Processes evolve to capture efficiency and agility.
• Organisations sustain momentum in a rapidly changing digital landscape.

For ANZ organisations, the competitive gap between those who invest in change management and those who don’t will grow wider.

AI is revolutionising supply chain and procurement, but the greatest barrier to success isn’t technology – it’s people. Change management is now more important than ever, ensuring that AI projects deliver on their promise of cost efficiency, agility, and improved outcomes.

For property-based businesses, retailers, healthcare providers, universities, government agencies, and manufacturers alike, the message is clear: don’t underestimate the human side of AI adoption.

At Trace Consultants, we help organisations across Australia and New Zealand bridge the gap between technology potential and business reality through structured, pragmatic, and effective change management.

The question is: as AI transforms your supply chain and procurement functions, are you managing the change – or is the change managing you?