How Luis Enrique Polo Rodríguez is Transforming Supply Chains with Artificial Intelligence

Introduction
Supply chain disruptions have dominated headlines and consumer demands higher than ever, and few leaders stand out as visionaries who can bridge technology with real-world impact. Luis Enrique Polo Rodríguez, an operations and supply chain leader with over two decades of experience, has done exactly that. Through his company Globalpart Corp, he has pioneered the integration of Artificial Intelligence (AI) into the U.S. food sector, driving resilience, efficiency, and measurable cost savings. With expertise that ranges from procurement and logistics to computer vision, OCR automation, and PLC optimization, Polo has built a reputation as a hands-on innovator—someone who doesn’t just talk about transformation but delivers it in measurable results.

Recognized internationally as an AI Influencer of the Year (2024, UK), and holding a pending USPTO patent for AI-driven produce counter tools, Polo has emerged as a thought leader in the conversation about AI in supply chains. In this interview, he shares his journey, his vision for the future, and why AI is no longer a buzzword—but the foundation of food system resiliency and cost efficiency.

Q1: Luis, you’ve spent more than 20 years in operations and supply chains. What inspired you to start Globalpart Corp and move toward AI-driven solutions?

Luis Enrique Polo Rodríguez:
Globalpart was born out of a simple observation: traditional supply chain practices were no longer enough. The food sector is particularly vulnerable—inventory inaccuracies, logistics costs, and unpredictable demand patterns affect everything from waste to consumer prices. I saw an opportunity to apply AI tools such as OCR for document capture, computer vision for counting and sorting, and PLC optimization to address these challenges.

The goal was never just technology for technology’s sake—it was about solving problems that companies face every day. Globalpart started as a consulting practice, and as we deployed AI solutions for U.S. food-industry clients, the impact became undeniable. That validation is what pushed me to scale it into a broader venture.

Q2: Many executives talk about AI, but you’ve implemented it directly in food operations. Can you give us a concrete example of impact?

Luis:
Absolutely. One of the projects through Globalpart involved AI-assisted document capture and product counting in a food distribution environment. Traditionally, these were labor-intensive, error-prone processes. By applying OCR and computer vision, we increased inventory accuracy to 98% and reduced freight costs by about 6%.

Another case was production planning optimization—something as simple as improving On-Time, In-Full performance. We saw OTIF increase by 9%, which, in supply chain language, means fewer empty shelves for consumers and better margins for companies. That’s the kind of measurable difference AI can bring.

Q3: Some critics argue AI in supply chains is still experimental. How do you respond to that?

Luis:
I understand the skepticism, but my experience shows otherwise. We’ve already proven in the field that AI tools can deliver tangible, financial results. AI is no longer a pilot experiment—it’s an enabler of resilience and competitiveness.

In the food sector, for example, AI doesn’t just cut costs. It reduces waste, ensures products reach consumers on time, and strengthens supply systems that millions of people depend on daily. That’s not experimental—that’s transformation in action.

Q4: You’ve filed patents and received awards for innovation. How do you see intellectual property playing a role in your journey?

Luis:
Intellectual property is central because it protects the uniqueness of the solutions we are building. With our pending USPTO patent for AI-based produce counter tools, we’re setting the stage for productization at scale. My philosophy is that if you want to build long-term, scalable impact in technology, you need both technical depth and the legal frameworks to support it. That’s how you build a sustainable business model.

Q5: Let’s talk about the U.S. food sector specifically. What makes it such an important space for AI-driven supply chain innovation?

Luis:
The U.S. food industry is massive, complex, and incredibly sensitive to inefficiencies. If a shipment is delayed, if inventory counts are wrong, or if production is misaligned, the ripple effects impact not just businesses but families across the country.

AI allows us to minimize these inefficiencies. Whether it’s improving accuracy in supply-demand forecasting, reducing logistics costs, or optimizing production with PLC-driven automation, the benefits go beyond margins. They directly contribute to affordability, waste reduction, and resiliency in the national food system.

Q6: You’ve also been active in academia and public speaking. Why is knowledge-sharing important to you?

Luis:
Because transformation doesn’t happen in silos. At South Florida International College, where I teach project management and serve as a capstone tutor, I see how eager the next generation is to apply AI and digital tools to real problems. For me, knowledge-sharing is not optional—it’s a responsibility. Innovation must spread beyond one company or one leader if we truly want to see industries evolve.

That’s why I’ve been committed to publishing and speaking publicly about AI in supply chains. Beyond my academic role, I have authored three peer-reviewed articles that explore practical applications of AI in logistics and operations. Most recently, I published the book SUPPLY CHAIN AND AI: TRANSFORMING LOGISTICS AND OPERATIONS IN THE DIGITAL AGE (available on Amazon), which brings together real-world case studies, methodologies, and results. The book was written to bridge the gap between theory and practice, offering both business leaders and students a roadmap for adopting AI.

For me, the real value of sharing knowledge is impact: when a manager in the food sector can use these insights to reduce waste, or when a student finds inspiration to build the next AI-driven solution, that’s when the cycle of innovation becomes meaningful.

Q7: Looking ahead, what is your vision for Globalpart and AI in supply chains over the next five years?

Luis:
I believe we are only scratching the surface. My vision is to scale AI-enabled platforms for the food industry, making them accessible to companies of all sizes. We’ll continue to build tools around OCR, computer vision, and PLC optimization, and expand into SaaS models that allow companies to adopt these technologies with minimal upfront cost.

Ultimately, the future is about resilience. Supply chains that can adapt, respond, and recover quickly will define which companies succeed. With AI, we can turn supply chains into competitive advantages rather than bottlenecks. That’s the journey I’m committed to with Globalpart.

Closing
Luis Enrique Polo Rodríguez represents a new generation of supply chain leaders—practical, data-driven, and unafraid to push technology into real-world operations. Through Globalpart, his work is shaping the future of the U.S. food industry, proving that AI is not just the future of supply chains—it is the present.