76% of CEOs to Investing in Cloud Infrastructure, Data, and AI, ccording to PwC Survey – Why Modernization is Key to Customer Satisfaction and Growth

A recent PwC CEO survey revealed that 87% of CEOs have either completed, are running, or are planning at least one transformative IT project, with 76% committed to investing in cloud infrastructure, data, and AI this year. Despite this clear commitment to IT investments, the question remains: how much of this will drive real improvements in efficiency and work quality? How much time will continue to be lost navigating data silos instead of pushing the business forward?

One critical area often overlooked in IT investments is service. Many organizations still view service as a cost center rather than recognizing its potential as a driver of customer experience, loyalty, and growth. Outdated approaches to service and service supply chains—largely reactive, lacking real-time visibility, and functioning in silos—can hinder business goals. Yet, this part of the operation often flies under the radar when it comes to IT and data management investments. These legacy systems, operating in isolation, offer little to no data-sharing capabilities.

Most aftermarket or service supply chains still cling to an “as we’ve always done it” mentality. This leads to mediocre first-time fix rates, higher costs, and ongoing challenges with customer satisfaction and retention. Four key pain points need addressing to modernize and optimize service supply chains.

First, there is the issue of siloed data, which limits visibility. Without a clear view of inventory levels, technician schedules, and service history, it’s difficult to implement proactive maintenance or allocate resources effectively.

Second, poor inventory management processes often result in overstocking, leading to increased costs and obsolescence, or understocking, which can cause delays and repeated visits—damaging customer satisfaction and straining resources.

Third, the process of parts return or reverse logistics is frequently managed through outdated and costly methods. This complicates companies’ efforts in traceability and circularity initiatives while also preparing them for upcoming regulations like the “Product Digital Passport.”

Lastly, the inability to accurately forecast and anticipate service touchpoints creates service lead times that fall outside of customer expectations, largely due to the unavailability of parts or resources.

If these challenges sound familiar, it’s time to rethink the data, processes, and systems that support your workforce. These pain points highlight the urgent need for a more agile, optimized service supply chain model integrated into your service lifecycle management.

To meet today’s evolving demands, service supply chains must transform from reactive, fragmented models to optimized and sustainable service operations. Key enablers of this transformation include the rise of service cloud platforms and field service management tools that replace isolated systems and deliver unified, real-time data across the board.

These platforms provide a single source of truth, offering insights into assets’ configurations, parts inventory, service history, and technician skills. Leveraging this data optimizes both resource allocation and parts scheduling, improving response times and cutting service costs.

Another strategic shift involves transitioning from reactive to predictive maintenance models. Leading field service platforms collect data from connected assets, allowing machine learning algorithms and AI to predict potential failures and prevent costly downtime.

AI and machine learning are also streamlining repetitive tasks like data entry and order processing, freeing up technicians to focus on more complex tasks and ultimately speeding up service delivery.

Augmented reality (AR) capabilities further enhance service execution platforms by giving technicians on-the-job guidance from remote experts and access to service manuals and schematics. This reduces error rates and return visits, further driving operational efficiency.

The end goal is to build a cohesive, end-to-end strategy focused on core service data. Organizations that invest in infrastructure and data to deliver decision-making intelligence—both operationally and strategically—are seeing significant returns on investment.

For leaders prioritizing supply chain excellence and service, it’s clear that faster response times, on-time parts delivery, and proactive maintenance lead to greater customer satisfaction. The broader organization must recognize that investments in better inventory management, higher first-time fix rates, and reduced dependency on external suppliers are the catalysts for such change. Equipped with the right data, processes, and technology, teams can achieve significant cost reductions and increased agility—essential advantages in a competitive, cost-conscious environment.

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