Not all intelligence is artificial. The role of people in the transport procurement process is being redefined, not abolished. Still, we need to say clearly that transport markets are too large and complex for making gut decisions effectively. Human bias is substantial and destructive. For procurement these biases come disguised as wisdom.
The way AI intersects with the human intelligence of its users is to frame their decisions so as to lead to better outcomes. This embraces the nudge view of behavioral economics by expecting users to be ineffective at long-form analysis and prone to fast gut-instinct decisions. What this allows is for the AI to frame choices for the user in a way that counteracts their bias and results in making better decisions. In a software context, this can be expressed in many ways including sortation of options, tagging or text descriptions, displaying figures in absolute vs. relative values, or just how a screen is laid out. One of the best examples of this in practice comes from professional sports. Above is an image that shows how split-second decisions made by NBA players are nudged towards better outcomes. It shows what is possible from combining deep analytics by data science teams with high quality human resources. It also underscores how important staff still remain: it would be ridiculous to say that the software is the one playing basketball, even if the players score more with the help of shot-spot coaching. It is the fusion of talent and software that wins.