One year after rebrand, Infios focuses on execution in a rapidly changing supply chain

One year after Infios emerged from its rebrand under the leadership of CEO Ed Auriemma, the company is entering its next phase; one defined less by identity and more by execution.

When Auriemma outlined the vision for Infios at ProMat 2025, the focus was on repositioning the company around modern supply chain needs. A joint venture between Körber AG and KKR, Körber Supply Chain Software was rebranded as Infios a year ago following its acquisition of MercuryGate, which moved its solutions outside the four walls.

“We literally, overnight, went from warehousing fulfillment to full supply chain execution,” Auriemma said in an interview with Supply Chain Management Review at that time. But the acquisition also highlighted some areas of concern. As a joint venture company, it was “murky to figure out who we were; we really didn’t have an identity. [I went to the board] and said it’s time, it’s time for us to now go create a new identity that differentiated on who we are.”

Twelve months later, at MODEX 2026, that vision is being tested, and, according to company leadership, gaining traction in a market that continues to prioritize supply chain performance as a strategic differentiator.

According to Tim Moylan, chief growth officer at Infios, the past year has been about sharpening that focus and aligning the business to where demand is strongest.

“We did a lot of work to determine where we should play and where we should go,” he told Supply Chain Management Review. “The ideal customer profile was really important to us.”

From rebrand to execution

If the first phase of Infios was about redefining the brand, the second phase is about delivering results. That shift reflects broader changes in the market. Companies are no longer investing in supply chain transformation as a theoretical exercise; they are demanding measurable outcomes, faster timelines, and clearer ROI.

Infios’ growth over the past year suggests that demand is real, particularly among customers looking to strengthen execution capabilities.

“What we found was … there was a lot of pent-up demand,” Moylan said. “Our bookings last year were very strong, double digits.”

Supply chain remains a board-level priority

Despite ongoing uncertainty from tariffs to geopolitical shifts, supply chain investment has held steady, Moylan said.

“Supply chain … is definitely a board-level conversation. It can make or break C-level careers,” Moylan said.

That level of scrutiny is driving sustained investment, even as organizations navigate cost pressures and shifting global dynamics. “Each and every one of them [we’ve spoken with] said they’re doubling down on their supply chain,” he said.

One of the most notable changes over the past year is the evolution of artificial intelligence in supply chain discussions. While interest has surged, adoption remains pragmatic.

“Supply chain … is quite a conservative space,” Moylan noted. “They’re not going to take on AI because it’s the latest buzzword.”

Instead, companies are prioritizing focused use cases that deliver immediate, measurable value. “We’ve adopted a very use-case based approach,” he said. “You can deploy it in days and you’re getting value out of it within 24 hours.”

At the same time, AI is accelerating innovation behind the scenes. Moylan said it is allowing Infios to develop solutions in shorter periods of time.

Speed to value reshapes technology decisions

Perhaps the most significant shift since Infios’ rebrand is how customers evaluate technology investments. Time to value, Moylan said, “has become a super important component of the investment decisions they’re making.”

 That emphasis is forcing a departure from traditional implementation models as companies move away from monolithic systems in favor of quicker deployments with more targeted benefits. Companies are prioritizing modular solutions that can be deployed quickly, scaled incrementally, and aligned with measurable outcomes.

At the same time, organizations are becoming more disciplined in how they evaluate investments, Moylan noted. “The amount of due diligence is probably as heavy as it’s ever been,” he said as companies focus more on outcomes rather than technology itself.

Looking ahead, Infios faces the same challenge as its customers: execution.

“The next one to two years is really consolidating on the investments… and realizing that investment,” Moylan said of the company’s direction. “Nothing fancy; but the execution is the hardest part.”

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