KPMG LLP Helps Fortune 500 Navigate Trade Disruption with AI-Powered Tariff Modeler
The big picture: As companies of all sizes grapple with navigating an increasingly complex trade and tariff landscape, wrangling trade data and extracting real-time insights has become more critical than ever before.
'Today's volatile global trade landscape requires companies to fundamentally rethink how they anticipate and respond to policy shifts,' says Rema Serafi, Vice Chair - Tax, KPMG LLP. 'By leveraging AI to transform vast streams of global trade data into actionable intelligence, organizations can rapidly model complex scenarios and make more informed decisions. Those who embrace this AI-powered approach will not only navigate current uncertainties but also position themselves to capitalize on emerging opportunities in this new normal of trade complexity.'
Why it matters: In today's environment, the Digital Gateway platform and the interactive tariff modeler dashboard provide critical capabilities for C-suite leaders to:
'The KPMG platform has transformed our approach to trade disruption. Instead of reacting to policy changes after they're announced, we now have pre-analyzed scenarios ready to activate, allowing us to minimize potential impacts and understand our global footprint,' says Matt Lilac, Customs and Indirect Tax Lead, Qualcomm.
Mary Rollman, Advisory principal and Supply Chain Leader, KPMG LLP, adds:
'This tool represents our commitment to providing strategic, AI-powered solutions coupled with KPMG's cross-functional expertise in supply chain, consulting, tax, finance and more. This powerful combination helps clients navigate uncertainty with confidence, further enhancing the capabilities of Chief Supply Chain Officers and other leaders while amplifying their strategic impact across the organization.'
Bottom line: With the KPMG tariff modeler, companies can enhance their preparedness for trade disruption, potentially minimize financial impacts, and maintain strategic focus despite policy uncertainty.
To learn more, click here.
About KPMG LLP
KPMG LLP is the U.S. member firm of the KPMG global organization of independent member firms providing audit, tax and advisory services. The KPMG global organization operates in 142 countries and territories and has more than 275,000 people working in member firms around the world. Each KPMG firm is a legally distinct and separate entity and describes itself as such. KPMG International Limited is a private English company limited by guarantee. KPMG International Limited and its related entities do not provide services to clients.
KPMG is widely recognized for being a great place to work and build a career. Our people share a sense of purpose in the work we do, and a strong commitment to increasing access to education and opportunity, advancing mental health, and supporting community vitality. Learn more at www.kpmg.com/us.
###
Media Contact
Erica Lee
[email protected]
551-380-0827
To view the source version of this press release, please visit https://www.newsfilecorp.com/release/250366
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
an hour ago
- Yahoo
Saks Fifth Avenue's Latest AI Venture: A Virtual Voice Assistant Called Sophie
Saks Fifth Avenue is getting deeper into AI. The luxury retailer has partnered with two tech companies, NLX and Amazon Web Services (AWS), to provide an AI-powered virtual voice assistant for conversations with customers. More from WWD Monique Billings Talks WNBA Off-court Style, Love for Tyra Banks and More Amazon and Saks Take Their Relationship to the Hamptons Lectra's Maximilien Abadie on Reshaping Fashion's Future With AI and a Consumer-first Mindset Shoppers can call Saks and ask 'Sophie,' the virtual assistant, questions about the status of orders and returns, details on their gift cards, store assistance, price match policy and other subjects. There is also an optional texting component, so if Sophie requests your order number or zip code, you can submit a text with the information, or continue to speak to the virtual assistant. With some tasks, such as changing a password or an address, it's not necessarily practical over a voice-only interface, particularly if a customer does not speak clearly enough. NLX has patented its dual virtual voice and text exchange capability. Saks Fifth Avenue customers also still have the option to request a human assistant. Such virtual voice technologies are widely used by banks, tech firms, health care organizations and 411 directory assistance, but not so much by retailers, with a few exceptions such as Amazon and Walmart. Saks Fifth Avenue implemented the NLX technology in April but just decided to publicize it after piloting it on a limited basis to remove any kinks before fully rolling it out. With the NLX proprietary no-code platform and with the help of Amazon Web Services, Saks built, tested and analyzed voice-first, generative AI-powered conversations in a matter of weeks without needing to tap IT resources. In the future, Saks could enable its virtual voice assistant to respond to a wider set of questions including inquiries on private label credit cards, or to help customers asking for suggestions when they are searching for merchandise. Other possibilities are extending the technology so customers can converse in languages other than English, and extending the technology to Neiman Marcus, Bergdorf Goodman and Saks Off 5th, which along with Saks Fifth Avenue, are part of Saks Global. 'In a nutshell, NLX enables anyone from individuals to very large organizations to build and deploy these conversational applications,' said Andrei Papancea, chief executive officer of NLX, which specializes in conversational AI with a platform for building and managing chat, voice and multimodal applications at scale. 'So if you're a brand like Saks, or United or Toyota which are also our customers, and you want to provide your end customers with the ability to talk to your brand in this free-form natural way, the NLX platform allows you to build such applications.' Comcast and United Airlines are also NLX clients. Amazon also provides the critical infrastructure for operating this technology through its cloud services business unit, Papancea said. NLX stands for natural language experiences, which in technology refers to interactions between humans and computers involving everyday language, not technical inputs. 'Saks Fifth Avenue understands that its customers expect excellence in everything, and their post-purchase service experiences are no exception,' Papancea said. 'At its core, luxury is personal. By thoughtfully integrating advanced technology like NLX, we are not replacing the human touch, we are enhancing it,' said Jessica Bengtzen, vice president of service centers for Saks Global, who listed several advantages to using the NLX technology. She said it 'deflects high-volume inquiries and provide immediate support with no wait times, and improves the customer experience with intuitive, conversational self-service. These time savings scale to measurable gains in workforce efficiency, service speed and bottom-line performance, all while increasing customer satisfaction and driving loyalty.' Bengtzen also indicated that by redeploying some of the workforce, service improves 'across all facets of the customer journey.' Basically, it reduces agent call volume for routine inquiries, enabling them to focus on complex customer needs and prioritize more meaningful customer interactions. So far, the voice technology has decreased agent call volume by about 20 percent, Saks said. 'We are pleased with the early results and positive customer adoption,' said Bengtzen. 'If this momentum continues, we anticipate deploying more broadly across our Saks Global brands.' AI technology can also lead to a reduction in headcount and costs. Asked if the implementation of the virtual voice system has led to, or could lead to some headcount reduction, Bengtzen replied, 'With this technology, our intention is to enhance our teams' capabilities, enabling them to work smarter. By automating routine tasks, we're empowering our teams to focus on higher-value interactions that require human judgment, creativity and care.' As previously reported, Saks Global is seeking to reduce annual expenses by approximately $600 million through consolidations and cutbacks. Saks is navigating a tough business climate marked by a global slowdown in consumer luxury spending which is complicated by Saks' efforts to repair relations with vendors and catch up on hundreds of millions of dollars in unpaid bills. Some vendors have recently been made whole, others not as of yet. Saks Global, considered the largest multibrand luxury retailer in the world, operates 70 full-line luxury store locations, additional off-price locations and five e-commerce websites. Aside from its latest tech innovation with NLX, the group also uses AI for personalizing marketing communications to customers through its websites and mobile apps involving suggesting products they might be interested based on past preferences on styles and brands, and other purposes. Saks has a history working with Salesforce, which uses AI for predictive analytics, personalization and customer relationship management, as well as Amazon, which uses AI for Alexa. In April, Saks Fifth Avenue launched on Amazon's Luxury Stores platform with a storefront. Both Amazon and Salesforce provided financial support for Saks Global's $2.7 billion acquisition of the Neiman Marcus Group in December 2024. Two apparel industry giants also invested in Saks Global's purchase of NMG, the Authentic Brands Group and G-III. Saks' technology initiatives are integral to the agenda at the Saks Global to 'reset' the luxury customer experience, as the company's chief executive officer Marc Metrick has said. The agenda centers around intensifying personalization and bolstering customer service, and involve several operational aspects and integrations, such as inventory sharing between Saks and Neiman's which is currently being tested in one market, enriched data, deeper customer insights and smoother interactions with consumers, and utilizing AI to a greater degree. Thinking of AI innovations for the future, Papancea said: 'Saks Fifth Avenue could roll out, if they were interested, an 'AI personal shopper.' You go and be like, Hey, I'm going to a gala at the Met in two weeks. Here's the theme. What should I wear? And then it won't just come back to you with like textual descriptions. It will give you product recommendations, add them to your cart if you accept, and be able to even check out and pay in that conversational experience. That would also be leveraging unique capabilities from NLX.' Asked if some customers believe they are conversing with a real human versus a virtual voice, Papanceo replied, 'What we recommend to customers is they don't misrepresent that they're talking to a real person like they should say, Hey, I'm the Saks AI assistant. My name is Sophie. I'm here to assist you or to take you to a customer support agent. That's our recommendation to brands.'Best of WWD Macy's Is Closing 66 Stores in 2025 — Here's the List, Live Updates Inside the Demise of Lord & Taylor COVID-19 Spikes Elevate Retail Concerns
Yahoo
2 hours ago
- Yahoo
Skill-A-Thon offers free AI training
Aug. 20—MOSES LAKE — The North Central Washington Tech Alliance is offering free courses to help locals put artificial intelligence to work for them, and offering some prizes to boot. "Everything we do these days is all about AI," said David Estrada, NCW Tech Alliance STEM Program manager for Moses Lake. "Your cars have AI, people have AI on their wrists in their smart watches, their telephone, computers, everything's AI down the road." The program is called the AI Skill-A-Thon, and it involves watching videos and then taking tests on ChatGPT, Copilot and other AI programs in either English or Spanish. Those who do will come out with some skills that will serve them well in the job market as well as earn a certificate for their LinkedIn account, Estrada said. Besides, that, NCW Tech Alliance is offering cash prizes for the students who complete the most courses before Sept. 30. First-, second- and third-place winners will each win $500, or $1,000 if they win as a group, Estrada said. There is no charge either for the instruction or to enter the contest. Participants must be 16 years old and have a free LinkedIn account. Then they register through a QR code and begin learning. As a participant earns certificates, they upload those certificates to qualify for the contest. The contest is open to residents of Chelan, Douglas, Grant, Okanogan, Adams, and Ferry counties. AI has an infinite variety of uses, Estrada said, from sorting apples in a factory to creating advertising to translating between languages. "Every certificate you get will (help) you potentially to get a job down the road," he said. "That's our main focus." To begin learning, scan the QR code and follow the instructions. More information can be found at or by contacting Estrada at 509-760-3020. Solve the daily Crossword
Yahoo
3 hours ago
- Yahoo
Gen Z wants to have their AI cake and eat it, too: KPMG intern survey reveals a generation that wants to have things both ways
For years, headlines have warned of robots taking jobs, automation erasing careers, and artificial intelligence creating an uncertain future for younger generations. But if you ask Generation Z interns entering the workforce in 2025, the story looks very different. According to a new survey of more than 1,100 KPMG interns across the U.S., Gen Z doesn't see AI as a looming threat. Instead, they see it as a powerful tool they feel confident using to boost their performance. While half of respondents expect roughly 20% of their jobs to be automated once they start full-time roles, 92% believe they can adapt. What they want from their employers isn't protection from technology—it's mentorship, stability, and a healthier balance between work and life. 'Gen Z is making AI work for them,' said Derek Thomas, national partner-in-charge of university talent acquisition at KPMG U.S. 'While other generations are still debating whether to use it, Gen Z is exploring new and creative ways to utilize AI for increased efficiency in their daily lives and enhance their performance at work.' In an interview with Fortune, Thomas said he's seen how, with the integration of AI into early-career workflows, 'some of those mundane things that they were doing before can now be automated and the things that just didn't take a lot of thought, more routine-type processes are now being done through technology.' New hires, often Gen Z, are getting to a point where they can deal with bigger and deeper issues, and use more critical thinking, than the previous expectation. They're 'diving into the analytical side, the more higher-risk, complicated side of things, earlier in their career than I probably would have when I was coming up.' Digitally experimental, but cautious The survey, conducted in July 2025, shows Gen Z's comfort with AI stands out sharply compared with older peers in the workplace: 60% of interns described themselves as more experimental with AI tools than other generations, applying them not only to school and work projects, but also to personal tasks. Nearly nine in 10 already use generative AI at least once or twice a week. Still, confidence doesn't mean blind trust. When asked about risks, interns pointed first to overreliance: the fear of losing creativity and critical thinking in the process. Misinformation and algorithmic bias followed closely as concerns. This blend of enthusiasm and caution sets the generation apart: They want to master new technology, but not surrender to it. That tension extends to education as well. Just 8% said their universities strongly encouraged the use of AI tools, while more than half reported that schools permitted AI under structured guidelines. For Gen Z, the message is clear: AI is valuable, but boundaries and balance matter. KPMG's Big Four rival, EY, had similar conclusions in its own sweeping survey of Gen Z. They're the 'pragmatic generation,' Marcie Merriman and Zak Dychtwald wrote, approaching 'life's traditional milestones' with a sort of 'reasoned skepticism' that comes from seeing lots of myths busted in their formative years. Thomas said that's an interesting view, and in his experience, he's seen Gen Z wanting to see evidence before they commit to a certain approach: 'For instance, coming into the office, showing them that benefit.' He said he's seen an attitude among Gen Zers like, 'Okay, you're telling me it's going to be good for me, but is it really?' The more that leaders can show them what the benefits will be, the more confidence they will have that they are not just doing something for the sake of doing it. This is certainly a big change for Gen Xers and older millennials, who were expected to show up at the office every day from 8:30 or 9:00 a.m. onward, no excuses. A nine-to-five rebellion Perhaps the most striking difference between Gen Z and previous cohorts isn't their relationship with technology—it's their vision for the workplace itself. Traditional nine-to-five schedules, a cornerstone of corporate life for decades, are not part of their ideal future. Nearly half of the interns surveyed said eliminating rigid workday structures was their top desired change. What they want more than anything? Balance. Work-life balance ranked as the top priority when considering full-time jobs, surpassing salary. Interns voiced anxiety about when, or if, it was acceptable to step away from their desks, revealing how workplace norms still dictate subtle pressures. Many also want employers to reduce mandatory video requirements during virtual meetings and to place more emphasis on well-being than previous generations experienced. Thomas said of the survey: Gen Z wants 'great careers with real balance … Here's the irony: The most digitally connected generation in history knows that real career magic happens face-to-face. They want mentors, not just managers—and they are learning by experiencing and observing in-person interactions.' Thomas summed up the attitude he sees from Gen Z workers: 'Can I have flexibility to get the work done, as long as I'm showing the results that you need to see?' He said there's give-and-take to this, as flexibility doesn't mean coming in at 5 a.m. when nobody is in the office. Once that negotiation is worked out, he added, 'It's been surprisingly easier to get the younger folks into the office more often, and wanting to be there more hands-on than some of the folks who've been around for a little bit longer. So I've been pleasantly surprised to see they really do thirst for that in-person interaction.' Wellness benefits are central to that equation. Financial wellness topped the list of desired support programs, followed by flexible wellness perks and family-oriented benefits. For a generation that came of age during times of economic volatility, financial health and long-term security weigh heavily. Mentorship over machines Another notable revelation from the survey: despite being digital natives, Gen Z shows a strong preference for in-person learning over anything tech-enabled. Interns said face-to-face mentoring, peer-to-peer knowledge sharing, and hands-on projects were the most effective ways to learn. Ironically, short-form videos and AI-powered adaptive learning—formats designed to appeal to fast-paced learners—ranked among the least preferred. The survey also underscores the importance of office culture in their development. Respondents found in-person interactions most helpful for navigating workplace norms, whether by observing managers in meetings or sharing informal conversations over lunch. These interactions not only built confidence but also forged personal connections: A majority reported making five or more genuine friendships with fellow interns this summer. Gallup has found support for this in recent polling, with Gen Z emerging as the generation least enamored of remote work. Stability in an uncertain market Though Gen Z is often stereotyped as restless or job-hopping, the survey tells another story. Nearly 60% said they expect to spend most of their careers at just one or two companies, climbing the ladder by building expertise rather than constantly switching employers. Another 35% anticipate staying in one field while changing roles over time, while 27% say they will prioritize purpose over traditional career paths. Whatever the trajectory, stability looms large. These preferences reflect the economic pressures Gen Z has grown up with: global recessions, inflationary shocks, and waves of layoffs across industries. Security and growth opportunities outrank the allure of constant reinvention. 'Gen Z wants to go deep, not wide,' Thomas said. 'They're looking for employers who invest in their growth, offer purpose-driven work and provide the stability to build meaningful careers over time.' Fighting labels and shaping culture Cultural identity remains a key driver for this generation. When asked about building inclusive workplaces, respecting different perspectives ranked highest on the list, followed by accommodating diverse working styles. Their biggest challenge in digital workplace settings, though, was deciding how much personality to reveal online—a telling signal for a generation often scrutinized for oversharing on social media. One of the clearest messages from the survey is that Gen Z wants to redefine the stereotypes attached to them. Nearly half of respondents said the perception of their generation as 'lazy or unmotivated' was the label they most wanted to eliminate. That stereotype is increasingly at odds with survey data and the behaviors employers are already observing. Gen Z is technologically savvy, proactive about wellness, intentional about careers, and focused on learning from real human interactions. They may not buy into the rigid structures of past decades, but they're motivated by building purposeful, stable, and balanced lives. Thomas shared that he had to overcome that kind of bias himself, before he recognized that what he thought was a reluctance to work hard was really Gen Zers being much more comfortable setting boundaries with him than he would have been at that age. 'I didn't grow up knowing that I could establish boundaries, that it was okay to sit there and try to figure out how to have that balance,' he said, offering praise for what he experiences as a 'really innovative group of individuals.' The Gen Z proposition For employers, this research is more than a generational snapshot. Companies that treat AI purely as a cost-cutting replacement risk alienating a generation that sees it as an enhancement. Organizations that cling to rigid work schedules or underinvest in mentorship may miss the chance to retain some of the most adaptable talent entering the workforce. Gen Z isn't asking for less work. They're asking for work that is smarter, more flexible, and more sustainable—work that allows them to grow as professionals without sacrificing their wellbeing. 'This generation wants careers that fuel their ambitions without burning them out,' Thomas concluded. 'Gen Z brings their whole self to work and expects their employers to support every part of that equation. It's about building a fulfilling life, not just a successful career.' At the end of the day, Thomas told Fortune, work is still work and nothing succeeds like success. One thing he tells new hires is that the better they perform, the more they'll get their longed-for flexibility. 'We do express upon them the importance of being able to demonstrate that [they] can get the work done, and that [they] can be relied upon.' That sounds like something downright old-fashioned: a strong work ethic. This story was originally featured on Solve the daily Crossword
