Starbucks is introducing an AI-based inventory counting system to over 11,000 company-owned stores in North America by the end of September.

The system uses a handheld tablet with software that scans shelves, counts inventory, and flags items with low stock.

Starbucks said this technology has already been implemented in thousands of stores, leading to more frequent inventory counts.

The AI software is provided by NomadGo, a company that offers similar services to other food chains. This move is part of Starbucks’ broader efforts to streamline its supply chain.

Starbucks has also recently deployed other technology tools for staff, including a virtual assistant and an order sequencing system.

🔗 Source: Reuters

🧠 Food for thought

1️⃣ AI transforms centuries-old inventory counting from periodic chore to continuous process

Starbucks’ AI rollout represents a fundamental shift from inventory management methods that have remained largely unchanged for decades.

Traditional inventory counting has been described as “manual, tedious, and inaccurate” for a long time, with even the introduction of barcodes in 1974 only partially automating the tracking process23.

Starbucks reports that stores using the new AI system now count inventory eight times more frequently than before, transforming what was typically a weekly or monthly task into a continuous monitoring process1.

This frequency increase addresses a core challenge in food and beverage operations, where items like cold foam, oat milk, and specialty syrups have short shelf lives and unpredictable demand patterns that require constant oversight.

The NomadGo technology combines computer vision with 3D spatial intelligence to automatically identify and count products, reducing the human error that has been a common issue in manual counting systems throughout retail history.

2️⃣ Food service chains face unique inventory pressures that make AI adoption critical

The coffee chain’s focus on specialty ingredients reveals why AI inventory management is particularly valuable for food and beverage operations compared to traditional retail.

Unlike general merchandise, F&B businesses deal with products that have short lifespans and face dynamic consumer demand, leading to significant waste if not managed precisely4.