21.04.2026

AI-calculated material shortages: resource planning in real time

Building design

Metropol Parasol, a unique wooden construction in Seville, Spain. Photo by Michael Busch.

Calculating material shortages in real time? Sounds like a mixture of gloomy science fiction and economic endgame – but it has long been part of everyday life in the construction and real estate industry. Thanks to AI-supported resource planning, the paradigm is shifting: from gut feeling to data-driven forecasting. Those who are still juggling with Excel spreadsheets today may be overtaken by algorithms tomorrow. A look at the state of play, the biggest promises – and the bitter truths of AI-based material forecasting.

Explanation of how AI-based resource planning works and what data it requires
Overview of innovation drivers and current pilot projects in German-speaking countries
Discussion of the opportunities for sustainability and decarbonization through intelligent material control
Analysis of the technical and cultural challenges for construction companies, planners and suppliers
Critical consideration of the risks: algorithmic bias, data sovereignty and market manipulation
Classification of how AI-based resource planning is changing the role of architects and engineers
Comparison with international developments and global trends in the construction industry
Visionary outlooks and controversial voices on the future of intelligent material management

Material shortage with announcement: a look back at a permanent crisis mode

Material shortages are not a new spectre for construction professionals. Whether steel, wood, insulating materials or semiconductors – supply bottlenecks have been part of the industry’s background noise since the pandemic at the latest. But instead of making do with short-term emergency solutions, a new technology is now pushing its way to the front: artificial intelligence. It promises not only to analyze material flows, but also to forecast them – and thus cushion bottlenecks before the construction site comes to a standstill. It sounds like magic, but at its core it is the consistent digitalization of an age-old problem: the eternal uncertainty of when which material will actually be available and in what quantity.

In Germany, Austria and Switzerland, the topic of AI-based resource planning is still in its infancy, but is becoming increasingly relevant. While large companies such as STRABAG and PORR are running their first pilot projects, many SMEs remain skeptical. The leap from the classic supplier list to data-driven resource management seems too great. But the economic constraints are brutal: those who do not procure materials on time lose tenders, have to explain additional costs or risk contractual penalties. The lesson of recent years: if you don’t plan, you lose. And if you plan wrong, you lose even more.

An international comparison shows how explosive the topic is. In China and the USA, AI systems have long been used to monitor supply chains in real time and identify alternative sources of supply at lightning speed. Europe is lagging behind – not for lack of technology, but for fear of losing control. Pressure is growing from both sides: Clients are demanding reliable project processes, while manufacturers are struggling with raw material prices and fluctuating production capacities. The new maxim: if you’re not planning digitally, you’re planning blindfolded.

Material shortages are no longer an operational risk, but a problem for society as a whole. When construction sites come to a standstill, infrastructure projects are delayed, homes are not completed and climate targets are pushed into the distance. Politicians are calling for resilience, the industry is looking for tools – and AI-supported resource planning seems to be the Swiss army knife of the future. But how does it really work? And how much substance is behind the hype?

The answer begins with a bitter realization: materials markets are volatile, non-transparent and susceptible to disruptions of all kinds. Whether it’s the Suez Canal blockade, forest fires in Canada or a trade war – any external shock can cause supply chains to falter. Conventional planning tools cannot cope with this speed. Artificial intelligence promises to tame this complexity – with algorithms that calculate faster, connect better and look further ahead than any human.

How AI controls the flow of materials: from forecasting to real-time control

Artificial intelligence in materials management is not an end in itself. It lives from data – and from interpreting this data in a meaningful way. The classic process: sensors and digital interfaces collect information on stock levels, delivery times, construction site progress, weather data and market developments. This data is fed into a central system in real time, which uses machine learning to derive forecasts: When will material become scarce? Where are bottlenecks imminent? What alternatives are available? And at what price?

The real innovation lies in networking. While each construction site used to run its own small logistics operation, AI-based systems allow for higher-level resource planning – across projects, across companies, ideally even across industries. The aim is to use materials where they are most urgently needed, optimize delivery routes, reduce storage costs and automatically execute emergency plans before shortages become acute. Sounds like science fiction, but it has long been tested in pilot projects.

In practice, this means that an algorithm recognizes that a supplier of insulation materials is having problems – and automatically recommends alternative sources of supply, adjusts the construction processes and communicates changes to all parties involved in real time. This opens up new scope for planners and site managers, but also new dependencies. Those who do not understand the algorithms or trust them blindly risk making the wrong decisions. The new skill: data competence. Without it, the architect quickly becomes an extra in their own project.

Digitalization and artificial intelligence are shifting the balance of power. Suppliers are becoming data sources, construction sites are becoming sensor fields, planners are becoming data curators. Bare numbers are replacing gut instinct – and that leads to friction. Not every construction professional wants to let an algorithm look at their cards. But those who refuse run the risk of being left behind by the competition. The future of materials management is digital – and it is uncompromisingly fast.

Data quality remains a key problem. Poor or incomplete data leads to poor forecasts. Standards, interfaces and a new culture of transparency are needed here. Anyone who hoards or manipulates data not only jeopardizes their own project, but the entire system. The big challenge: creating trust without surrendering to the black box of algorithms. This requires technical expertise, but also a new ethic in the industry.

Sustainability and decarbonization: AI as a beacon of hope or a revenant of the old problem?

The greatest hope of AI-based material planning is its potential for greater sustainability. If construction sites are supplied more efficiently, emissions fall, waste is reduced and resources are conserved. Sounds good – but the reality is contradictory. Algorithms optimize according to data, not according to ethical principles. If the cheapest supplier is located on the other side of the world, the CO₂ account is quickly debited. Sustainability must be written into the algorithms, otherwise it will remain lip service.

Awareness of this issue is growing in Germany, Austria and Switzerland. Public clients are increasingly demanding proof of sustainability, certifications and ecological indicators. AI systems have to map these requirements – and deliver real added value here: they can automatically calculate life cycle analyses, simulate material cycles and suggest alternative building materials. Ideally, every kilo of material used would become part of a closed cycle. The reality is still a long way from this – but the path has been mapped out.

The danger: greenwashing through algorithms. When sustainability becomes one of many parameters, economic targets are often the deciding factor. The algorithm then chooses the cheapest instead of the most ecological option. Clear rules, transparency and a new form of governance are needed here. Building owners and planners are required to set ethical guidelines and critically scrutinize the systems. Those who fail to do so risk the credibility of their own sustainability strategy.

The technical challenges are enormous. It is not enough to calculate life cycle assessments – they must also be available and comparable in real time. This requires new software systems, open data platforms and cooperation between all players along the value chain. Exciting approaches are emerging here, particularly in Switzerland and Austria: From digital building material passports to blockchain-based material registers. The future is networked – but also fragmented.

An international comparison shows that those who see sustainability as a driver of innovation will benefit from AI. Those who see it as a chore will be overrun by the algorithms. AI-based resource planning is not a panacea – but it is the sharpest tool the industry has ever had. The only question is who can handle it.

New job profiles, old fears: how AI is changing construction and planning

The introduction of AI-based resource planning is not just a technical revolution, but above all a cultural one. For architects, construction managers and project developers, it means a radical change of perspective: from creative designer to data-driven decision-maker. The traditional distinction between planning and execution is becoming blurred because material availability is becoming an integral part of every design. Anyone planning a building today needs to know whether the desired material is available at all – and at what price.

This is fundamentally changing the role of planners. Instead of writing wish lists, they are becoming scenario architects: What to do if the price of steel explodes? What alternatives are there if the timber fails? How can designs be flexibly adapted to changing materials? AI systems provide the tools here – but they do not replace the judgment and experience of the professional. The new art is to use algorithms without becoming a vicarious agent of digital black boxes.

The greatest resistance does not come from the technology, but from people’s minds. Many construction professionals fear the loss of control, the devaluation of their experience and the total transparency of their decisions. Change is uncomfortable, but inevitable. Those who see AI as a threat will be left behind. Those who see it as an opportunity can develop new business models, realize innovative designs and strengthen their own resilience.

However, education is still lagging behind developments. Data skills, AI methodology and digital materials management are only slowly becoming a topic at universities. Practice is running away, teaching is lagging behind – a familiar pattern. The industry therefore not only needs new technologies, but also a new generation of construction professionals who can read, interpret and critically scrutinize data. The future belongs to hybrid thinkers.

New job profiles are emerging on the horizon: material data managers, AI consultants, digital resource planners. Those who join now can shape the industry – and perhaps even save its reputation. Because one thing is clear: planners who don’t have a handle on material shortages will become the driven ones. Those who manage it become the pacesetters.

Criticism and vision: between data utopia and digital loss of control

As promising as AI-based resource planning sounds, the risks are just as great. Algorithms are only as good as their data – and data in the construction industry is notoriously patchy, inconsistent and difficult to compare. The risk of incorrect forecasts, market distortions and algorithmic bias is real. If an AI system favors suppliers because it has been trained on historical data, this can distort competition and block innovation. The black box threatens to become a power entity – without democratic control.

Another problem: sovereignty over the data. Who controls the systems? The software providers? The developers? The state? Or ultimately global digital corporations that dominate the market? The industry is facing a showdown. Open standards, transparent algorithms and independent control are urgently needed. Otherwise, there is a threat of commercialization and monopolization of the entire materials industry – with incalculable consequences for SMEs, skilled trades and local innovations.

The visionaries see AI-supported resource planning as an opportunity for a genuine circular economy. If material flows are controlled transparently and in real time, waste could be minimized, reuse maximized and raw materials conserved. The reality is still a long way off. There are too many vested interests, too little trust and too much fear of losing control. The road to data utopia is rocky – but there is no way around AI.

International pioneers are showing that there is another way. In Scandinavia, the USA and China, open data platforms are being tested on which all players – from suppliers to recycling companies – share material flows in real time. The advantages are obvious: more resilience, more innovation, less waste. But the price is high: total transparency, less scope for intransparency and informal agreements. The industry has to decide what it wants.

At the end of the day, there is the old question of the relationship between man and machine. AI can provide forecasts, point out alternatives and minimize risks. But it does not take responsibility away from the professionals. Those who use the systems blindly risk losing digital control. Those who integrate them cleverly can make construction more sustainable, efficient and resilient. The future is open – and it will be shaped by those who are prepared to leave their comfort zone.

Conclusion: Algorithm beats gut feeling – but only with understanding

AI-calculated material shortages and real-time resource planning are not hype, but the logical response to an industry in permanent crisis mode. They offer enormous opportunities for efficiency, sustainability and resilience – but only if they are used transparently, critically and responsibly. The construction world is at a crossroads: those who refuse to embrace digitalization will be left behind. Those who use it wisely can reinvent the industry. Ultimately, the algorithm is not a substitute for experience, but its sharpest tool. The trick will be to combine the two – and to defuse tomorrow’s material crises today.

21.02.2025

Society

Shared mobility: how digital platforms are redefining public transport

Building design

Traffic

Shared mobility is becoming increasingly important in the modern city: digital platforms enable residents to use vehicles such as car-sharing cars, e-scooters and bicycles quickly and flexibly. These solutions relieve the burden on cities and contribute to sustainable urban mobility. Matthew Archuleta | Unsplash

Cities today face major challenges when it comes to mobility. Private transport leads to traffic jams, air pollution and land consumption. Shared mobility offers a solution that relies on the shared use of vehicles and thus relieves both the environment and the roads. Digital platforms and apps allow people to use vehicles flexibly without having to own a car. These new mobility models are not only an environmentally friendly alternative, but also an important step towards a more sustainable and liveable city. […]

Fun fact: According to a study by McKinsey, shared mobility solutions could reduce the need for private cars in cities by up to 30% by 2030.

Shared mobility is based on a combination of several technologies that work together seamlessly to provide users with a simple and convenient experience.

Digital platforms

Digital platforms such as Uber, Lyft, Free Now and Share Now connect users and vehicles in real time. These platforms offer features such as booking, payment and route optimization that allow users to use a vehicle immediately and without much effort.

Internet of Things (IoT)

The IoT is an integral part of shared mobility. Vehicles are often equipped with GPS and sensors that report their location and status in real time. This data helps to optimize operations by providing information on availability, maintenance and routes.

Mobile apps

Mobile apps are the main tool through which users access shared mobility services. They enable the booking of rides, payment and provide access to information such as the location of the next available vehicle and estimated arrival times.

Practical example: In Amsterdam, the car-sharing company Share Now uses a platform that provides real-time information on available vehicles and allows users to unlock the cars via an app.

Shared mobility comprises various models that are tailored to the different needs of users.

Car sharing

Car sharing enables users to rent a car for short periods of time. Models such as station-based car sharing (e.g. Zipcar) and free-floating car sharing (e.g. Share Now) offer flexibility and reduce the need for private car ownership.

Bike sharing

Bike sharing systems offer an environmentally friendly alternative for short distances. Users can find and use bikes at special stations or via GPS using an app. This promotes healthy, emission-free mobility.

Ridesharing and ride-hailing

Ridesharing (e.g. BlaBlaCar) and ride-hailing (e.g. Uber) offer users the opportunity to share journeys or order a vehicle with a driver. This optimizes traffic flow and reduces environmental pollution.

Scooter sharing

Electric scooters, which can be rented via an app, have established themselves as a popular option for short journeys. They are space-saving and emission-free and complement other means of transportation in the urban environment.

Practical example: Lime offers scooter sharing in many cities around the world and is a practical solution for the so-called “last mile”, which is often difficult to cover with public transport.

Shared mobility offers numerous advantages that have a positive impact on cities, the environment and users.

Reduction of emissions

As fewer people own their own car, the number of vehicles on the roads is reduced. Shared mobility promotes the use of electric and low-emission vehicles and thus helps to reduce CO₂ emissions.

Less traffic and congestion

When people share vehicles, traffic is reduced. Fewer vehicles on the roads means less congestion, better air quality and an overall more pleasant urban environment.

Lower costs for users

Shared mobility is often cheaper than owning a car, as users only pay for what they actually use. Maintenance, insurance and other fixed costs are eliminated.

Flexible mobility

Shared mobility models offer users a flexible and convenient way to get around without having to worry about finding a parking space or vehicle maintenance.

Expert opinion: According to a study by Deloitte, 55% of millennials prefer shared mobility solutions to owning their own car as they offer flexibility and cost efficiency.

Despite its advantages, shared mobility faces various challenges that need to be overcome.

Infrastructure and space requirements

Shared mobility requires special parking spaces and parking areas for bicycles and scooters, which can lead to conflicts in public spaces. Cities need to provide space for these vehicles without interfering with pedestrian traffic.

Safety concerns

Scooters and bikes can pose a safety risk, especially in busy areas. Accidents and lack of helmet use are common problems that jeopardize the safety of users.

Legal and regulatory issues

The regulation of shared mobility services is complex and varies from city to city. Providers must adhere to local regulations, which can increase operating costs and limit availability.

User acceptance and habits

Although shared mobility offers many advantages, some people still prefer to own their own car. It takes time and education to increase the acceptance of shared mobility solutions.

Example: In San Francisco, the rapid growth of scooter sharing has led to problems with poorly parked scooters on sidewalks, resulting in complaints from citizens and the need for stricter regulations.

Amsterdam: Car sharing integration with public transport

In Amsterdam, car sharing providers work closely with public transport to offer integrated mobility solutions. Users can use car-sharing vehicles as a supplement to public transport and thus increase flexibility.

San Francisco: Scooter sharing

San Francisco has successfully integrated scooter sharing and introduced strict regulations to ensure that the vehicles are parked properly and the safety of users is guaranteed.

Copenhagen: Bikesharing

Copenhagen, known as a bike-friendly city, has developed a comprehensive bike-sharing program that is used by locals and tourists alike. This has reduced the use of cars in the city center.

The future of shared mobility will be shaped by the integration of new technologies and business models.

Autonomous driving: Autonomous vehicles could make shared mobility even more efficient and safer as they are continuously available and can move autonomously.
Artificial intelligence (AI): AI can help to better manage traffic flows and vehicle availability in order to maximize efficiency and adapt the service to the needs of users.
Mobility as a Service (MaaS): MaaS platforms combine different modes of transportation in a single app that integrates all mobility services from public transport to car sharing and offers a seamless user experience.
Sustainability and electric drives: The introduction of electric shared mobility vehicles will help reduce emissions and improve air quality in cities.

Future outlook: A pilot project in Helsinki is testing autonomous, electric car sharing vehicles that can be booked via a MaaS app and offer users a complete, sustainable mobility solution.

Shared mobility is fundamentally changing the way people travel in cities. Through the use of digital platforms and innovative business models, it offers a sustainable alternative to private car ownership and contributes to solving urban challenges. Despite the challenges, particularly in terms of infrastructure and user acceptance, it is clear that shared mobility has the potential to make urban mobility more efficient, environmentally friendly and flexible.

Concluding thought: Shared mobility is more than just a technology – it is a vision for sustainable mobility that conserves resources and creates quality of life. If cities and providers work together, shared mobility could become an essential part of urban life in the future.

22.11.2024

National Arena Bucharest – Stadiums of the European Championship 2021

Building design

If you take a closer look at the national arena in the Romanian capital Bucharest, you are instinctively reminded of a Bundesliga stadium. This is no coincidence, as the roots of the arena lie in Germany. The Romanian national arena in Bucharest has German genes: the 55,000-seat soccer stadium was designed by Hamburg architects Gerkan, Marg […]

The Romanian national arena in Bucharest has German genes: the 55,000-seat soccer stadium was designed by Hamburg architects Gerkan, Marg & Partner (gmp), the structural design was carried out by the engineering firms Schlaich Bergermann & Partner from Stuttgart and Krebs und Kiefer from Karlsruhe, and the general contractor was the construction company Max Bögl from Sengenthal in the Upper Palatinate.

Although it is a soccer stadium, the building is named after a female discus thrower: Lia Manoliu won the gold medal at the 1968 Olympic Games in Mexico City. However, the stadium is now known exclusively as the “Arena Națională”, i.e. the “National Arena”. The new building was named after Lia Manoliu after its predecessor, the “Stadionul Național Lia Manoliu”, the old national stadium. It previously stood on the same site and was demolished in 2008.

Unlike the arena, it was a multi-purpose stadium. Its stands were not covered and the athletics facilities were located between the pitch and the stands. This meant that at the beginning of the millennium it no longer met the requirements for a venue for international soccer matches. In 2006, Max Bögl won the tender for the construction of the new national arena – which, however, had been planned quite differently at the time. However, the German company submitted an alternative project to the client, the city of Bucharest, which was much simpler and cheaper to build.

The National Arena bears unmistakable similarities to Frankfurt’s Waldstadion. This is no coincidence: the same team of general contractors, architects and engineers built the stadium on the Main between 2002 and 2005. The closable membrane roof in particular is almost a one-to-one replica of the construction in Frankfurt. As there, the roof is located in the large video cube above the pitch when folded up. It extends within 15 minutes when required. It then spans the area between the grandstand roofs. The stand roofs themselves are supported by a so-called pressure ring, which towers over the stadium like a crown. The ring rests on 40 steel pillars, which sit on the concrete construction of the grandstand ring.

The stands have two tiers. The architects designed the spectator area with seating shells in different shades of red, blue and yellow, the national colors of Romania. On the outside of the stadium, the verticality of the concrete columns supporting the stands defines the appearance of the building. The grassy embankment on which the arena stands is still a relic of the old national stadium. It mediates between the new building and the historic sports park that surrounds it. Large steps lead up the rampart. They make a visit to the National Arena a bit of a pilgrimage.

Find out more about the National Stadium Budapest. Here you can find an overview of the EURO 2021 stadiums.