Team Air Distributing Brings AI Agents to Everyday Work—and Saves 2,000 Hours a Year

For Team Air Distributing, the path to useful AI started with a practical question: Where does work create the most friction for employees?

The answer lay in everyday tasks such as finding inventory across locations and checking customer credit information. Employees could spend 15 to 20 minutes searching for answers or calling branches. Team Air introduced AI agents in Infor Velocity Suite to surface that information in about 60 seconds.

The goal wasn’t to add AI for its own sake. Team Air focused on tasks employees already found time-consuming, making the tools useful in the flow of their work. Because employees were already using Infor’s ERP, they could ask questions through a chatbot alongside their usual workflows rather than learning a separate application.

That approach reflects a key lesson from the project: technology adoption depends on the user experience. While connecting systems on the back end took work, Team Air judged success by whether employees adopted the tools, used them, and trusted them—not simply by whether the technology was deployed.

Measuring the impact

Team Air established outcome targets before implementation. Its invoice-processing automation was expected to reach 60% to 70%; the team reported reaching 75% and saving more than 2,000 hours annually. The time freed up can go toward customer support and more complex work, rather than manually reviewing, coding, and reconciling invoices.

Process mining in Infor Velocity Suite also helps the team compare workflows before and after implementation, examining time savings and error rates to understand where automation is making a difference.

For broader questions, Team Air also built a guarded connection to Claude Haiku behind the scenes, allowing employees to ask questions beyond the agents’ more focused use cases.

What comes next

Team Air plans to keep exploring process mining and identify additional high-friction work to automate. After focusing on accounts payable and receivable, the team is looking at purchasing and procure-to-pay processes—areas where automation could reduce manual work and give employees more time for supplier negotiations.

The guiding principle remains straightforward: find where the pain is, then make the work easier for employees—and, in turn, improve the experience for customers.