Auto Supply Chain Prophets: Recent Episodes

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Quoting might sound like routine paperwork, but in today’s automotive supply chain, it’s becoming one of the biggest pressure points.

Behind every new program sits an RFQ process that’s overworked, outdated, and dangerously dependent on a few people who know how to make it run.

That’s where Ted Mabley, Director at UHY and co-author of a new white paper with the Center for Automotive Research (CAR), steps in. His study compares how suppliers manage RFQs today versus in 2002, and the numbers tell the story.

The average supplier now handles approximately 800 RFQs per year, up from 495 two decades ago; yet, the tools and processes remain largely the same. Most companies are still managing quotes through emails, spreadsheets, and manual coordination, leaving room for costly errors and missed opportunities.

Ted explains that while technology in other areas has advanced, the RFQ process is stuck. It relies heavily on “sticky knowledge,” the experience locked inside a handful of veterans who know which levers to pull and whom to call.

As those experts retire, companies are left scrambling without proper succession or mentoring plans in place. The result is confusion, inconsistent data, and at times, quotes submitted with zero profit margins.

Some suppliers are making progress by utilizing supplier relationship management tools to track and compare quotes; however, Ted notes that the gap between leaders and laggards remains wide. The bigger issue, he adds, is cultural. Siloed departments, poor communication, and a lack of accountability slow everything down.

Ted believes the way forward starts with people, not technology. Building mentoring and training programs, or “farm clubs,” ensures new talent learns the process before stepping into key roles.

From there, automation and AI can take on repetitive tasks, such as comparing supplier data, reconciling quotes with production performance, and even auditing PPAP documentation. But the key isn’t just automation; it’s connecting people, process, and systems so data actually works for the business.

To fix the system, Ted recommends documenting every step of the RFQ process, identifying leaks and inefficiencies, and modernizing with lightweight digital tools that integrate existing data. He also calls on OEMs and suppliers to collaborate more closely, not just commercially, but to standardize and strengthen the systems that power their shared supply chain.

The message is clear: the RFQ process might seem routine paperwork, but it’s the foundation of every program launch. How suppliers manage it will determine their ability to compete and deliver in an industry that’s moving faster than ever.

Themes discussed in this episode:

• The growing complexity of the RFQ process and how it impacts supplier performance in automotive manufacturing
• How the lack of automation and standard systems slows down the quoting process for suppliers
• The problem of “sticky knowledge” and the risk of losing critical expertise as experienced employees retire
• Why mentoring and structured training programs are essential to preserving quoting knowledge in the supply chain
• The benefits of using supplier relationship management (SRM) tools to improve accuracy and speed in RFQ handling
• How siloed departments and disconnected systems cause costly errors in quote preparation and review
• The need for suppliers to document, analyze, and streamline their end-to-end RFQ workflow for better results
• How stronger collaboration between OEMs and suppliers can create a more consistent and efficient quoting process across the industry

Featured on this episode:

Name: Ted Mabley

Title: Director at UHY Consulting

About: Edward “Ted” Mabley has over 15 years of experience optimizing sales and business development operations, providing customer-specific solutions catering to a wide array of industries on a global scale. He works with OEMs, tier-one suppliers, and other manufacturing companies to create transparency in their cost process and develop vendor management programs to address relevant KPIs. His experience includes active cost management in accordance with enterprise product costing procedures, as well as developing strategic business roadmaps, product visions, and sales strategies.

Connect: LinkedIn

Mentioned in this episode:

• QAD Midwest User Group
• AIAG Quality Summit
• AIAG IMDS Compliance Conference
• Catena-X
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[04:33] Then and Now: Ted breaks down how the RFQ process has evolved since 2002, revealing that while quoting volumes have soared, automation and knowledge transfer haven’t kept up, leaving suppliers overwhelmed and understaffed.

[06:25] The Bottleneck Problem: Outdated tools and scattered systems are clogging the RFQ pipeline, leaving suppliers to chase quotes through emails, spreadsheets, and late-night calls.

[09:07] Keeping Knowledge Alive: As experienced experts retire, Ted explains why mentoring and hands-on training programs are key to passing on the skills needed to manage complex RFQs.

[10:53] Data Without Action: Even with all the right data inside their systems, many suppliers still rely on manual work, missing the chance to use automation and AI to make quoting faster and more accurate.

[14:22] Breaking the Silos: Siloed systems and limited visibility across departments make quoting harder than it needs to be, especially when key teams can’t access the data they need.

[15:36] Fixing What’s Broken: Ted outlines three steps to repair the RFQ process: invest in people, modernize with simple digital tools, and push OEMs and suppliers to work together on shared solutions.

[19:09] Managing the Unknowns: With constant shifts in volumes and programs, suppliers are learning to manage risk by planning smarter, staying flexible, and working closely with OEMs to adapt when assumptions fall apart.

[22:47] Protecting What Matters: Ted shares his goal for the white paper, encouraging OEMs and suppliers to use it as a starting point for real collaboration, stronger supplier councils, and better protection of critical knowledge across the industry.

[25:29] Where to Start: Ted shares two actions suppliers can take right now to strengthen their RFQ process: document every step to find gaps and start building a trained bench of new talent ready to take over.

Top Quotes:

[12:15] Ted: “If you take a look at this process, it really screams for some type of automation, 'cause the data's all in-house. I'm not going anywhere else. I own the BOM. I know what my cost structure is. I know how much it takes to make something right from a time point. I know my burden rates, both fixed and variable. So, all that stuff is there, right? It's just a matter of, in the Japanese manufacturing methodology, put the tools in front of the people so they can do their job, right? Really simple. Get it there.”

[15:06] Ted: “Everyone has to have a visibility into this process. And again, we found some companies are doing a very good job of getting that window open for everyone to be able to see. Others, you're absolutely right, it comes from this system which I don't have access to, 'cause I'm in purchasing and I can't get into this engineering system, or God forbid I have to get into the logistics system so I can put together a total landed cost, roles, responsibility, permissions. All of that really kind of falls apart, and just complicates the process.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Every strong supply chain starts with strong talent, and at Wayne State University, that’s exactly what’s being built. This episode takes listeners inside the General Motors and Wayne State Supply Chain Case Competition, where students from across the country step into real-world challenges and learn what it takes to lead the industry’s future.

The conversation opens with Lori Sisk from Wayne State University, who introduces the FAST Program (Future Advantage Supply Chain Training), a groundbreaking initiative designed to expose Detroit high school students to the world of supply chain management long before college.

Lori explains how the program combines classroom learning with hands-on experience, allowing students to graduate with a certificate in supply chain and a clearer path toward college or immediate industry work. She’s joined by two standout students from the program, Malik and Jeffrey, whose stories bring the program’s impact to life.

Jeffrey recalls how little he knew about supply chain before joining, but after a summer internship with WF Whelan, he found himself fascinated by the behind-the-scenes logistics that keep goods moving.

Malik adds that what surprised him most was how many steps it takes to make something as simple as a roll of tissue. He says that getting hands-on at each stage gave him a new appreciation for the complexity and teamwork involved in manufacturing. Both now see supply chain not just as a career option, but as a field full of opportunity and purpose.

Then comes Chris, a graduate of the Automotive Supply Chain Immersion Program (ASCIP), a 20-week course co-led by AIAG and Wayne State. For him, the program went far beyond the classroom. It provided him with direct access to industry leaders, real-world learning experiences, and a network of mentors who helped him view the supply chain from an entirely new perspective.

The focus shifts to the General Motors and Wayne State Supply Chain Case Competition itself, with GM’s Bill Hurles and Dave Leich. They recount how the program began in 2011, shortly after GM’s bankruptcy, as a way to strengthen the industry’s talent pipeline. What started as a small idea has now evolved into a global event, drawing universities from across North America, Mexico, and beyond.

Student competitors Danielle Griffin and Daniel Kuzniar then share their perspective on tackling this year’s case, focused on EV adapter sourcing for GM’s Factory Zero. They explain how teamwork, diverse expertise, and late-night preparation sessions helped them stay composed under pressure.

Finally, Lori Sisk and GM’s Christina Meredith take listeners behind the scenes of organizing the event. From coordinating sponsors to creating an unforgettable Detroit experience, their shared goal is clear: showcase the city, connect students to industry, and grow the future of manufacturing talent.

Themes discussed in this episode:

• The FAST Program’s role in introducing Detroit high school students to real-world supply chain experience
• The role of Wayne State University in developing the next generation of supply chain professionals
• How partnerships between universities and industry leaders like GM strengthen the talent pipeline
• The value of the AIAG–Wayne State Automotive Supply Chain Immersion Program in advancing professional growth
• How case competitions prepare students to solve real industry challenges with creativity and collaboration
• How industry-university partnerships help Detroit remain a global hub for supply chain education and manufacturing growth
• The case competition’s lasting impact on students, sponsors, and educators as they collaborate to strengthen the supply chain community

Featured guests:

Name: Lori Sisk

Title: Assistant Professor, Wayne State University

Discussed: [01:14] Talks about launching the FAST Program (Future Advantage Supply Chain Training) to introduce Detroit high school students to supply chain careers through real-world learning and industry exposure.

Name: Malik and Jeffrey

Title: FAST Program Students, Southeastern High School

Discussed: [02:25] Describe how the program helped them understand how products move, how teamwork drives operations, and how their internship experience at WF Whelan inspired them to pursue careers in supply chain.

Name: Chris Rochon

Title: Student, AIAG–Wayne State Automotive Supply Chain Immersion Program (ASCIP)

Discussed: [07:53] Shares how the 20-week immersion program deepened his understanding of real supply chain challenges and gave him access to industry leaders who shaped his professional growth.

Name: Bill Hurles and Dave Leich

Title: Former Executive Director of Supply Chain and Executive Director, Supply Chain, General Motors

Discussed: [11:39] Explain how the GM & Wayne State Case Competition began in 2011 and how it continues to challenge students to solve real GM supply chain problems through creativity, collaboration, and practical thinking.

Name: Danielle Griffin and Daniel Kuzniar

Title: Students, Wayne State University

Discussed: [21:16] Talk about competing in this year’s case focused on sourcing EV adapters for GM’s Factory Zero. They share how teamwork, time management, and confidence helped them deliver under pressure.

Name: Lori Sisk and Christina Meredith

Title: Event Organizers, Wayne State University and General Motors

Discussed: [00:00] Detail how the competition comes together each year, from securing sponsors and writing cases to creating a world-class student experience that highlights Detroit’s role in developing future industry leaders.

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Logistics doesn’t always get the attention it deserves in the automotive world. Yet a wealth of knowledge is sitting inside 3PLs; companies that don’t just move parts but keep the entire system running.

That’s why she brings in Jeff Kosloski, Vice President of Supply Chain Operations for Automotive, Aerospace, and Industrial at Ryder, to talk about what a modern 3PL really does.

Jeff explains that Ryder handles everything from transportation and warehousing to sequencing, line-side delivery, and industrial engineering support. It’s not just outsourcing; it’s about helping manufacturers design better, leaner supply chains.

He describes how Ryder has invested more than $1.7 billion in automation and AI over the past several years, exploring robotics, data tools, and new tech through its venture fund, Ryder Ventures, to keep up with the rising cost and complexity of manufacturing.

But behind those investments is a simple truth: change is constant. Short-term uncertainty keeps logistics teams on their toes, while automation and AI are the biggest long-term disruptors, Jeff says.

The challenge in automotive is standardization: every part, container, and process looks different, so implementing automation requires more creativity. Ryder’s engineering teams constantly test new robotics and warehouse systems to meet that challenge.

Jim asks how Ryder manages efficiency when the environment keeps shifting. Jeff says flexibility is key. They move with customers as priorities change while focusing on improvement across the supply chain.

That leads to the heart of the episode: collaboration. Jeff says the best partnerships are built on trust and open communication. His ideal scenario? A meeting where you can’t tell who the customer is and who the 3PL is, and everyone is rowing in the same direction.

On the subject of AI, Jeff is clear: it’s no longer hype. Ryder uses it to forecast problems, improve routing, and make faster decisions. But people remain central to the work. That’s why Ryder focuses on growing new talent through leadership programs that expose young professionals to every side of logistics while building their technical and people skills.

When asked what skills matter most for the future, Jeff doesn’t hesitate: digital fluency and critical thinking. Leaders need to understand AI tools firsthand and learn how to apply them in real operations. He admits he’s learning it himself because ignoring it isn’t an option anymore.

When asked what advice he’d give to supply chain leaders facing constant disruption, Jeff says the speed of change has never been faster, so don’t chase every new idea or wait for perfection.

Surround yourself with smart people, embrace the unknown, and give your team the freedom to innovate. Mistakes will happen, but staying still is worse.

Themes discussed in this episode:

• The evolving role of 3PLs as strategic partners driving efficiency in automotive supply chains
• How Ryder integrates automation and AI to enhance logistics performance and reduce operational costs
• The challenges of applying automation in automotive logistics where parts and packaging lack standardization
• The power of collaboration and trust between OEMs and 3PLs in achieving long-term supply chain success
• How shared goals and transparent communication strengthen partnerships between manufacturers and logistics providers
• The growing impact of AI and predictive analytics on real-time logistics planning and decision-making
• How Ryder’s leadership development programs prepare the next generation of logistics professionals through hands-on experience
• Why embracing change, learning new technology, and empowering teams are key to staying competitive in a fast-moving supply chain industry

Featured on this episode

Name: Jeff Kosloski

Title: Vice President, Supply Chain Operations - Automotive & Industrial at Ryder Supply Chain Solutions

About: Jeff is the Vice President of Supply Chain Operations at Ryder Supply Chain Solutions, where he oversees North American logistics operations across the automotive, aerospace, and industrial sectors. With more than 30 years of experience at Ryder, Jeff has built deep expertise in global logistics planning, industrial engineering, procurement, and transportation management. His career includes leading complex customer implementations, standardizing business processes across regions, and developing tailored solutions for automotive supply chains.

Connect: LinkedIn

Mentioned in this episode:

• Champions of Manufacturing Customer Conference
• AIAG Quality Summit
• Catalyst NYC 2025
• RyderVentures

Episode Highlights:

[04:07] Beyond Trucks and Warehouses: Jeff breaks down what a 3PL really does, revealing how Ryder’s work goes far beyond moving freight — from managing transportation networks to supporting manufacturing and improving supply chain efficiency.

[05:21] Automation in Motion: Jeff shares how automation and AI are transforming logistics, explaining how Ryder is investing over $1.7 billion in robotics and technology to meet customer demands and stay ahead of rising industry complexity.

[08:17] Flexibility Is the Strategy: In a world of constant change, Ryder keeps supply chains moving by staying agile, adjusting plans as customer needs shift, and finding new ways to drive improvement even when the market is unpredictable.

[09:30] Riding the Tariff Waves: When tariffs trigger sudden demand spikes, Ryder tackles them with creative solutions using shared warehouse space, cross-border facilities, and strong partnerships to keep customers ahead of disruption.

[10:43] Collaboration Over Transactions: True partnerships, Jeff says, aren’t built on price tags or contracts but on trust, open communication, and shared goals where both sides challenge each other, solve problems together, and move as one unified team.

[16:47] AI Takes the Wheel: AI isn’t hype anymore; Jeff explains how Ryder uses both generative and predictive AI to forecast problems, streamline work, and give logistics teams the tools to make faster, smarter decisions.

[19:18] Building Tomorrow’s Leaders: Ryder invests in the next generation through hands-on leadership programs and a culture that helps young professionals grow, stay inspired, and build lasting careers in supply chain.

[23:03] Digital Fluency First: Today’s must-have is digital fluency with strong critical thinking, built by learning generative AI hands-on—from prompt basics to applying it in real operations.

[25:41] Embrace the Unknown: Change in the supply chain is accelerating, and Jeff’s advice is clear: stop chasing shiny tools, stay curious, surround yourself with smart people, and give your team the freedom to learn and innovate.

Top Quotes:

[07:04] Jeff: “ It's more challenging to develop solutions, but the reality is we'd better figure out how to do it, because like I said, our customers are asking.I think there's an increasing application of automation needed if companies wanna provide more efficient and competitive solutions for our customers. With electrification and increased technologies in vehicles, their costs are increasing. So, manufacturers really need, you know, 3PLs to come in with a lower cost solution to offset those.”

[12:48] Jeff: “I think all strong partnerships, whether it be a business relationship or a personal relationship. Every now and then, you need a little spirited debate to get to the best solution. So, you know, I think that has to happen. And one of the barometers for me is when I participate in quarterly business reviews or strategic business reviews, the customer is me walking into the room and not being able to tell who's wearing what Jersey. Is it the customer that's talking? Is it someone on my team talking? And that's, I think, that's true collaboration.”

[18:29] Jeff: “AIs in logistics are no longer just the hype. I think it's more of a strategic imperative or strategic initiative, maybe in any company that's serious in supply chain, about driving efficiency, building resilience, and providing customer satisfaction. You gotta get on the AI train, 'cause it's leaving the station for sure.”

[26:57] Jeff: “Don’t be afraid to fail because of what you don't know. Surround yourself with people who are smarter than you. Get uncomfortable, embrace change, and leverage your team to drive the innovation. Kind of give your team that freedom to dream. Provide a framework to help control risks because I mean, there are some risks with new technologies, whether it be data risks or operational risks, that type of thing. But really engage and embrace that change.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

This episode, recorded live at the QAD Midwest Users Conference, brings together voices shaping the future of automotive supply chains. Hosts Jan Griffiths, Terry Onica, and Jim Liegghio sat down with leaders across the supply chain to explore the future of manufacturing, technology, and collaboration.

French Williams from Royal Technologies began by sharing how his company approaches automation. Rooted in a culture of “better tomorrow than today,” Royal has built a model where IT and supply chain work hand in hand, co-developing solutions that allow the company to scale and respond to customer needs.

Autokiniton’s Andy Amstuz takes the mic next. As VP of IT and president of the Midwest User Group, he explains why user groups matter. The community becomes a lifeline when challenges hit.

Autokiniton already puts real-time performance data in front of operators at every work center, proof that frontline visibility drives better decisions.

Fresh off his keynote, QAD’s new CEO, Sanjay Brahmawar, outlined his vision for ERP as a “system of action” rather than a “system of record.” He introduced QAD’s Champion AI, designed to reduce mundane work, tackle complex challenges like inventory costs, and accelerate implementations through “Champion Pace.”

For Sanjay, culture is as critical as technology. He points to Redzone’s track record — 26% productivity gains, 81% more engagement, and 35% lower attrition — as proof that empowering shop-floor teams changes the game.

Andrea Hyska and Jon Smith of Lacks Enterprises brought the conversation down to the plant level, sharing how their IT teams succeed by staying connected to the business.

From extending QMS capabilities to implementing shop floor applications, they credit a collaborative culture and hands-on leadership with making automation practical and effective.

AIAG’s Fred Coe closes with where data exchange is heading. EDI is not going away, but APIs and Catena-X will complement it, which makes standardization and supplier voices at the table urgent. He reminds listeners that shaping the future requires participation, not waiting for others to decide the direction.

By the end of the conference, a clear theme had emerged: culture drives adoption, community accelerates learning, and technology is only effective when people are fully engaged.

At this conference, the future of automotive supply chains didn’t feel theoretical; it felt like it was already being built, one conversation at a time.

Themes discussed in this episode:

• The role of company culture in driving collaboration between IT, supply chain, and operations
• How automation helps tier two suppliers like Royal Technologies scale effectively and serve customers better
• The value of peer networks and user groups in supporting manufacturers through industry volatility
• Why empowering frontline workers with real-time production data strengthens decision-making on the shop floor
• The shift from ERP as a “system of record” to ERP as a “system of action” under QAD’s Champion AI vision
• Why Lacks Enterprises prioritizes teamwork and floor-level engagement to ensure technology projects succeed
• The growing importance of APIs and Catena-X in shaping the future of EDI and supply chain data exchange
• The risk suppliers face if they fail to engage in setting industry standards for connectivity and collaboration

Featured guests:

Name: French Williams

Title: Director of IT at Royal Technologies Corp.

Discussed: [01:27] French shared how Royal Technologies approaches automation with purpose. Guided by the mission “better tomorrow than today,” the company uses collaboration between IT and supply chain to scale effectively, serve customers better, and stay ahead of change through partnerships with QAD and AIAG.

Name: Andrew Amstutz

Title: Vice President, Information Technology at Autokiniton

Discussed: [09:50] Andy talked about the value of user groups, the challenges of volatility and rising demands in the industry, and how Autokiniton empowers its frontline workers with real-time data to stay ahead.

Name: Sanjay Brahmawar

Title: CEO of QAD

Discussed: [17:21] Sanjay laid out his vision for QAD, introducing Champion AI to cut routine work, lower inventory costs, and speed ERP activation to 90 days, while stressing that culture and speed matter as much as technology.

Name: Andrea Hyska

Title: Applications Manager at Lacks Enterprises

Name: Jon Smith

Title: Director of IT at Lacks Enterprises

Discussed: [32:19] Andrea and Jon explained how Lacks Enterprises keeps IT close to the business by meeting people where they work, breaking silos, and driving projects like QMS extensions and shop floor apps that actually fit daily operations.

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group

Discussed: [38:10] Fred returned to talk about the future of EDI, APIs, and Catena X, noting both excitement and caution among suppliers. He stressed the urgent need for standardization and encouraged every tier to get involved.

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The automotive industry is famous for its tough negotiations—OEMs squeezing suppliers, suppliers passing the pressure down the line. For decades, that approach was seen as a strength. But what if it’s actually holding the industry back?

In this episode of the Auto Supply Chain Prophets Podcast, Jan Griffiths and co-host Terry Onica welcome Kate Vitasek, leading authority on collaborative business models and creator of the Vested framework.

Kate has spent nearly 25 years proving that companies don’t have to settle for win-lose deals. Instead, they can build partnerships where both sides succeed.

Kate explains the mindset shift in simple terms. Negotiation means sitting across the table, each side fighting for its own interests. Collaboration means sitting on the same side, co-creating solutions.

She describes how even the most toxic relationships can be reset with the right process: aligning on outcomes, establishing trust, and piloting a new way of working one relationship at a time.

Data is another barrier. Too often, companies stall because they argue over whose numbers are right. Kate insists on one source of truth, even if it’s a simple spreadsheet. Agreement matters more than sophistication. Once both sides trust the data, they can move forward together instead of wasting time in conflict.

Jan presses on a key point: leadership may say the right things at the top, but when directives reach the buyer level, behaviors often revert to “beat up the supplier” mode. Kate acknowledges the challenge and stresses the need to equip frontline teams with new rules, incentives, and the authority to design better processes within clear guardrails.

Toward the end, Kate offers a direct challenge to automotive leaders: don’t send one person to learn the Vested model, send a team. Procurement, operations, and legal must be part of the process so contracts reflect collaboration instead of undoing it.

The episode closes with a reminder that real change won’t come from declarations or slogans. It will come from fixing one relationship at a time, with the right people in the room, the right metrics in place, and a mindset that values shared success over short-term wins.

Themes discussed in this episode:

• Why the traditional adversarial style of automotive negotiations is breaking down supplier relationships and creating long-term risk
• How OEM behavior sets the tone for the entire supply chain and directly influences tier one and tier two practices
• The Vested model as a proven framework for turning win-lose deals into win-win partnerships based on shared outcomes
• The five rules of Vested contracts and why starting with one strategic relationship helps companies pilot change effectively
• Case studies from healthcare, defense, and retail that demonstrate the impact of collaborative contracting
• How one source of truth in data eliminates arguments, builds trust, and enables transparent decision-making across companies
• How companies like IBM and Securitas redefined supplier agreements to create long-term strategic value

Featured on this episode:

Name: Kate Vitasek

Title: Global Authority on Collaborative Business Models and Architect of the Vested Methodology

About: Kate Vitasek is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what’s in it for me” to “what’s in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world experience from companies like P&G and Microsoft to show leaders how to build collaborative, innovative, and sustainable business relationships.

Connect: LinkedIn

Mentioned in this episode:

• Uniting Industry: How AIAG is Building Resilient Supply Chains Through Collaboration and Standardization with Tanya Bolden
• 2025 WRI Study results: Trust, transparency, and the new competitive edge
• What Is Vested?
• Compatibility and Trust Assessment
• How Walmart Canada Uses Blockchain to Solve Supply-Chain Challenges
• Collaborative Contracting Course
• AIAG Supply Chain Steering Committee

Episode Highlights:

[05:40] Win-Win by Design: The Vested approach shifts negotiations from adversaries across the table to partners working side by side toward shared success.

[07:10] Start Small, Think Big: Instead of trying to overhaul the entire supply chain, Kate urges leaders to test collaboration with one partner and prove the value of moving beyond traditional negotiations.

[08:26] From Win-Lose to Win-Win: By aligning on outcomes, building trust, and co-creating agreements, organizations move beyond promises of “win-win” to contracts that genuinely deliver shared success.

[11:42] Fixing Broken Incentives: Kate Vitasek explains how two-in-a-box deal teams and replacing purchase price variance with total cost of ownership can stop buyer-level behaviors from undermining collaboration.

[18:08] Data That Drives Decisions: From NASA rocket telemetry to Walmart’s blockchain trucking system, Kate Vitasek shows how real-time, shared data can cut waste, build trust, and reshape supply chains.

[21:25] One Source of Truth: Without a shared set of data, suppliers and customers end up arguing over whose numbers are, Kate explains how agreeing on a single source cuts conflict and builds trust.

[26:08] Bring the Right Team: Kate Vitasek urges leaders to stop sending individuals to fix collaboration and instead bring cross-functional teams — procurement, sales, operations, and even legal — to redesign relationships that truly create value.

Top Quotes:

[06:36] Kate: “When you actually stop negotiating and you use transparency and problem solving to co-create, magic starts to happen. Negotiation is ingrained, and especially the procurement people and the supply chain folks are used to getting their way. This term, this deal, this time, instead of how can we take a step back and lower the total cost of ownership for the system, for the supply chain, that we can share success and share those rewards from collaboration.”

[20:40] Kate: “Walmart, they took their ego out and said: You know what? There are over 250 data points in a transportation movement. The temperature, the fuel charges, you wouldn't think there's all this. And it was very inefficient in how they were working. And so, they built a blockchain with their carriers. So, they took one of the carriers, not all 80; they pulled out one, they had a neutral person who was a specialist in blockchain, and they said, “Let’s co-create a blockchain that will make how we collect data in transportation more effective.” They reduced freight claims 97%.”

[25:16] Kate: “We find that when you put smart people in a room and they're in a two-in-a-box, peer to peer, right? They design a better way of working. And that's what we call the vested way of working. Let the people design. So, if your system, and I use that word system, your institution, your policies, your processes, or maybe it is your actual IT systems, is holding you down, let the team decide a better way.”

[32:34] Kate: “You don't go out and change the culture by saying, 'I'm changing the culture." You go out and change the culture one relationship at a time.”

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The pace of change in automotive supply chains isn’t slowing down, and waiting for OEM direction is no longer an option.

Regulations, tariffs, sustainability requirements, and labor laws are reshaping the way suppliers operate, and the companies that act first are the ones that stay ahead.

That’s where AIAG comes in. In this episode, Tanya Bolden, VP of Supply Chain and Corporate Responsibility, walks through how her team is tackling the issues keeping suppliers up at night.

She starts with tariffs, a constant pressure point. AIAG is working with members to create common reporting templates that reduce confusion and repeated requests up and down the chain.

From there, the conversation moves to the Forced Labor Due Diligence Program, where six major OEMs are aligned. Tanya explains how global legislation drives the need for complete visibility, and what happens if companies fail to comply—such as seized shipments at the border, missed deadlines, and increased costs that ripple throughout the entire supply chain.

Sustainability is another focus. AIAG is expanding IMDS to include carbon footprint reporting at the part level, tying compliance to the lean principles already familiar to the industry.

Tanya also highlights AIAG’s role as the North American hub for Catena-X, giving suppliers new tools to connect and share data faster across tiers.

Training remains central too. With seasoned professionals retiring and new people entering the industry, AIAG offers over 50 programs to keep knowledge flowing and prepare the workforce for today’s challenges.

Tanya wraps up with a look at AIAG’s upcoming events and one reminder to every supply chain leader: Don’t try to take this on alone. Collaboration among OEMs, suppliers, and associations makes the industry stronger and better prepared for the future.

Themes discussed in this episode:

• The growing pressure on suppliers to act proactively instead of waiting for OEM direction
• How AIAG is streamlining tariff reporting with standardized templates across the supply chain
• Why the Forced Labor Due Diligence Program demands complete supply chain visibility to raw materials
• How six global OEMs are working with AIAG to align on compliance and industry standards
• The role of Catena-X in boosting supply chain connectivity, transparency, and data sharing
• How lean manufacturing principles support sustainability goals and help reduce carbon emissions
• The value of AIAG training programs in transferring knowledge and preparing the next generation of supply chain leaders
• How AIAG events and industry collaboration help suppliers adapt to new regulations and global requirements

Featured on this episode:

Name: Tanya Bolden

Title: Vice President of Supply Chain and Corporate Responsibility at Automotive Industry Action Group (AIAG)

About: Tanya Bolden is Vice President of Supply Chain and Corporate Responsibility at AIAG, where she leads initiatives that connect sustainability, compliance, and collaboration across the automotive industry. With more than 30 years of experience, she brings deep expertise in corporate responsibility, sustainability, community relations, and supply chain management.

Her work focuses on the issues that matter most today — from environmental stewardship and sustainability to global forced labor compliance and supply chain transparency. She is well-versed in navigating regulations such as the Uyghur Forced Labor Prevention Act (UFLPA), guiding companies in proving supply chain integrity and staying ahead of enforcement trends.

Connect: LinkedIn

Mentioned in this episode:

• Champions of Manufacturing Europe
• Forced Labor Due Diligence Program
• Catena-X
• AIAG International Material Data System (IMDS)
• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• AIAG IMDS, Product Compliance & Sustainability Conference
• AIAG North American Customs and Trade Town Hall
• AIAG Training Catalog

Episode Highlights:

[03:51] Proactive, Not Passive: Suppliers can no longer wait for OEM instructions; they need to establish their own policies and procedures to stay ahead of fast-moving regulations and customer expectations.

[08:50] Forced Labor in Focus: Global legislation is demanding full supply chain visibility, and AIAG is leading efforts to ensure companies can prove their goods are free from forced labor.

[11:00] When OEMs Don’t Align: Without a common approach to forced labor compliance, the industry faces chaos and inconsistent reporting standards.

[14:07] IMDS Uncovered: The International Material Data System, long used for material reporting, is now being expanded to address sustainability.

[15:21] Data Without Borders: By managing enormous amounts of supply chain data, Catena-X gives companies the transparency they need to meet strict global regulations.

[17:16] Passing Down Knowledge: With experienced supply chain professionals retiring, AIAG stresses the importance of structured training to capture decades of expertise and pass it on to new talent.

[19:45] AIAG Event Season: Tanya Bolden stresses the value of networking and promotes AIAG’s IMDS and Product Chemical Conference (Oct 8–10, Novi) and the Customs and Trade Town Hall (Nov 6, Detroit).

[21:44] Don’t Go It Alone: Tanya Bolden reminds leaders that some challenges can’t be solved in isolation, urging them to use AIAG and industry associations as safe spaces to collaborate, share issues openly, and build solutions that lift the entire supply chain.

Top Quotes:

[04:11] Tanya: “As our supply chains grow globally, there are certain expectations they have of us. And quite often, they're not allowing us the time and the luxury of time to be able to prepare. So, we need our supply chain to be proactive and not wait. Not wait until their customer tells them, but be proactive in establishing their own internal policies and procedures to make them a better supplier to their customers.”

[22:05] Tanya: “You don't have to do it alone. I think that it is indicative in our industry to be competitive, but there are certain issues that you benefit from working with your colleagues, your customers, and your competitors to address.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

When OEMs change their schedules or requirements, the ripple effect through the supply chain can feel like a game of telephone. Messages get passed down the chain, sometimes altered and ignored, leaving those further down the line piecing together what has changed.

That's the reality for Jenni Smith, VP of Supply Chain at Royal Technologies, who joins the show to share what managing that complexity as a tier two supplier is like.

She explains how this constant guessing game makes planning nearly impossible and why direct visibility into the "why" behind OEM decisions is just as important as the numbers themselves.

Jenni clarifies that communication and speed are non-negotiable, but doesn't stop there. At Royal, automation is a core strategy, not a side project. She talks about the company's use of robotics to offset labor challenges and how AI is helping them forecast demand, spot volatility, and identify risks months in advance.

The conversation then turns to MMOG/LE. While many treat it as a compliance headache, Royal approaches it differently, using it as a framework to uncover process gaps, improve efficiency, and strengthen profitability.

Jenni gives a practical example with packaging standards: on paper, Royal could pass certification, but by actually listening to warehouse teams and standardizing packaging, they unlocked real cost savings and smoother operations.

But systems and standards only go so far if people are burning out. Jenni is candid about "supply chain fatigue" in today's unpredictable environment. Instead of ignoring it, she leans into knowing her team, rotating responsibilities, giving people recovery time, and jumping into the trenches alongside them during crises.

When asked what she'd like to see from tier ones, Jenni's answer is simple: open the doors and invite tier twos in. Real efficiency happens when suppliers can see processes firsthand, ask questions, and solve problems together instead of working in silos. Engagement, she says, is the foundation of stronger relationships up and down the chain.

Looking ahead, Jenni's focus is on stability—aligning Royal's supply base to MMOG standards and preparing for the next disruption before it hits. With a culture that values quality, delivery, innovation, and people in equal measure, Royal Technologies proves that even a tier two can lead the way in how supply chains adapt to the future.

Themes discussed in this episode:

• How OEM requirement changes travel through EDI and disrupt tier two suppliers
• Why communication speed and context are critical for supply chain stability
• The role of automation and robotics in reducing labor constraints and boosting efficiency
• Using AI for demand sensing, forecasting, and identifying supply chain risks months in advance
• How MMOG/LE can be used as a tool for profitability and process improvement rather than just compliance
• The rise of supply chain fatigue post-COVID and strategies to prevent burnout in small teams
• The value of AIAG membership for tier two suppliers and how it supports training and collaboration
• Why stronger engagement between tier one and tier two suppliers is key to solving problems and building efficiency across the chain

Featured on this episode:

Name: Jennifer Smith

Title: Vice President of Supply Chain at Royal Technologies

About: Jennifer is the Vice President of Supply Chain at Royal Technologies Corp., bringing more than 20 years of leadership experience across every corner of the supply chain. Her career spans strategic sourcing, purchasing, supplier quality, demand planning, materials management, customer service, and ERP implementations—always with a focus on building and guiding high-performance teams.

Her expertise also extends to financial analysis and operations management, making her a versatile leader with a proven record of achieving results in complex, cross-functional environments. Known for her clear communication and collaborative style, she consistently delivers outcomes that strengthen both performance and relationships across the supply chain.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• Automotive Trade Compliance Masterclass
• Supervisor Boot Camp

Episode Highlights:

[02:58] From Grocery to Gears: A listener question on EDI changes sets the stage as Jennifer Smith joins the show, bringing a unique supply chain journey from grocery aisles to automotive tiers.

[04:31] The Telephone Game: Jenni Smith explains how OEM changes ripple down like a game of telephone, leaving tier twos guessing unless clear communication and context are shared.

[06:41] Never Too Much: In supply chain, silence is costly—every delay or vague update leaves teams scrambling, which is why constant, fast communication is the only way to keep production aligned and avoid chaos.

[07:33] Robots and Foresight: Royal turns to robotics and AI to cut labor strain, spot risks early, and keep supply flowing long before problems hit the OEMs.

[09:02] AI in the Trenches: From forecasting demand swings to predicting part shortages months ahead, Royal is using AI to move from reactive firefighting to proactive supply chain control.

[10:26] Small Fish, Smart Systems: Royal stays nimble between giant customers and suppliers by leaning on ERP and integrated data to boost efficiency and keep plants connected nationwide.

[12:01] Beyond the Checklist: MMOG/LE becomes more than compliance when it’s used to uncover weaknesses and turn them into opportunities for stronger, more profitable supply chains.

[13:08] Culture Over Compliance: Instead of treating MMOG/LE as a burden, Royal’s leadership uses it to strengthen quality, streamline processes like packaging, and turn efficiency into real cost savings.

[15:26] Fighting Supply Chain Fatigue: With constant disruption taking its toll, Jenni shares how flexibility, cross-training, and hands-on leadership keep teams resilient and prevent burnout.

[19:46] Open the Doors: Jenni calls on tier ones to invite suppliers in, share their processes, and solve problems together instead of keeping partners at arm’s length.

[22:24] Strengthening the Base: Looking ahead, Jenni sets her sights on building stability by aligning Royal’s supply base with MMOG standards to brace for future risks.

Top Quotes:

[06:59] Jennifer: “My biggest advice for the tier twos is twofold: You can never over-communicate. Communication is the key, especially through the tier ones and down to the tier twos. And the second thing is that the speed at which communication happens is also critical. So, it's not just that you communicate, but not lagging on that communication for a few days, and making sure we can get it as fast as possible. That allows us to adjust schedules, make sure we're working the weekend before you want to work, and any of those types of adjustments to allow the flow to happen back up quickly.”

[12:19] Jennifer: “I think it's really important for the listeners to understand that MMOG is not a tier one requirement or an OEM requirement. When we look at what MMOG really is, it's the best practices across the organization. And we used MMOG to find our gaps, and where we have pieces that are potentially not going to allow us to be profitable in the long term because of supply chain, either risks, or process gaps. Take the assessment, not as a requirement, but as a way to make yourself better.”

[22:02] Jennifer: “Engage, open your doors, and invite. I think when our teams have gone to our tier ones and learned about why and how they do something, it has not only built the relationships, but it's grown efficiencies. And we just had some of our team over at one of the big tier ones, looking at their receiving and why they receive something one way. And it's going to change the way our warehouse is set up to ensure that there's efficient picking versus just going through the warehouse to pick somebody's product. And I think that as long as they're engaged and they're open and allowing their suppliers to come in and see and really work through problems together, that's the best thing.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

When constant disruption becomes part of the job, how do you build a supply chain that can withstand the pressure?

In this episode, Kyle Price, Vice President of Procurement at Caterpillar, joins Jan, Terry, and James to talk about building a resilient, flexible supply chain in a world that doesn't slow down. With more than 20 years at Caterpillar, Kyle offers valuable insights that acknowledge the complexity of supply chain management, but don't get stuck in it, either.

Supply chains have gone from regional and predictable to global and deeply complex. And the risks? They're not just more frequent; they're evolving.

So how do you lead through that? Kyle says don't wait for the perfect solution. You build flexibility into the design from the start. That means dual sourcing, holding strategic inventory, and using AI to spot risk early.

These ideas aren't new, but Kyle explains how to make them work. Dual sourcing, for example, doesn't have to mean doubling your cost. You can move quickly when needed by identifying backup suppliers early and setting up agreements in advance, without spending heavily up front.

Kyle brings up the importance of prioritization. With massive amounts of supplier data, it's easy to get lost. He explains how Caterpillar uses internal tools, including AI, to focus on what matters most to the business. For them, managing risk is not a side task. It's part of how procurement works day to day.

He also talks about the impact of new regulations. Kyle doesn't see this as something to push back on. For him, it's about being prepared and building the capability to respond. Resiliency, in his view, isn't just about avoiding disruption. It also affects cost, quality, safety, and how competitive you can be.

Jan asks Kyle what he'd tell supply chain leaders who feel too busy or too stretched to think about risk strategy. His advice? Start small. Don't wait for perfection. Focus on the pain points you already know, and build from there. Whether you do it in-house or partner up, just start.

Toward the end, Kyle talks about how he stays connected to the industry outside Caterpillar through his work on the AIAG board and with students at BYU's supply chain program. His goal isn't just to manage risk today but to help build better supply chain leaders for the future.

Themes discussed in this episode:

• Why flexibility needs to be designed into the supply chain from the start
• How AI and data tools are reshaping procurement risk strategies
• How to lead a supply chain team when the pressure never stops
• How risk planning must be embedded into everyday procurement processes
• The growing compliance pressure to trace materials across global supply chains
• How supply chain resiliency drives cost, quality, and safety improvements
• The importance of industry engagement in building the next generation of supply chain leaders

Featured on this episode:

Name: Kyle Price

Title: Vice President of Procurement at Caterpillar

About: Kyle is the Vice President of Procurement at Caterpillar, overseeing the Supply Resiliency organization. In this role, he leads a global procurement team that supports all four Caterpillar verticals and is responsible for developing enterprise strategies and processes that promote operational excellence within the supply network.

Over his 24 years with Caterpillar, Kyle has worked in various areas of the business, taking on increasing levels of responsibility in procurement, operations, quality, supply chain, and product development. He has also completed an international assignment in Europe.

Additionally, Kyle is a member of the Board of Directors for the Automotive Industry Action Group (AIAG) and the Global Supply Chain program at the BYU Marriott School of Business.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• Customs Brokers Continuing Education Program
• Supervisor Boot Camp

Episode Highlights:

[03:15] Volatility Isn’t Going Anywhere: Supply chains used to be local and predictable, now they’re global and exposed to everything from tariffs to cyberattacks. Kyle breaks down the two biggest reasons volatility keeps growing and why flexibility is no longer optional.

[05:02] No Silver Bullet: Managing risk isn't one thing; it's a mix of smart design, early warning, and fast response when the unexpected hits.

[07:54] Rethinking Dual Sourcing: Flexibility doesn’t have to mean double the cost. Kyle explains how smart planning makes backup sourcing possible without breaking the bank.

[12:48] When Priorities Shift: Kyle shares how Caterpillar uses dynamic tools and AI to reassess priorities as customer needs and global risks evolve constantly.

[14:59] Built into the Process: Forget the flashy initiatives that fade with leadership changes, Kyle explains why real resiliency only sticks when it's embedded into the way decisions actually get made.

[16:27] Map It or Miss It: Regulations, tariffs, and labor shortages aren’t going away, and Kyle explains why supplier mapping isn’t just a compliance task, it’s a strategic edge.

[19:42] Just Start Somewhere: Risk strategy doesn’t need a perfect system, just a starting point. Kyle shares why tackling your obvious pain points first is often the smartest way to build long-term resiliency into everyday procurement work.

[23:07] Giving Back, Gaining More: From shaping industry-wide solutions at AIAG to mentoring the next generation at BYU, Kyle finds just as much inspiration outside Caterpillar as he does within it.

Top Quotes:

[04:29] Kyle: “We certainly talk about tariffs as an area of volatility. Today, we have the pandemic, but you look at things like cybersecurity threats or labor disruptions in the world. I mean, many of those types of things are increasing in double-digit percentages. In some cases, triple-digit percentages according to Gartner, year over year. And to be able to manage that, you've got to have a supply chain that really can be flexible. You can't predict all these types of disruptions, as Jan started off with, I mean, we get disruptions every day of different types.”

[16:46] Kyle: “When we have an immediate supply disruption, but there are so many regulations that are occurring, where we're being asked to geolocate our source of supply of rubber down to a tree and in a specific geolocation. There are regulations and requirements that we're going to have to comply with. All these things require mapping into the supply base. So, it's, you know, we can stand back and say, "We don't want to do it. And it's very complex, and it's going to be hard." Unfortunately, or fortunately, depending on how you look at it, it's something that we have to go do and we need to go do inside of the space.”

[20:40] Kyle: “Start small. When we developed capabilities here at Caterpillar, we were piloting them in some of the areas that were the most urgent for us. And I think that is a great way to learn, and to get into detail while generating value at the same time.”

[24:43] Kyle: “It’s really fun working with students. I mean, when you think about where one of our biggest opportunities is, we've got to get people excited and prepared for the challenges and the opportunities that we have in the supply chain. And so, you get in with them, and you'll be able to mix the experience that we all have with the fresh minds and the fresh eyes and ears of students who are top-notch in terms of thought process. And while they learn a little bit from me, I learn a ton from them. I mean, we have certainly taken back concepts from them and brought them back to my own job to apply them. It's not just about giving back. You get as much as you give, if not more, which is pretty cool.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Sometimes the best insights come from looking back.

In this special episode of Auto Supply Chain Prophets, hosts Jan Griffiths, Terry Onica, and James Liegghio break from their usual guest format to reflect on the year's most impactful episodes. Each shares the moments and lessons that resonated most with them and why they matter as the industry faces more pressure, complexity, and change.

Terry highlights her favorite episode with Achim Gatternig from Magna, whose perspective on supplier disruptions, tariffs, and supplier scorecards stood out. The reminder that Supplier Relationship Management (SRM) is no longer optional was a clear call to action—and a practical one.

Jim brings up his pick, the episode with Angela Johnson from Plante Moran. Angela's background in anthropology gave her a unique way of explaining the WRI (Working Relations Index). For Jim, the message was clear: Supply chain is about people, and relationships at every level still matter more than we think.

Jan's pick? The live podcast recorded at the AIAG Supply Chain Conference. For her, that episode captured the real energy of the event. The episode featured various voices, and the diversity of backgrounds and perspectives came through naturally, without trying. And for Jan, that's where podcasting shines best.

Then there was Guillermo from Magna. His episode went beyond operations. He talked about mental health. He shared his own experience. And it hit hard, because not enough people in this industry talk about it.

The hosts gave credit to Magna for creating space for that kind of honesty and agreed that emotional well-being needs to be part of the leadership conversation, especially for the next generation.

Across all these moments, one thing is clear: Tools and systems help. But what really moves the needle is how we lead, communicate, and show up for the people behind the process.

To wrap it up, the hosts want to hear from you. Which episode stuck with you, and why? With more events and more voices coming soon, this conversation is just getting started.

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.

Connect: LinkedIn

Name: James “Jim” Liegghio

Title: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)

About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in the supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Mentioned in this episode:

• Catena-X Explained: Driving Supply Chain Transformation with Real-Time Data Exchange with Kevin Piotrowski
• Procurement in Motion: How SRM Drives Better, Faster Supplier Decisions with Achim Gatternig
• Key Insights on OEM-Supplier Relationships: What the 2025 WRI Results Reveal with Dr. Angela Johnson
• AIAG Supply Chain Conference: Real People, Real Problems, Real Progress
• Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration with Guillermo Cano
• AIAG Supply Chain Conference

Upcoming events:

• QAD Champions of Manufacturing Europe
• QAD Champions of Manufacturing Americas
• AIAG Quality Summit
• AIAG North American Customs and Trade Town Hall

Please visit this link to access our complete collection of podcast episodes.

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

“Just tell us why you’re making changes.” That simple request from a Tier 2 supplier at an AIAG conference says everything about where the automotive supply chain still struggles.

The supply base still faces a lack of basic communication. Data is also slow to move, locked in outdated systems, or scattered across formats. Catena-X aims to address these issues.

In this episode, Jan Griffiths, Jim Liegghio, and Terry Onica sit down with Kevin Piotrowski, Chief Transformation Officer at AIAG, to talk about what Catena-X really is and what it means for the future of the automotive supply chain.

Kevin explains what Catena-X does. It’s a network that allows companies to share complex data across the entire supply chain, up and down multiple tiers.

Catena-X is encrypted, controlled, and designed to enable suppliers and customers to decide who sees what. It’s not your usual point-to-point system; it’s built for multi-tier collaboration.

The group gets into real examples. One supplier used Catena-X to calculate carbon footprint using actual data instead of averages and found a 46% drop in reported emissions.

And no, Catena-X isn’t replacing EDI. Kevin clarifies that EDI still works well for structured transactions like shipment notices. Catena-X handles everything that doesn’t fit neatly into that box—data that needs to be shared for visibility, not stored or processed.

They also talk about supplier overload, where small raw materials suppliers get hit with hundreds of requests for the same information. Catena-X could solve that by allowing assessments and surveys to be shared once, securely, across customers.

This isn’t just a European project. It’s a global standard, and AIAG is helping drive its rollout in North America. OEMs, suppliers, and solution providers are already getting involved, with pilot projects and certifications underway.

The episode closes with a message to listeners: this is just the start. There’s more to cover, and the team wants to hear your questions. If you want to know something about Catena-X, now’s the time to ask.

Themes discussed in this episode:

• The need to fix basic communication gaps in the automotive supply chain
• How Catena-X enables secure, multi-tier data sharing across suppliers and OEMs
• The importance of real-time data in automotive supply chains
• Why traditional data systems can’t keep up with today’s global supply chains
• The difference between structured EDI and Catena-X’s complex data exchange
• How Catena-X helps contain quality issues before they become costly recalls
• The critical role of encrypted, permission-based access in protecting supply chain IP
• What tech providers need to know about Catena-X certification and readiness

Featured on this episode:

Name: Kevin Piotrowski

Title: Chief Transformation Officer (CTO) at Automotive Industry Action Group (AIAG)

About: Kevin serves as Chief Transformation Officer at AIAG, where he leads enterprise-wide transformation for the world’s largest global automotive association. With decades of leadership experience in both automotive and manufacturing, including senior roles at Infor and AIAG, Kevin has built a reputation for driving innovation, strengthening collaboration, and advancing data integration across complex supply chains. His expertise spans process improvement, global operations, and large-scale technology adoption, and he’s playing a key role in expanding the reach and impact of Catena-X within the automotive industry.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• IATF 16949:2016: All the Resources You Need in One Place
• Electronic Data Interchange (EDI)
• AIAG Supply Chain Conference
• AIAG Charity Golf Outing
• Catena-X
• Got questions about Catena-X? Email Jan at jan@gravitasdetroit.com and we’ll get them answered in a future episode.

Episode Highlights:

[04:28] No More Chasing Data: Catena-X offers a standardized, encrypted way to share complex data across the entire supply chain. Instead of point-to-point transfers and outdated formats, this system enables multi-tier collaboration.

[06:36] One Survey, One Standard: Resin and steel suppliers are drowning in repetitive data requests, but Catena-X could change that. By standardizing common fields like country of origin, the platform aims to streamline compliance surveys across the entire supply chain, reducing the burden from top to bottom.

[08:34] Real Data, Real Results: Catena-X is already in action, cutting reported emissions by 46% with real-time data and helping OEMs trace quality issues faster across the supply chain, minimizing the scope and impact of recalls.

[10:35] Not Replacing EDI: Catena-X isn’t here to replace EDI, it’s built to handle complex, multi-tier data visibility while EDI keeps doing what it does best: structured, point-to-point transactions like ASNs and inventory updates.

[12:19] Beyond Tier One: Catena-X enables encrypted, many-to-many data sharing across all supply chain tiers, giving OEMs the insights they need without exposing suppliers’ proprietary info.

[13:28] Data Is the Differentiator: As global supply chains grow more complex, Catena-X helps companies unlock real-time, multi-tier data to drive faster decisions, tighter collaboration, and better business outcomes.

[15:50] Vendors, Time to Plug In: Solution providers aren’t just bystanders—Catena-X needs them certified and connected to power the full supply chain ecosystem, from OEMs all the way through the supply chain.

[17:38] Not Another System? Suppliers are tired of hearing about new systems, but Catena-X offers real value: better collaboration, tighter data security, and a chance to help shape industry-wide standards from the ground up.

[19:04] Ask Us Anything: Got questions about Catena-X? Jan’s opening the floor—send yours in and shape the next episode.

Top Quotes:

[04:36] Kevin Piotrowski: “Catena-X is a way for companies—automotive companies—but in general, manufacturing companies to move data across their supply chain, both up and down. So the term radical collaboration comes into play, because it is not just a point to point to connection, but it goes through up and down the supply chain. And this is for complex data, Jan, not standard data—so data around product carbon footprint, data around the battery passport, data around the digital twin—and it moves in a secure, encrypted way. And it's the data that the supplier and the customer, they decide: what data, who gets to see it, what's the sharing of that data. So, it's very well controlled as well.”

[08:51] Kevin Piotrowski: “We had the benefit of having one of our OEMs and one of our top suppliers at a couple events here in the last month, where they actually demonstrated this use case on stage. One of 'em is around product carbon footprint and getting product carbon footprint data from your supply chain. And by leveraging Catena-X, and being able to leverage primary data versus average secondary data—that's more of an average, not an exact amount—they were able to report 46% less carbon emissions from just one example. And that wasn't because there was something wrong with the prior calculation; it was just using accurate, real-time data in the supply chain.”

[09:42] Kevin Piotrowski: “When there’s a quality recall by any OEM. How do you contain? How do you track where all those parts are? That takes time, right? So when the defect is found, all of a sudden you have to look how many vehicles are at dealers, how many dealer vehicles are on the assembly line, and start working your way backwards through the supply chain—which takes a lot of time, a lot of manual effort, and typically results in a recall that's much larger because you don't wanna make any mistakes. With Catena-X, and leveraging it for quality, you can blow through the supply chain and get information back up—greatly containing that issue. And then, when you throw AI in and you throw other things down the road, it'll work from being not only helping contain but helping be more predictive, and then ultimately preventing these types of recalls.”

[11:52] Kevin Piotrowski: “ For Catena-X, it's more of the complex data, where you really wanna see not just move data from one point to another and then be done as a one-time thing, but where you wanna move data up and down the supply chain—not to store or save the data, but just to have visibility. That's the key: seeing where the issues are or what the data is, without storing it. And that's the beauty of Catena-X — to be able to do that very quickly.”

[14:51] Kevin Piotrowski: “How you leverage the data, and how you manage your data, and how you drive data down in the organization to the right people to make decisions will impact your business and your bottom line. Having access to data is really knowledge. And getting the data quickly—not waiting weeks, months, or through a very manual process—doesn't work anymore. That will lower the value of your supply chain. So not only do supply chains have to be lean, fast, nimble, quick, they've gotta be able to share and have transparent data throughout their ecosystems.”

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

What does it take to build trust between OEMs and suppliers — and why does it matter now more than ever?

Dr. Angela Johnson, partner at Plante Moran and the new owner of the Working Relations Index (WRI), joins the show to walk us through the 2025 results and what they reveal about the automotive industry’s most critical, and often overlooked, business relationships.

This year’s survey shows the biggest gap between the top and bottom OEMs since 2007. Toyota, Honda, and GM improved their scores, while Stellantis, Ford, and Nissan declined, widening the divide.

Angela explains that this shift wasn’t because the bottom three necessarily got worse, but because the top three pulled ahead by leveraging long-standing relationships and adopting collaborative practices when it mattered most.

Internal alignment was another differentiator. Toyota, Honda, and GM worked across functions — purchasing, engineering, quality — while others struggled with silos and regional disconnects that left suppliers frustrated and confused.

Culture came up again and again. Angela introduces the concept of “embedded behaviors” — leadership habits that trace back to a person’s first real boss. These behaviors stick, often for decades, and shape how companies interact with suppliers today.

In GM’s case, even with ongoing issues like engineering changes and volume swings, suppliers recognized effort. They saw transparency, and it made all the difference.

Then there’s Ford. The team made a well-intentioned decision to outsource parts of purchasing to India, but didn’t account for how it would affect supplier communication. It created more confusion than clarity, and it showed up in their WRI scores.

One thing’s clear: good relationships drive real results. Angela shares how WRI scores have a measurable connection to financial performance, especially for OEMs like Toyota, where strong supplier ties align closely with same-year earnings.

The takeaway? It’s not just about KPIs. It’s how people behave. If you want better results, measure relationships and take them seriously.

Whether you’re a global OEM or a small supplier, the fundamentals are the same: communicate, treat people with respect, and stop thinking of relationships as the “soft stuff.”

Because in this industry, they’re anything but.

Themes discussed in this episode:

• The widening trust gap between top and bottom OEMs in the 2025 WRI results
• How strong supplier relationships directly impact financial performance
• Why responsiveness, communication, and basic “enabling behaviors” still matter most
• How internal silos and regional misalignment weaken supplier trust
• How leadership behaviors are passed down across generations in the industry
• Why measuring relationships—not just KPIs—is critical to long-term success
• The hidden risks of outsourcing without proper communication planning
• The cultural habits OEMs fall back on during times of stress

Featured on this episode:

Name: Dr. Angela Johnson

Title: Supplier Relations Analytics Principal at Plante Moran

About: Dr. Angela leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.

Connect: LinkedIn

Mentioned in this episode:

• Forced Labor Due Diligence Program
• Toyota Soars, Honda and GM improve, but Nissan, Ford and Stellantis drop in 2025 Working Relations Index® Study

Episode Highlights:

[04:25] The Industry’s Relationship Scorecard: The WRI isn’t just another industry study — it’s a 25-year benchmark of how OEMs treat suppliers, why that matters, and what it really takes to build lasting, cost-saving relationships.

[06:26] The Gap No One Expected: This year’s WRI results revealed the widest divide since 2007, with Toyota, Honda, and GM rising, and Stellantis, Ford, and Nissan slipping further behind.

[07:44] Trust Isn’t Built on Luck: Top OEMs like Toyota, Honda, and GM earned supplier trust through fair cost-sharing, strategic clarity, and simply showing up with strong communication and follow-through.

[11:13] When the Tide Recedes: Tough times reveal true behaviors. As pressure builds, both OEMs and suppliers snap back to old habits, exposing deep-rooted cultural patterns.

[13:36] Old Habits, New Damage: When OEMs rely on fear-based, transactional tactics, those old-school behaviors shut down trust before supplier relationships even begin.

[14:30] The Culture You Pass On: OEM behavior influences how Tier Ones operate, creating a ripple effect built on leadership habits that often start with someone's very first boss.

[16:54] GM’s Culture Turnaround: By focusing on communication, transparency, and relationship-building, GM is proving that real culture change is possible, and the numbers are finally backing it up.

[19:50] When Efficiency Backfires: Ford’s outsourcing move made sense on paper but failed in execution, leaving suppliers confused, unsupported, and stuck in a broken communication loop.

[21:48] Talk More, Earn More: Strong communication isn’t just good practice it reduces costs, boosts efficiency, and drives better financial outcomes for both OEMs and suppliers.

[23:58] Score High, Profit Higher: Toyota’s data shows a clear link between strong supplier relationships and strong year-end financials, proving that good partnerships pay off fast.

[26:50] Relationships Over Rough Roads: Despite ongoing challenges, GM earns supplier loyalty through strong relationships that help teams push past instability and stay committed.

[32:12] Start with the Relationship: Whether you're an OEM or a small supplier, measuring relationships—not just KPIs—is the first step to building a stronger, more aligned supply chain.

Top Quotes:

[05:25] Dr. Angela Johnson: “The other thing that people might not realize about the WRI, it's not just automotive. It was based on research across 18 different industries. And automotive, somehow, centered and came to fruition as the leading industry for this type of work, this type of study. I think we're heading into a point where other industries are recognizing there's something to these industrial relationships and maybe there's something we can learn and start to do things differently. So, one of a kind measures, what do your suppliers think about their key customers? Where's the place they're going to go to take their first to market innovation? Who do they want to partner with? And frankly, how well do those relationship help both OEMs and suppliers lower their cost? It's all about the bottom line.”

[08:00] Dr. Angela Johnson: “What Toyota, Honda, and GM were able to do is to lean into relationships that are already established. Now is the time to say we've done the hard work and we can take advantage of relationships that are established to better collaborate together and get more win-win outcomes.”

[13:45] Dr. Angela Johnson: “We get culture plays a role, but what does that really mean? This year, you could see that play out with those three OEMs that dropped, right? When I mentioned, if you go back to embedded behaviors, that those embedded behaviors are more aligned to old school methods. Pounding the fist on the table, threatening to take away new business if they don't get certain price concessions. If it's that transactional hard or threatening environment, then those relationships are never even going to take off, right? So, the culture plays a huge role.”

[22:27] Dr. Angela Johnson: “People should care about relationships because they impact their bottom line. If you have a good relationship with your supply base, it's just naturally going to be more transactionally efficient. What's it gonna do? It's gonna lower your operating cost. You lower your operating cost; it's going to increase your EBIT margin. Very much on the bottom line. From the supplier side, it will do the same thing. They'll be able to operate with more stability, they'll be able to better plan their finances and their operations, but they can only do that if they talk to each other.”

[32:48] Dr. Angela Johnson: “Let’s get the other OEMs in the survey. Allow the suppliers to be able to see how their experiences relate up to their competition or to suppliers for different commodities underneath that same OEM. So, if I'm an OEM, I'm going to be looking at my results. We bust these results down to infinite detail to come away with some very actionable items that they can go do to improve their relationship. Now, if I'm a supplier, it becomes a little bit different. Some of these Tier One suppliers, they're as big as the OEMs. They've got the capability to put in place sophisticated systems to measure the relationships. If they're not, if they're only measuring the KPIs—start by measuring the relationship. You need to know what it is that you want to get out of the relationship, and then define the measurable goals for all of your team members that interface with the OEMs.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Recorded live from the AIAG Supply Chain Conference in downtown Detroit, this episode captures real conversations with the people driving (and dealing with) supply chain change. With a fresh venue, new voices, and an unfiltered look at what's working (and what's not), the ASCP team dives into what's happening across the automotive supply chain, shaping the road ahead.

The day starts with fresh eyes—Wayne State student John LaGarde shares what it's like attending his first supply chain conference. He's drawn in by the industry's complexity, but what stands out is his call for continuous learning and work-life balance—things Gen Z now expects, not just hopes for.

Fred Coe, Chair of AIAG's EDI Advisory, gives an update on their latest EDI survey. 500 companies responded, and results show a split: some still use fax and email, while others have moved to APIs. The industry isn't aligned, but the interest in standardization is growing.

Dr. Bing Xu from Catena-X shares what he heard at the event: companies are looking beyond old supply chain methods and focusing more on using data properly. He notes the interest in AI tools and stresses the need for fast implementation, especially with growing pressure from tariffs and supply chain instability.

Then comes Sig Huber from Elm Analytics with a warning: uncertainty is paralyzing the industry. Companies aren't investing, demand is unclear, and policy changes continue. A 5% increase in the cost of goods could double the number of distressed suppliers. Whether demand rises or drops, disruption is coming.

That pressure is already hitting the tier-two level. Jennifer Smith, VP of Supply Chain at Royal Technologies, explains how suppliers are stuck—OEMs want cost cuts, suppliers want margin. Her focus? Speeding up processes and getting actual context behind data. Suppliers need the "why" to make the right decisions—and that's still missing in too many places.

Finally, Tanya Bolden from AIAG puts the day into perspective. The industry is changing fast. Mandates, electrification, decarbonization, and digital tools are all colliding at once. AIAG's job, she says, is to bring all those pieces to the table—while helping the next generation of professionals see that this isn't your grandfather's supply chain job.

Themes discussed in this episode:

• The unpredictability and chaos of today’s global tariff landscape
• Why AI and digital tools are now essential for managing supply chain complexity
• What the next generation of supply chain talent actually wants from employers—and why the industry needs to listen
• Why transparency from OEMs matters more than ever to tier-two suppliers
• How policy shifts and tariff uncertainty are paralyzing investment and planning
• The risk of a bullwhip effect—and why the industry is still unprepared for sudden shifts in demand
• How supply chain roles are evolving—and why the next generation needs to see that shift

Featured guests:

Name: John LaGarde

Title: Marketing and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

Discussed: [03:04] First-time attendee John LaGarde shares what drew him to supply chain, what surprised him at the conference, and what today’s students really want from employers.

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group

Discussed: [07:11] Fred Coe shares surprising insights from AIAG’s EDI survey, revealing a split between companies stuck in the past and those ready for API adoption.

Name: Bing Xu

Title: Senior Director of Catena-X at AIAG

Discussed: [10:18] Dr.Bing Xu came in expecting the usual talk—but was caught off guard by how much the conversation had shifted toward high-tech solutions and AI. For him, the message is clear: the time for slow planning is over—supply chain leaders need to act fast, use data better, and push resilience all the way down to the lower tiers.

Name: Sig Huber

Title: Chief Commercial Officer at Elm Analytics

Discussed: [13:00] Sig Huber explains how policy confusion, stalled demand, and political bias are paralyzing the industry, leaving companies unsure of how to act. With supplier liquidity dropping and even small tariffs doubling financial risk, the next 12 months look anything but stable.

Name: Jennifer Smith

Title: Vice President of Supply Chain at Royal Technologies Corp.

Discussed: [19:07] Jennifer Smith lays out the pressure facing tier-two suppliers—squeezed between OEM cost cuts and supplier margins—and explains why visibility and understanding the “why” behind the data are critical for faster, smarter decisions on the plant floor.

Name: Tanya Bolden

Title: VP of Supply Chain and Corporate Responsibility at AIAG

Discussed: [24:49] Tanya Bolden shares how this year’s AIAG agenda was designed to reflect the pace and complexity of modern supply chain—from tariffs and EVs to carbon tracking—while making space for students to see the full scope of the industry beyond outdated stereotypes.



Mentioned in this episode:

• AIAG Supply Chain Conference
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Episodes with Fred Coe: What's Next for EDI? Be Part of the AIAG Survey and Revving Up the Supply Chain: Exploring the Future of Automotive EDI
• Supply Chain Bullwhip Effect
• Value Analysis and Value Engineering (VAVE)

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

During her trip to Wales, Jan Griffiths took a call from CBS Detroit to weigh in on tariffs. That conversation led her to a bigger question: even if we bring manufacturing back to the U.S., do we have the workforce to support it?

This led to this conversation with Torsten Schimanski, the Chief Strategy Officer at NJMEP, who’s spent years addressing the talent gap in U.S. manufacturing.

In this episode, Torsten explains that millions of manufacturing jobs in the U.S. could go unfilled in the coming years, and current efforts to address this issue will not be enough to close the gap.

The industry is facing decades-old perceptions of manufacturing work, a massive generational exit, and the reality that most companies don’t have a clear talent pipeline or long-term plan. Torsten doesn’t just see this as an HR problem. He sees it as a supply chain issue.

So, he introduces an innovative approach: apply core supply chain tools—demand planning, sourcing, supplier management—to workforce strategy. That means forecasting the skills you’ll need, identifying where you’ll get them, and making retention a priority before it becomes a crisis.

Torsten also criticizes the passive mindset that waits for the government or outside forces to “fix” the problem. In his words, if you’re waiting for someone else to build your workforce, your business might not be around much longer.

He’s clear about what will happen if we don’t take action: production delays, rising costs, quality issues, and constant turnover. Even automation won’t save us if no one’s trained to run or maintain the machines.

This isn’t a future problem. It’s already here. And if manufacturing companies want to survive the next decade, they must take ownership of workforce development—starting now.

Themes discussed in this episode:

• The workforce shortage threatening the future of U.S. manufacturing
• Why manufacturing workforce development needs a supply chain strategy
• The effects of baby boomer retirements on manufacturing labor shortages
• How outdated perceptions of factory jobs affect workforce recruitment
• The business risks of ignoring workforce development in manufacturing operations
• How to apply supply chain strategies to manufacturing workforce planning
• How NJMEP supports small manufacturers with workforce training programs
• Why manufacturers must lead workforce development—not wait for government solutions

Featured on this episode:

Name: Torsten Schimanski

Title: Chief Strategy Officer at New Jersey Manufacturing Extension Program (NJMEP)

About: Torsten is the Chief Strategy Officer at the New Jersey Manufacturing Extension Program (NJMEP), a nonprofit focused on supporting and advancing manufacturing in New Jersey. Prior to joining NJMEP in 2017, he led the Training & Learning Center at Festo Didactic, a global leader in industrial automation and education, and worked internationally as a business consultant specializing in leadership and workforce development. His contributions have earned him the 2017 Impact Award from the New Jersey Technology and Engineering Association and, with the NJMEP PEN-Team, the 2021 Excellence in STEM Education Award from the Health Care Institute of New Jersey.

Connect: LinkedIn

Mentioned in this episode:

• New Jersey Manufacturing Extension Program (NJMEP)
• How to Align Workforce Development With Supply Chain Management by Torsten Schimanski
• The Future Makers & Creators Tour
• New Jersey Economic Development Authority
• Find Your Local MEP Center

Episode Highlights:

[04:14] The NJMEP Mission: Torsten explains how NJMEP helps small and midsize manufacturers stay competitive—and stay in the U.S.—through hands-on support and workforce development

[05:53] Why He Cares: A broken apprenticeship system and student debt crisis pushed Torsten to bring a better model for workforce development to the U.S.

[07:05] The Numbers Don’t Lie: Millions of manufacturing jobs are at risk of going unfilled—thanks to retiring workers, a growing skills gap, and an outdated image problem.

[09:06] Guessing the Gap: When most people can’t even estimate how many manufacturers exist, it’s no wonder the talent pipeline is running dry.

[11:45] Beyond the Paycheck: It’s not just the money—pride in building something real is what keeps people in manufacturing.

[13:39] Supply Chain, Meet HR: What if we applied supply chain tools like demand planning and sourcing to fix the workforce crisis? Torsten thinks it’s exactly what manufacturing needs.

[15:49] The Cost of Doing Nothing: Without a workforce strategy, manufacturers face quality issues, poaching wars, profit loss—and robots no one’s trained to run.

[19:14] Help for the Hustling: NJMEP supports overwhelmed manufacturers with free assessments, expert solutions, and a network built on trust—but workforce strategy still needs to make the priority list.

[21:45] Stop Waiting, Start Building: Torsten urges manufacturers to stop relying on government fixes and start using the tools they already have to build their own workforce pipeline.

[25:49] Start With the Gaps: Before calling for help, manufacturers need to map the skillsets they’re missing—because the people on the floor already know where the holes are.

Top Quotes:

[06:03] Torsten: “I noticed that the apprenticeship programs, the way I know them from Germany, are not really sufficient in the United States. And to be honest, as a European and someone who dearly cares about workforce development, coming from a country where education is technically for free, it just hurt me that youngsters at the age of 20 to 24 are finalizing their college education with a five- or maybe six-digit number in debt. And an apprenticeship is the alternative to that. So, I started looking into that, and I had the opportunity then to, in the manufacturing industry, bring the German or European-based model to the United States. It started with a company called Festo Didactic, and then NJMEP gave me the opportunity to do it full time—and that's the reason why I care.”

[08:33] Torsten: “In manufacturing, there is a certain lack of image, or we do have an image. If I think about my mom, if I tell her that I work in manufacturing, she is wondering, what am I doing? Because her picture is very much from the 1920s in manufacturing, where we talk about dull and dangerous jobs. It couldn't be further from reality. But the point is, if we are not promoting jobs in the industry as well as the really sustainable salaries that are coming with it, no one is going to move into that.”

[11:09] Torsten: “With all the manufacturing companies that the administration wants to bring back to the United States, we have to think about where the workforce is coming from? Because the jobs that we lost 30 years ago went overseas, these are not the jobs that are coming back. These jobs are going to be different in terms of requirements, in terms of the machines that we are going to use, in terms of maintenance, and this is exactly what we have to look into as the United States, but also every single company by itself.”

[22:49] Torsten: “If you wait for the government to fill the jobs in your facility, I’m really concerned about your facility because it's not going to happen. So, in this case, help yourself because no one else is going to. But all the tools are there. And like a big box of Lego at home, it doesn't make sense if you have all the stones sitting on the floor, but if you start putting them together in a certain order—and this is what we are helping our clients with—then all of a sudden it does make sense.”

[26:11] Torsten: “What I think every company should do as a first step before reaching out to anyone is to map out the critical skillset that you need for your organization that you need today, on the one hand side. And then, take it to the next 1, 2, 3, 4, up to 10 years to see what's going to happen. It sounds complicated, but to be honest, if you ask your workers on the shop floor, they know the answer by heart. Within a minute. Even though they're not HR experts, they know the gaps, they know the issues, they know what's missing.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

No full episode this week—but Jan Griffiths jumps on the mic with a quick Memorial Day update. She takes a moment to thank all military personnel, past and present, for their service and lets listeners know the team is taking a short break.

Jan also shares a heads-up about the upcoming AIAG Supply Chain Conference on June 17th in Detroit — a fresh new venue and format, plus a live podcast recording right from the show floor.

They’ll be back next week with a brand-new episode. Until then, stay safe, enjoy the holiday, and check out autosupplychainprophets.com for more.

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.

Connect: LinkedIn

Mentioned in this episode:

• AIAG Supply Chain Conference
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Please visit this link to access our complete collection of podcast episodes.

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Tariffs are back—and this time, it’s chaos. In this episode, Ambrose Conroy walks us through what’s happening in Washington as of April 28th, where policy shifts are fast and unpredictable.

With talk of embargoes and “Global Tariff Day,” the administration is pushing to bring manufacturing back to the U.S., even if it means higher costs and economic disruption.

Free trade is done. A 10–15% global base tariff is likely. The U.S. is leaning hard into mercantilism, aiming to favor domestic production. However, with so many moving parts and unclear rules, companies are frozen. All eyes are on May 3rd—when decisions could drop that change everything overnight.

For supply chain leaders, the old low-cost country strategy is falling apart. China is expensive and complicated. Tariffs make Mexico uncertain. Other regions come with their own risks. The only reliable answer? Make it in America. But that brings a new set of problems.

To support the shift, the administration plans to add one million new manufacturing apprentices annually. If it happens, it could help—but it’s not here yet. In the meantime, companies have to be strategic. That means filling up U.S. plants, identifying where capacity exists, and moving production where it makes sense.

Financial risk is rising fast. With one in five suppliers predicted to face distress, Ambrose urges leaders to look closely at warning signs—and to start real conversations. The solution is clear: Set up a trade and tariff war room, staff it with your best people, and build real-time models to stay ahead of disruption.

The companies that survive this won’t be the ones cutting costs. They’ll be the ones investing—in people, systems, and long-term strategy. Ambrose makes the contrast clear: best-in-class companies are staying ahead, while poor performers are cutting themselves into a corner.

If the industry wants to rebuild, it has to change how it operates. That means better communication between OEMs and suppliers, a shared commitment to stability, and a willingness to collaborate in ways the industry hasn’t seen in decades.

Because in the end, it’s simple: you can’t build cars without parts. And you can’t solve this alone.

Themes discussed in this episode:

• The unpredictability and chaos of today’s global tariff landscape
• The financial collapse looming over suppliers that fail to adapt to new trade rules
• The shift from global trade to modern-day mercantilism in U.S. policy
• Why best-in-class companies invest in people, process, and continuous upgrades
• The push to rebuild U.S. manufacturing with apprenticeships and skilled labor
• Why building a trade and tariff war room is now mission-critical
• The urgent need for cross-functional collaboration to survive tariff-driven disruption

Featured on this episode:

Name: Ambrose Conroy

Title: Founder and CEO of Seraph Consulting

About: Ambrose is the Founder and CEO of Seraph Consulting. He founded Seraph to solve complex, bet-the-business problems for clients and to be the go-to partner for driving operational excellence. Before founding Seraph, Ambrose served as Vice President of Supply Chain Solutions at NAI Global and led the West Coast Global Business Transformation Group at PA Consulting, where he specialized in due diligence, crisis management, and strategic transformation. He began his career as a consultant at CSC.

Connect: LinkedIn

Mentioned in this episode:

• AIAG Supply Chain Conference
• Episode with Megan Hunter: Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Death by China: Confronting the Dragon - A Global Call to Action

Episode Highlights:

[04:56] Free Trade Is Over: Ambrose unpacks the real-time tariff storm—from China tensions and "Global Tariff Day" to why the auto industry is frozen in place, waiting on May 3rd.

[10:29] Back to Tariffs, Back to Basics: Ambrose breaks down why today’s trade policy isn’t new at all—it’s a throwback to tariff-funded government, rising protectionism, and a full-blown push to re-industrialize America.

[11:45] Make It Here: With uncertainty abroad and tariffs rising, the only stable strategy left for supply chain leaders may be the most old-school one—manufacture in the U.S. and rebuild from within.

[17:15] Red Flags and War Rooms: Supplier delays, tariff renegotiations, and quiet pushback might signal deeper financial distress—Ambrose explains why it’s time to build a war room, model every risk, and get on the phone before it’s too late.

[21:12] Too Late? Never: Even if you’ve been asleep at the wheel, there’s still time—if you act fast, build a top-tier war room, fortify your balance sheet, and rethink your entire footprint.

[25:56] Invest or Collapse: World-class companies grow by investing in people, processes, and tech—while poor performers cut their way to the bottom and wonder why they’re bleeding out.

[28:44] Supply Chain Reboot: Reindustrializing America won't be powered by emails and spreadsheets—it’ll take bold moves, real conversations, and a complete mindset shift from both OEMs and suppliers to survive the chaos and bring manufacturing home.

Top Quotes:

[08:10] Ambrose: “We believe that there'll be a base tariff rate moving forward. It's going to be 10 to 15% globally, so the days of free trade are over. We're now back to mercantilism. So there's going to be one winner, and from a US perspective, that's going to be the United States. We'll see if that actually plays out, 'cause there are a lot of moving pieces. We're playing chess, and it's not a game that we as a country are very good at. So, we're playing chess with the rest of the world. We have a short-term perspective, and we're gonna have to see what happens as they start to push and try to drive very rapid change to a supply chain which does not move very quickly.”

[14:42] Ambrose: “Early on, there was this view that human resources were about developing human capital. Somewhere along the way, we've shifted to cost control, risk management, and human resources. We've completely neglected developing human capital. As I mentioned earlier, this apprenticeship program that we're seeing the US government start to try to push—no details are out there; it's just a goal that was tossed out in a statement—but that's how these things tend to start. So, if that actually comes to be, and we see a subsidized apprenticeship program, much like Germany has, that would be absolutely magical for reinvigorating the United States. And I think that would give us the confidence that we have the technical capability.”

[19:20] Ambrose: “I was on a MEMA call on Friday, and they had someone on there talking, and what their analysis was that 20% of the supply base is going to be severely distressed coming out of this—20%, one in five. So, you have to be looking very closely for any anomalies coming out of your suppliers—any pushback, any quality issues, any delivery issues—and really knowing who those suppliers are that are weakest. You know who's in trouble, you know who you've been talking to already. But you need to have that list, and we're encouraging everyone, for this whole issue, to set up a tariff and trade war room specifically for this. A supply chain war room, really, so that you understand what's happening. 'Cause this isn't just about tariffs and trade; it's also about financial distress. It's about needing to dual source, or resource, or redesign so that you can take control of these extra costs that are coming in right now.”

[26:05] Ambrose: “What I've seen from the best-in-class companies is they're willing to invest. They invest in people. They invest in processes. They invest in equipment. The poorest performing companies that I know of, they try to cut their way to profitability. And there are only so many cuts you can make. And at some point, that pain becomes so great, 'cause you've cut so much, you're basically just going to die.”

[29:07] Ambrose: “We have to become more collaborative as an automotive industry than we know how to be. We have to figure out how we communicate, how we work together, and acknowledge that this isn't about everyone getting every last penny out of this. We have to work together as a community and figure out how suppliers can survive, because you can't build a car if you're missing parts. So, this is going to require a paradigm shift from purchasing at the OEMs. It's gonna require a paradigm shift at the supply base as well. We have to find a way to be more collaborative. The model I like to look at is Honda—how they go through and they audit the books and they make sure all of their suppliers are making a certain profit so that they can stay viable and move forward.”

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

What does quality really mean in today's automotive world—when the supply chain is shifting, the tech is evolving daily, and the pressure to get it right has never been higher?

Scott Trantham is here to answer that. As General Motors' Manager of Supply Quality and Chair of the AIAG Quality Steering Committee, he's helping shape the systems that will define automotive quality—not just today, but for the road ahead.

Scott explains how the rise of EVs, autonomy, and complex supply chains puts pressure on traditional systems. Add in growing regulatory pressure and higher consumer expectations, and it's no longer just about making good parts—it's about meeting more demanding standards across a global network.

The committee's response? Updating the core tools—SPC, APQP, Control Plan, and more—while aligning with the VDA to create unified global standards.

Automation in quality management systems came up as a key point. While standards like IATF 16949 may not require it, Scott outlines clear benefits: better accuracy, visibility, faster problem resolution, and real-time tracking.

All strong reasons for suppliers to move away from spreadsheets and manual processes—not because the standard says so, but because it's simply better business.

With more than 40 years in the industry, Scott reflects on what keeps him committed: solving problems, launching successful products, and helping shape the future through his work with AIAG.

His message to today's quality professionals? Live quality daily, make decisions based on facts and data, and if you get the chance to volunteer on an industry project—take it. You're not just helping your company. You're helping shape the future of the industry.

Themes discussed in this episode:

• How EVs, AVs, and sustainability are changing quality expectations in automotive
• Why updating core tools like APQP and SPC is critical for modern manufacturing
• The role of global collaboration in standardizing quality processes across regions
• The need to break down silos between supply chain, IT, and quality teams
• How automation improves quality systems beyond what manual processes can deliver
• The challenge of keeping up with evolving ESG and regulatory requirements
• The need to attract and mentor the next generation of quality professionals
• Why mentoring and volunteering are key to sustaining industry-wide quality standards

Featured on this episode:

Name: Scott Trantham

Title: Manager of Supplier Quality and Development at General Motors, and Chair of the AIAG’s Quality Steering Committee

About: Scott is the Manager of Global SQ Operations, IT Systems, Training, and Data Analytics at General Motors and has over 40 years of experience in the automotive industry. He also serves on the AIAG Quality Steering Committee and the IAOB Steering Committee, helping shape quality standards across the sector.

With expertise in manufacturing, purchasing, supplier quality, and service parts, Scott’s strengths range from complex problem solving – delivering solutions that promote industry improvements – to facilitating growth through collaboration and encouraging cross-functional data-driven methodologies to increase efficiencies.

Connect: LinkedIn

Mentioned in this episode:

• From Paper to Process: How Moog Medical Improved Supply Chain Performance Using 24 Essential Processes
• Episode 37: Roadmap to Auto Supply Chain Success
• AIAG Supply Chain Conference
• Tomorrow's Leaders Today
• AIAG Special Process Assessments
• (SPC) Statistical Process Control
• (APQP) Advanced Product Quality Planning
• AIAG Quality Core Tools

Episode Highlights:

[05:19] What’s Driving Change: EVs, autonomy, sustainability, and rising expectations are putting serious pressure on traditional quality systems.

[07:00] Tools Get Smarter: From SPC to APQP, quality tools are getting a major upgrade to keep up with new tech and tighter global standards.

[08:20] Software Gets Serious: With software becoming a bigger part of modern vehicles, Scott talks about the new software QA manual and why keeping it updated is now a priority.

[09:16] Built by Volunteers: Scott shares what it takes to shape the industry's quality tools—and why passionate volunteers still drive the best outcomes.

[12:11] What’s Next for Quality: Scott sees a future shaped by complex software, smarter systems, sustainable materials, and the need to rethink quality for every new vehicle.

[13:27] Why Automate Quality: From tracking issues to hitting compliance, Scott makes the case for why automated quality systems just work better—plain and simple.

[15:55] Getting into Quality: Scott talks about what makes a career in quality worth it—and how to get the next generation to care.

[19:23] Quality Never Stops: Scott’s advice? Live quality daily, make decisions with data, accept that change is coming, and step up when the industry needs you.

Top Quotes:

[10:17] Scott: “The challenges are really, how do we keep up with the new technologies? How are we going to keep up with the software, maybe even the ESG requirements that are out there? But the other challenge, really, is making sure that we have enough volunteers. I volunteered for the APQP and control plan document updates. That was a year and a half of about meetings—about one and a half to two hours each week on both documents. So, it takes a lot of time out of your already busy day to be a volunteer. But when we have passionate volunteers that come in and help work on these tools, we will always have great outcomes in those tools, and the best ones available for the industry.”

[12:21] Scott: “As far as the future is concerned, we're going to have more and more software, and it's going to become more comprehensive and complex. So, as we've already talked, there's going to be a big need to make sure that we have quality assurance practices in place for that. I look at it, and we're going to have data-driven quality management systems, where we're going to have some real-time monitoring—proactive solutions available to help improve consistency and reliability.”

[16:18] Scott: “I’ve been in quality for a long time. I actually love it. Having a quality mentality is just something you need to have to be able to succeed. You know, you're going to solve problems, and there's a good feeling at the end of the day when you do that.”

[18:10] Scott: “Creating a quality mentality throughout the enterprise is paramount. I like to call it a quality culture. Once you create that culture, it makes it easier for everyone to get on board with you, and quality is everybody's responsibility. It may be a little different based on your role, but it still has to be done with quality. So, embracing a quality culture is just a foundation for excellence for the next generation of our quality professionals.”

[19:44] Scott: “Quality isn't a sometime activity. We have to live it continuously. We need to be embracers of change. It's going to happen. We need to make our decisions based on facts and data, because with those decisions, we will have better outcomes when we do. And I think, you know, finally—a selfish plug here: if you're given the opportunity to volunteer on an AIAG project, take it. Because at that point, you're going to be a part of the quality transformation for the automotive industry.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode, we get real about a topic that doesn’t get nearly enough attention in automotive: the strain on supplier relationships. With tariffs, lead time cuts, and constant disruptions, the old “just send the RFQ and hope for the best” approach simply doesn’t hold up anymore.

That's where Supplier Relationship Management (SRM) comes in—and not just as a tool. We're talking about SRM as part of the procurement strategy.

Our guest, Achim Gatternig, Senior Manager for Procurement Projects at Magna, knows exactly what that looks like. He walks us through how Magna approaches Supplier Relationship Management (SRM) in a way that's built for today's supply chain challenges — and tomorrow's.

And it all starts early. Before the first quote request goes out, Magna teams are already narrowing down a fit-for-purpose list of suppliers. They're not just matching parts but aligning capabilities, volumes, and timelines to strategy. The goal? Fewer surprises, better results, and stronger long-term relationships.

But it's not just about smart planning—it's about real-time visibility. Achim shares how Magna gives suppliers monthly scorecards tracking quality, logistics, and delivery accuracy. It's not about policing—it's about creating conversations based on facts, not feelings.

And when crisis hits? That data becomes gold. Whether it's a tariff shift or a plant fire, SRM gives procurement leaders the clarity they need to act fast. Achim walks us through possible scenarios of how the right information at the right time could help companies avoid cost hits, move tooling, and re-strategize without chaos.

Of course, not everyone's on board. Achim gets candid about the challenges of pitching SRM to skeptical execs. His take? Show them what it costs to make decisions in the dark and then what's possible when you don't.

From pushing ESG requirements down the chain to spotting supplier risk with external data to using AI to manage information no human team could handle alone—Achim shows us what modern procurement leadership really looks like.

And his advice for anyone thinking about SRM? Don't overthink it. Just start. Pick the right system, make it fit your world, and give your team the clarity they'll need for whatever comes next.

Themes discussed in this episode:

• Why supplier relationship management is the hidden driver of procurement strategy
• How Magna leverages SRM to reduce risk and improve sourcing decisions
• Why SRM is no longer optional in automotive procurement
• How SRM tools help teams respond faster during supply chain disruptions
• Why early supplier alignment is more valuable than late-stage negotiation
• The real cost of not having supplier data when a crisis hit
• The need for a single, shared view of supplier data across teams

Featured on this episode:

Name: Achim Gatternig

Title: Senior Manager of Procurement at Magna International

About: Achim is Senior Manager of Procurement at Magna International, leading global procurement teams for complete vehicle manufacturing projects. With over 18 years at Magna, he’s held several key roles across the supply chain and procurement space, including Global Strategic Commodity Manager and Head of Tools and Data Management. Today, he oversees both project-based procurement teams and system administration for critical SCM applications like SRM. Achim is passionate about enabling supply chain teams to succeed—by guiding them strategically and equipping them with streamlined processes and smart systems that drive real results.

Connect: LinkedIn

Mentioned in this episode:

• Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration
• What is Supplier Relationship Management?

Episode Highlights:

[02:46] Start Early: Before an RFQ ever goes out, Magna builds a tailored list of suppliers based on volume, product type, and project goals—because the right sourcing decision starts way earlier than most think.

[06:00] Scorecards, Not Surprises: With monthly feedback and shared data, Magna’s SRM system turns supplier performance into a two-way street—and a platform for long-term growth.

[07:46] The SRM Sell to the C-Suite: When executives say “we’re fine,” data-driven decision-making is your best argument—especially when bad calls cost real money.

[10:43] When Tariffs Hit, SRM Talks: With location data, cost breakdowns, and sourcing visibility in one place, SRM helps Magna make fast, informed moves—like relocating tools before tariffs bite.

[12:45] Data Doesn’t Lie: Magna’s SRM-linked scorecards give suppliers a clear view of their performance trends—so they can spot issues early and make smarter moves.

[14:27] One Supplier, Three Scorecards: With data flowing from plant floors to corporate, Magna turns scattered supplier feedback into a single, unified view that works at every level.

[16:25] What Keeps Procurement Execs Up at Night: From cost targets to crisis signals, SRM gives leaders the tools to control spending, manage risk, and avoid nasty surprises before they turn red.

[19:09] When Yellow Turns to Red: Magna’s “Top Focus” process uses real-time data to catch slipping suppliers early—and gives them a path back before red turns into regret.

[22:38] How Far Down Can You See? Magna’s not stopping at tier one—external data and AI are helping them trace ESG compliance deeper into the supply chain, where visibility gets tough.

[24:46] No Way Around It: Achim’s advice is clear: if you want to stay competitive, stop hesitating and invest in SRM—because guessing won’t cut it in a world that changes overnight.

Top Quotes:

[04:14] Achim: “It’s always important that you somehow create your target scenario for the best-fitting supplier at the very beginning. That you really build a bidders list that is fitting to all of those requirements that have been identified. This is a very early-stage decision that you make with your collaborative teams. And from that time on, you try to bring in, as we said, suppliers that fit the strategy sheet to the project and to the product because we really think that this is a way of getting a very effective and very professional sourcing process into the activity. And with that, we can create very competitive and stable sourcing decisions at the end of the day, which is for sure one of the major tasks in procurement.”

[10:07] Achim: “An SRM helps you to save money based on how you get out the best, the better products, prices, and quality because you better understand the product and you better understand your supplier from the very beginning. On the other hand, as I've said, you can lose a lot of money if you are not at the forehand of whatever is going on in the market because time is key. And if you are too late with your decisions, the opportunity that was out there yesterday might be gone today. So, I think it's time and transparency in the market, in the suppliers, in the products that SRMs can give you, and you should take that as a manager.”

[22:15] Achim: “It's not a one-player game, right? So, you have to be in a team approach, for sure. For some topics, you are in the lead, but at the end of the day, you will only be successful when all of the team members are playing the same game. And they all need, somehow, the same source of truth that you can work on — because otherwise, you run in different directions, and nobody knows why. So, a single source of truth is a good thing to have in this case.”

[23:55] Achim: “We made an analysis on how big we understand that Magna has thousands of tier-one suppliers or first-level suppliers. Regardless of what level you are, if you bring this down, there are hundreds of thousands of involved players if you go down to a very low level. So, you have to use efficient methods to be able to track those. And, I said, there are sources that can help you with that. AI is playing a very important role these days in getting this data collected because there are ways to get the data collected and make and build up those elements. Manually only? I would hardly think it's manageable in a reasonable time with a reasonable amount.”

[25:13] Achim: “If you are really not sure if you should go for an SRM system or not, I can only tell you — it's a must to go this way if you want to be successful in the future. I think there's no way around it.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Most supply chain leaders say they're transforming—but are they really? Or are they just rearranging the same old playbook? In this episode, Maria Villablanca joins Jan, Terry, and Jim to unpack what real transformation looks like in a world where disruption is constant and uncertainty is the new normal.

They start with the hard truth: traditional supply chain leadership—focused on cost and control—isn't built for today's demands. Maria calls this a "leadership disruption," where leaders must evolve into strategists, visionaries, and change agents.

So, what does real transformation look like?

Maria says it starts with intent. The companies doing it right align people, tech, and processes around a unified strategy. They're not chasing tech for tech's sake. They're solving real problems, building cultures that adapt fast, and fostering real cross-functional collaboration.

Then the conversation turns to COVID—a crisis, yes, but also a necessary stress test. It exposed how fragile global supply chains really are—but it also made people finally care about them.

And that visibility, Maria says, opened a once-in-a-generation opportunity to redefine what the profession is—and what it could be. But now that the crisis has faded, there's a risk of slipping back into the shadows — unless leaders keep pushing the narrative forward.

And that's where storytelling comes in.

Maria argues that the industry desperately needs better PR. If we want the next generation to choose supply chains over TikTok, we need to start telling a better story.

Looking ahead, Maria sees big shifts on the horizon: AI and automation will reshape how we plan, source, and deliver. Supply chains will become predictive, self-correcting, and more autonomous. Globalization will give way to regionalization. Talent shortages will persist, making leadership development and culture more critical than ever.

So, what should leaders do right now? Maria's advice: learn to unlearn. Stop recycling old solutions for new problems. Ask different questions. Think differently. And most of all, lead with courage. The best supply chain leaders aren't just running operations—they're shaping the future of the business itself.

Themes discussed in this episode:

• The opportunity to reposition the supply chain as a growth engine, not a cost center
• The importance of cross-functional collaboration to enable real transformation
• How COVID exposed the fragility—and value—of global supply chains
• Why the supply chain profession needs better PR to attract top talent
• The future of supply chain careers and why Gen Z is key to innovation
• How storytelling, communication, and soft skills define the modern supply chain leader
• The long-term impact of tariffs and geopolitics on supply chain visibility and design
• Why supply chain leaders must “learn to unlearn” to stay competitive in a fast-changing world

Featured on this episode: Maria Villablanca

Title: Founder, Villablanca Consulting & Host of Transform Talks Podcast Series

About: Maria is one of the world’s leading supply chain, procurement, manufacturing, and digital transformation experts. Her career spans over 25 years of global commercial experience, entrepreneurship and content creation. She has interviewed thousands of leaders from public and private organizations worldwide on the topic of business transformation. Her insights and experience as an influencer, advisor, and commercial leader have made Maria a trusted name in supply chain transformation.

Connect: LinkedIn

Mentioned in this episode:

• 24 Essential Supply Chain Processes
• Unlocking delivery excellence: Integrating supply chain and quality management for organisational success
• AIAG/WSU Automotive Supply Chain Immersion Program
• 2025 Tomorrow’s Leaders Today

Episode Highlights:

[03:41] Leading Through Chaos: With disruption now a constant, supply chain leaders are being forced to evolve from cost-cutters to future-focused strategists who can lead through chaos.

[05:43] Beyond the Buzzwords: Real transformation isn’t about saying the right things—it’s about embedding change into culture, mindset, and how problems actually get solved.

[06:51] Blessing in Disguise: COVID wrecked systems and exposed cracks, but it also forced the industry into the spotlight—revealing fragility, unlocking opportunity, and finally showing the world why supply chain matters.

[09:13] Intentional Transformation: Supply chain is in its renaissance era—ripe with opportunities in tech, sustainability, and talent to finally drive growth instead of just cutting costs.

[10:53] We Need a Hype Team: If we want the next generation to choose supply chain over TikTok, we need to tell bigger, bolder stories—and show the world just how powerful this profession really is.

[14:25] Silence Isn’t a Strategy: Too many supply chain leaders are staying quiet online when what the industry really needs is bold voices showing the world what the supply chain really does.

[16:57] Back to the Back Office? Supply chain earned a seat at the table during the pandemic—but without continued momentum, there’s a real risk it slips back into obscurity.

[19:47] No, You Don’t Need to Code: According to Maria, the most effective supply chain leaders aren’t tech experts—they’re bold, curious thinkers who know where the business is headed and how to bring people with them.

[21:21] What’s Next for Supply Chain: Maria predicts a future shaped by AI, regional strategies, and a growing talent gap—where success will depend on who’s ready to lead through it all.

[22:20] Unlearn Everything: We’re facing new problems, and Maria says they won’t be solved with old thinking—it starts with unlearning, leading with courage, and daring to do things differently.

Top Quotes:

[04:13] Maria: “It’s important to know that we're in a period of what I like to call leadership disruption. Supply chain leaders are being asked to navigate a world that is moving faster, it's becoming more complex, and offering fewer certainties. There’s a big shift from where we were just a few years ago. If we think about it, traditionally, supply chain leadership was — I would say — very operational. It was focused on costs, efficiency, and throughput. Today, those things do matter, of course, but everything has changed, and I think that leaders now have to think like futurists, strategists, or change agents. It's not just about having a five-year plan and sticking to it. It's about creating the systems and cultures that can adapt to whenever the next disruption is going to hit. Because you know what? It's going to hit.”

[04:52] Maria: “When you think about companies or leaders that are doing it well, we've got some standout players. You've got — I guess often you hear names from Schneider Electric, CISCO, Unilever, and even HP — because although those companies aren't perfect, what they are is intentional about transformation. And what sets them apart isn't just the tech investment; it's their ability to align the technology, the people, the processes around a unified strategy.”

[07:02] Maria: “I think COVID was a good thing for the supply chain industry. It was a stress test like nothing before. It broke things, right? It broke systems, assumptions, and comfort zones. But it also revealed a deep fragility that had been baked into global supply chains. And I think that when we look at that definition, we realize that it exposed a lot of cracks within the supply chain. So, when you have a lot of that exposure, there's an opportunity for change — an opportunity for improvement. So, I think, to me, the biggest lesson with COVID was to demonstrate the cracks that we had. And equally, it's also to demonstrate the importance of supply chain.”

[20:55] Maria: “I get asked a lot of questions about: "What's the skill of the future, Maria? What does the supply chain leader of the future have?" Are they gonna need to learn to code in Python, or are they gonna need to learn how to... I don't know... talk to chat GPT. No. They need to be critical thinkers. They need to be disruptive thinkers, good communicators and have amazing soft skills, but also be very aligned with where their business is going.”

[23:35] Maria: “I think we're going to see AI and automation that's just gonna fundamentally change how we plan, source, produce, and deliver. We're going to see predictive, self-correcting, and eventually autonomous supply chains that are within reach. I think we're gonna see that the global economic and geopolitical order is gonna continue to shift, and we're gonna move away from globalization towards maybe regionalization. Companies are gonna build diversified supply chains to hedge their risks. And I think the talent shortage is just not gonna go away. We're still going to see companies that need to succeed by investing in leadership development, by upskilling their talent, and by creating a culture that attracts the next generation of leaders.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Tariffs are back. The EV transition is shaky. Autonomous vehicles are still a question mark. The auto industry is staring down a future full of uncertainty, and suppliers are stuck in the middle of it all.

In this episode, Paul Eichenberg returns to break down the three biggest shifts shaking up the supply chain: the move away from globalization, the messy reality of electrification, and the evolving regulatory landscape for autonomy.

For decades, global supply chains were the name of the game—companies optimized for low-cost country sourcing, suppliers expanded internationally, and the industry embraced efficiency on a global scale.

But now? Tariffs and shifting trade policies are forcing a hard pivot to regionalization. Suddenly, localization isn’t just a buzzword—it’s a necessity. Suppliers that haven’t adjusted are running out of time.

Then there’s EVs—what was once an unstoppable movement is now facing resistance. Sure, automakers have committed to an electric future, but consumer adoption isn’t moving as fast as expected. Policy shifts and market uncertainty create a volatile mix in North America, while China and Europe continue pushing full speed ahead. The big question? How long can suppliers ride the fence before going all in?

And let’s talk about autonomy. It’s been overshadowed by EV hype and supply chain chaos, but it hasn’t disappeared. If anything, it’s quietly gaining momentum. With regulations starting to loosen, companies like Tesla are pushing harder than ever. The next few years could bring breakthroughs no one saw coming.

So, where does this leave suppliers? According to Paul, there’s no room for hesitation. The auto industry has always been at its best when its back is against the wall, and now is one of those moments. Scenario planning isn’t just an option—it’s survival. Transparency in the supply chain isn’t just about efficiency—it’s about being prepared for whatever comes next.

Themes discussed in this episode:

• The decline of globalization and the rise of regionalization in automotive supply chains
• How tariffs and trade policies are forcing suppliers to rethink their sourcing strategies
• The uncertain future of EV adoption and the market hesitation slowing it down
• Why regulatory shifts could make or break the transition to electrification
• The financial struggles of suppliers caught between ICE phase-out and EV ramp-up
• The critical need for scenario planning in an industry facing constant disruption
• How political and economic polarization is reshaping global supply chains

Featured on this episode:

Name: Paul Eichenberg

Title: Managing Director, Paul Eichenberg Strategic Consulting

About: With 25 years in the automotive industry, Paul Eichenberg has led strategy for top suppliers, including eight years as Global VP of Corporate Development & Strategy at Magna Powertrain & Magna Electronics. Now, through Paul Eichenberg Strategic Consulting, he advises hedge funds, private equity firms, investment banks, and automotive suppliers on product management, mergers & acquisitions, and future-focused strategies.

Connect: LinkedIn

Mentioned in this episode:

• What's Next for EDI? Be Part of the AIAG Survey
• AIAG Forced Labor Due Diligence Conference
• AIAG 2025 Hybrid Supply Chain Conference
• AIAG Charity Golf Outing
• AIAG 2025 Quality Summit
• Inflation Reduction Act

Episode Highlights:

[02:57] The Big Three: Tariffs, EV uncertainty, and shifting regulations—Paul Eichenberg lays out the three game-changers every auto supplier needs to watch.

[05:17] The EV Crossroads: Automakers are still betting big on electrification, but with market uncertainty, shifting policies, and profitability struggles, suppliers are left wondering—how long will this transition really take?

[10:09] Policy Shift: With shifting regulations and possible changes to the Inflation Reduction Act, suppliers and automakers must brace for a future where incentives fade, but infrastructure investments stay.

[12:39] Charging Ahead: The future of EV charging infrastructure depends on shifting policies, but one thing is clear—there’s no turning back now.

[13:50] The Demand Dilemma: With ICE demand shrinking and EV adoption uncertain, suppliers are stuck in limbo—waiting to see which way the industry turns.

[19:38] From Global to Local: As tariffs loom and supply chains shift, Tier One suppliers must rethink localization strategies before it’s too late.

[24:14] Autonomy’s Quiet Comeback: While EVs dominate the headlines, self-driving technology is gaining traction—looser regulations and bold moves from Tesla could bring more autonomous vehicles to the road sooner than expected.

[25:48] Chaos, Change, and the Need to Adapt: The auto industry is facing an unpredictable future, and suppliers who fail to embrace scenario planning and supply chain transparency risk being left behind.

Top Quotes:

[04:52] Paul: “When I look at the three major changes, first, it's the move towards localization and the impact of tariffs. Second of all, it's the shift towards electrification. And then, finally, the third thing is the regulatory environment around autonomous vehicles.”

[08:27] Paul: “Five years ago, suppliers were making a tremendous amount of money around internal combustion engine components. Now, in North America where you have 10% of the market being battery electric vehicles, you have more than 20% in Europe. As you have that, the efficiencies of making those parts are no longer there for the supplier, nor does the supplier have enough volume on the electrification side to really be making money. So, the industry is really in a difficult time, difficult because suppliers find it very hard to make money at this stage of the transition. And the transition could be drawn out longer as a result of this policy and the shifting policy back and forth between ICE and battery electric vehicles. That would create a very costly scenario for suppliers moving forward.”

[10:15] Paul: “I think what we're gonna see when it comes to electric vehicles is a change around the IRA, which was the Inflation Reduction Act and was a major element of the Biden administration's push towards electric vehicles. And there are really a couple of different elements of that. There was, first of all, credit that went to the individual who was buying. The electric vehicle and that incentive was broken down into an element that went into early adopters, but then also for the OEM that had a supply chain that was local when it came to things like battery production and power electronics, et cetera. So, there's a very good chance that goes away. But there were two other elements of the IRA; one was around building infrastructure. First was the infrastructure to localize those supply chains, and the other was the infrastructure around charging.”

[18:56] Paul: “I can tell you from the conversations that I've had at the OEMs and the suppliers, right now everybody's in a wait-and-see. See how this is negotiated. See if this becomes a negotiating tactic for the administration. But again, it's not like people are just going to be making these large investments and breaking down this global supply chain that's been built because of what has been invested in it and the economy of scale that's been achieved, and then the cost associated with reduplicating it on a regional or a local basis.”

[27:02] Paul: “We have a huge chasm to cross as we move in these significant changes in technology. It's a hard environment to make money in, but now we're adding a new type of disruption, more political or polarizing of the industry. And I think what you're going to see is, oh, people have talked about autonomous and electrification and all these big technology disruptions that we're dealing with, but now we got to start thinking of this polarization that we have in the industry, which is really the breaking down of these global supply chains as we've known it. And as a result, what companies need to do is really start scenario planning around these scenarios and what's gonna happen and what's likely to happen. To start to be much more aggressive to understand how are they gonna win in this constantly changing environment.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The automotive supply chain isn't what it used to be. Between shifting global policies, evolving AI capabilities, and the relentless push for sustainability, the pressure is on. And if you're not thinking ahead, you're already behind. But Martinrea is ahead of the curve, and in this episode, Megan Hunter, Executive VP of Procurement and Supply Chain Operations, explains how.

One of the biggest game-changers? AI. Forget spending hours digging through Google for the right supplier. AI-powered tools now make instant supplier recommendations, cut through the noise, and even challenge old-school procurement tactics. But AI isn't perfect—Megan shares the hidden risks that supply chain leaders must watch out for.

Then there's supplier transparency, a topic everyone talks about but few have mastered. Why? Because transparency isn't a tech problem—it's a trust problem. Megan reveals the reality of deep-tier supplier mapping, the struggle to get reliable data, and the cultural shift needed to make transparency a reality.

And let’s talk about sustainability—not as a checkbox, but as a game-changing strategy. At Martinrea, it’s not just about the planet; it’s about saving millions. Localized sourcing? 300,000 fewer miles traveled. Smart packaging? Less waste, lower costs.

Of course, none of this works without the right people in place. However, the auto industry faces a massive talent gap. Megan's solution? Don't wait for talent—build it.

Martinrea is launching an industry-first supply chain apprenticeship program, pulling in fresh talent from the ground up and training them in everything from procurement to AI-driven analytics.

And if you're feeling overwhelmed by all of this? Megan's advice is simple: start with quick wins. Instead of getting stuck in the complexity, take immediate, tangible steps to drive change.

Themes discussed in this episode:

• How Martinrea is using AI to streamline supplier searches and procurement
• The biggest challenges in supplier transparency and why trust is the missing link
• Why sustainability is not just good for the planet but a cost-saving strategy
• The role of zero landfill initiatives in Martinrea’s waste reduction efforts
• Why real supply chain transformation requires cultural shifts, not just technology
• How Martinrea is addressing the supply chain talent gap with an apprenticeship program
• The importance of quick wins in driving supply chain innovation and progress

Featured on this episode:

Name: Megan Hunter

Title: Executive Vice President Procurement and Supply Chain Operations at Martinrea International

About: Megan is the Executive Vice President of Procurement and Supply Chain Operations at Martinrea International Inc., a role she has held since December 2019. She leads the company’s global procurement and supply chain strategy, ensuring sustainable and efficient operations across the organization. In addition to overseeing procurement, Megan is also responsible for the Auburn Hills Technical Center and Martinrea’s sustainability initiatives.

Connect: LinkedIn

Mentioned in this episode:

• Microsoft Copilot: Your AI companion
• Procure-to-pay (P2P)
• Plants Achieve Zero Landfill
• Scope 3 Emissions
• 2023 Martinrea Sustainability Report

Episode Highlights:

[03:19] AI in Action: AI isn’t just a trend at Martinrea—it’s a practical tool driving real efficiency. From breaking down silos with a cross-functional AI committee to using Copilot for rapid supplier searches, they’re turning technology into a competitive edge.

[06:08] Smart, But Not Always Right: AI is a powerful tool, but as Megan Hunter explains, it still makes mistakes—sometimes, it even apologizes for getting things wrong.

[08:34] Necessary Evil or Outdated Habit? Martinrea still relies on spreadsheets, but Megan shares how they’ve been shifting critical data into their ERP system to drive smarter decision-making.

[15:03] Sustainability That Pays Off—Literally: At Martinrea, sustainability isn’t just about numbers—it’s about impact. Cutting 300,000 miles of transport saved $1 million, but more importantly, it’s like driving coast to coast 100 times or powering 50 homes for a year.

[19:43] Scope 3 Emissions: Tracking emissions starts with understanding where suppliers stand, and Martinrea is taking a hands-on approach to help them establish baselines and build a path toward real sustainability progress.

[22:14] Building the Next Generation: Martinrea is tackling the talent gap with job rotation programs and an industry-first apprenticeship, giving employees hands-on experience and a clear path to grow into supply chain professionals.

[25:27] The Power of Quick Wins: Big changes can be overwhelming, but focusing on small, impactful actions helps supply chain leaders move forward faster.

Top Quotes:

[05:04] Megan: “You want to find a supplier that can make a certain widget somewhere in the world? Using your traditional Google search, you could go 12 pages deep, and you have to open each company's website, look through it, and try to understand what they make and whether it is what you're looking for. Well, Copilot just changed the game. You can go into Copilot and say, "Show me an IATF-certified manufacturer of this type of component anywhere in the world," and it will pop out a list of suppliers. It is so much faster, and yes, it has some inaccuracies, but the time savings is incredible. And that's just a very small example of how we use that in the supply chain.”

[13:37] Megan: “These whole resiliency topics that are the buzz in the supply chain right now are very difficult. I think this is going to require a massive cultural shift across the entire supply base because a lot of trust needs to be built between a supplier and its customer in order for a supplier to just be able to open up and reveal some of their supply chain data. So, I think we have a bit to go before we really start unlocking those doors. There are some AI-related solutions that can predict some of the tiers down the supply chain. How accurate those are, how reliable those are, I think we're in the very early days, but those show some promise. Doesn't change the fact, though, that a major cultural shift is going to need to happen.”

[16:37] Megan: “Most people say, "Okay, we saved this much money." In our case, I'll give you an example of one of these savings that was worth a million dollars. Instead of looking at it as a million dollars, which is great and one of the major KPIs for a supply chain team, you can also think about it in more relatable terms. So, for example, that $1 million equated to a reduction in 300,000 miles traveled, which is like driving coast to coast a hundred times. It saved enough carbon emissions to power 50 homes for a year. So, when we start to think about these things that we do every day, and we put them in more relatable terms, it really makes a big impact in our drive for sustainability because once you start to understand that's the difference you can make, it makes you hungry for more.”

[23:51] Megan: “One of the things that I found just crazy, quite frankly, is that there aren't any supply chain apprenticeship programs—at least none that we could find. Formal ones. And so we set out to start our own, and we have a team of people who are working on developing that apprenticeship program with one of the local universities. We're going to be really excited to launch this here in the coming months because this will provide us with a great pipeline to future talent. When we can start them early in the process, take some of our people who are operators showing a lot of promise and potential for the future, and we will be able to develop them to be great supply chain professionals through this apprenticeship program.”

[26:07] Megan: “Sometimes these new initiatives can seem so overwhelming and so complicated, such a monumental change. But if we look for the, what’s something we could do today? What could we do now? What's the natural first step? I think when we focus on those quick wins, we start moving the needle fast. It takes away the overwhelm and the burden from some of these things and focuses on the action—the get it done. So that would be my advice: look for the quick wins.”

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What’s the secret to securing big wins in the automotive industry? According to Guillermo Cano, Chief Customer Engineer at Magna International, it all starts with early customer collaboration.

Instead of waiting for contracts to be awarded, Guillermo and his team invest in relationships early, working alongside customers to develop smarter solutions from the start. Sure, it’s a risk—there’s always the chance the business goes elsewhere—but the payoff is undeniable.

He tells the story of a once-hesitant customer who, after three years of open communication and problem-solving, didn’t just come around—he nominated Magna for a supplier award.

But collaboration isn’t just external—it starts inside the company. Breaking down silos, aligning engineering and R&D, and fostering teamwork are just as crucial as customer relationships.

In an industry that moves at breakneck speed, time is either your greatest asset or your worst enemy. Getting in early means fewer late-stage design changes, fewer supply chain surprises, and, ultimately, better results for everyone.

Guillermo also dives into the power of technology in driving efficiency—from advanced CAE studies that improve production quality to AI-driven defect detection that reduces costly errors. But even the best tech is useless without strong communication, and that’s where he offers some of his biggest lessons. Technical skills might get you in the door, but the ability to listen, connect, and collaborate is what sets future leaders apart.

And in a rare moment of vulnerability, he opens up about the importance of mental health in automotive leadership—a topic often overlooked in high-pressure environments.

He shares his personal experience with burnout and why prioritizing well-being isn’t just good for individuals but is also critical for effective leadership. At the end of the day, great results don’t come from machines; they come from people.

Themes discussed in this episode:

• How early customer collaboration creates a strategic advantage for suppliers
• The risks and rewards of investing in relationships before business is awarded
• How breaking silos leads to faster innovation and better program execution
• The power of active listening in understanding customer needs
• How Magna leverages technology to reduce development time and improve quality
• Why communication skills are just as important as technical expertise in supply chain leadership
• The importance of mental health in high-pressure automotive roles

Featured on this episode:

Name: Guillermo Cano

Title: Chief Customer Engineer, Magna International

About: Guillermo is an experienced automotive engineer and leader with over 18 years in the industry, specializing in product development, R&D, and project execution. As Chief Customer Engineer at Magna International, he collaborates with key customers to develop innovative mobility solutions that shape the future of transportation.

A firm believer in authentic leadership, Guillermo is passionate about guiding the next generation of engineers, sharing insights from his journey, and fostering a culture of innovation and mentorship.

Connect: LinkedIn

Episode Highlights:

[04:01] The Art of Getting in Early: Winning business starts long before contracts are signed. Guillermo explains why understanding customer goals, making personal connections, and keeping your promises turn early engagement into lasting partnerships.

[06:58] Breaking Silos, Building Solutions: At Magna, collaboration isn’t just talk—it’s how real progress happens. Guillermo explains how tearing down internal barriers, staying proactive with customers, and bringing the right expertise together leads to smarter solutions and stronger partnerships.

[11:25] From Skeptic to Partnership: Turning a hesitant customer into a loyal advocate takes more than just great products—it takes trust, transparency, and real teamwork. Guillermo explains how early collaboration helped turn a challenging program into a success story, earning Magna an award nomination and establishing a long-term relationship.

[13:34] The Cost of Playing It Safe: Waiting until the last minute to engage suppliers is a recipe for delays, cost overruns, and missed opportunities. Jan and Guillermo break down why Magna is making the bold choice to invest early in customer relationships—despite the risks—to drive smarter, more strategic collaborations.

[17:07] Tech That Speeds Up Success: Guillermo explains how Magna utilizes technology, from precise CAE studies and production tools, along with AI-powered quality control, to accelerate production, cut costs, and produce higher-quality parts.

[18:58] Last-Minute Chaos? No Thanks: Nothing derails a launch faster than buried requirements and last-minute surprises. Jan shares why early engagement is critical to keeping supply chain teams from scrambling and how a proactive approach can prevent costly headaches down the line.

[21:41] The Career Advice No One Gave You: Degrees and technical skills will get you started, but communication is what sets future leaders apart—Guillermo shares why mastering it early matters more than you think.

[24:34] The One Investment Leaders Can’t Ignore: Success means nothing if you’re running on empty—Guillermo makes a powerful case for prioritizing mental health in an industry that too often ignores it.

Top Quotes:

[03:21] Guillermo: “In my role, I get the opportunity to look for collaboration work with our customers, and we try to get there early because that's where great things can happen. It gives you the time to work on more creative solutions for the complex programs that we have for our industry these days. So, I'm very proud to be in this role because they get to influence our beautiful automotive industry and help our customers get to their goals. And also, for Magna, make sure that we meet our own goals and that we partner with our customers so that we're always alongside them as we launch new vehicles.”

[05:38] Guillermo: “In this industry, we tend to forget that we're not machines—we're not terminators. So, I made a mistake before when I connected with someone, and almost immediately, I jumped, and I threw 10 different projects or my company presentation, and I just buried him in the information that he might not even be interested in. So, what has worked for me is once I connect with them as a person, you have to listen—actively listen. And most of the time, they're going to give the answers themselves. They're going to tell you specifically where they are struggling, how they see that you can help them, and start that collaboration on the new future of our industry.”

[12:00] Guillermo: “I was talking with the lead from our customer, and he told me about some of the things that went wrong with their previous programs. And I was confident that with early engagement and collaboration, those issues could have been resolved. He wasn't too excited to work with us, but after three years of working in a really collaborative environment, where we had the trust, where we were open about challenges and issues, and we found a way to resolve them with a win-win mindset. After launching through very aggressive timing through COVID issues, we were able to produce parts on time with the right quality. We peeped up on time, we met the cost targets, we met the weight targets, and he was so happy and so pleased that he went and nominated us for a supplier award.”

[15:14] Guillermo: “We are making a commitment when we approach our customers to support them meet their goals. Now, I know I said this before, but when you look at our approach, we are also being strategic. We need to know what programs are strategic for us—that align with our business plans and our growth and goals. And we focus on, with our customers, on the right products, on the right programs, and it's a partnership. There is a risk, yes, that we might not get the business awarded. But like I said before, that's the way that you get time in a new program. And in my program management experience before, that was probably the most important asset that you could have.”

[22:32] Guillermo: “My advice for the new generation is to focus on your communication skills. I spent a lot of years working on my technical skills, which are needed for our industry. I thought communication was about just not being nervous in front of people and being able to do a presentation. If you look at all the things that we talked about today, communication is key to linking early engagement, collaboration, working with customers, working within our own organization or our industry.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The Auto Supply Chain Prophets podcast is relaunching with a significant milestone—10,000 downloads—and a new partnership with QAD and AIAG. To mark the occasion, Jan Griffiths sits down with Anton Chilton, CEO of QAD, and Matt Pohlman, CEO of AIAG, to tackle the pressing challenges and opportunities shaping the future of automotive supply chains.

The automotive industry is undergoing a massive transformation. Traditional supply chain strategies are no longer enough. The old belief that "big fish eat small fish" is outdated—today, fast fish eat slow fish.

Between ongoing disruptions, economic uncertainty, and the push toward electrification, the industry can no longer afford to rely on slow, outdated processes.

So, how do companies keep up? Both leaders believe speed, collaboration, and real-time data are the keys to survival. Companies stuck in outdated ways of thinking—focusing on their operations rather than the entire supply network—will struggle to compete.

But why hasn't the industry mastered speed and collaboration despite decades of talking about them? It points to one key issue: while technology and automation have advanced, manufacturing productivity has been stagnant since 2010. The reason? There is too much focus on efficiency and not enough on adaptability. We have to embrace change and empower people with the right data.

AIAG proves that this kind of reinvention isn't just talk—it's essential. Once focused on compliance, it has become a key industry player, connecting the right people to solve the supply chain's toughest challenges.

So what's next? Both leaders agree that radical collaboration and data-driven decision-making will define the industry's future. The challenge isn't just about having the right technology—it's about using it to create a culture of innovation within your company.

Their advice to leaders? Empower your people, understand your supply chain from end to end, and stop thinking of speed as just a tech problem—it's a leadership problem, too.

Themes discussed in this episode:

• The need for speed and adaptability in today’s automotive supply chain
• Why traditional supply chain strategies no longer work in a rapidly changing industry
• How real-time data and technology can improve decision-making—but only if people are empowered to act
• The biggest risks facing the industry, from geopolitical tensions to supply chain disruptions
• The reinvention of AIAG from a compliance organization to a true industry connector
• How QAD is leveraging tech and AI to deliver practical, real-time supply chain insights
• Why leaders must break silos and rethink their approach to supply chain management

Featured on this episode:

Name: Matt Pohlman

Title: Chief Executive Officer (CEO), Automotive Industry Action Group (AIAG)

About: Matt Pohlman, CEO of AIAG, leads the organization in tackling the automotive industry’s most pressing challenges in quality, supply chain efficiency, and corporate responsibility. With decades of leadership experience in global supply chain management, supplier quality, manufacturing, and logistics, he has held senior executive roles at Federal-Mogul, Delphi, Tenneco, and WABCO/ZF Group. Now in his third year at AIAG, Matt is driving a transformative vision focused on speed, relevance, and accountability.

Connect: LinkedIn

Name: Anton Chilton

Title: Chief Executive Officer (CEO), QAD

About: Anton Chilton joined QAD in 2004 and became chief executive officer and a member of QAD's board of directors in 2018. Before his appointment as CEO, he served as executive vice president and led global field operations. With nearly 30 years of experience in ERP and operations management, Mr. Chilton previously held senior roles in global systems integration at Atos Origin and CapGemini.

Connect: LinkedIn

Episode Highlights:

[01:43] Be the Fast Fish: The biggest challenge in today’s supply chain isn’t just disruption—it’s speed. Companies that react in real time, embrace change, and balance technology with empowered people will be the ones that survive.

[04:49] The Supply Chain Isn’t a Straight Line: Success depends on speed, real-time data, and seamless collaboration across every layer of the supply network—because if you’re not ahead of the curve, you’re already behind.

[06:21] Why Are We Still So Slow? Decades of knowing the importance of speed haven’t translated into action—legacy processes, rigid best practices, and a fear of change are holding the industry back. Companies that build systems around people, not just processes, will have the edge.

[09:26] The Future Runs on Trust and Data: Speed and transparency won’t happen without understanding the full supply chain, sharing real-time data, and trusted partners across the entire supply chain—because if you don’t know where your risks are, trouble will find you first.

[11:13] Reinvention Is No Longer Optional: AIAG had to reinvent its role in the industry. Once known for compliance and quality standards, it has expanded to address modern supply chain challenges.

[13:02] AI Isn’t the Future—It’s Now: The real challenge for tech companies isn’t just adopting AI—it’s making it practical, delivering real-time data, and turning hype into real value that helps businesses make smarter decisions.

[20:46] Anton Chilton on 2025: Empowering people to make fast, data-backed decisions is Anton’s blueprint for the future, where breaking out of old habits and embracing real-time collaboration will define supply chain success.

[23:26] Anton’s Advice: Digital transformation is important, but Anton reminds us that the real key to future-proofing the supply chain is empowering people to make smarter, faster decisions.

[24:10] Matt Pohlman on 2025: With disruptions coming from every direction—tariffs, electrification, and shifting regulations—Matt stresses that companies must embrace change, trust their people, and use data as a competitive advantage.

[26:11] Matt’s Advice: Success in uncertain times starts with understanding every layer of your value stream—Matt highlights why resilience, data, and proactive decision-making are non-negotiable for the future.

Top Quotes:

[04:11] Anton: “In the past, it might be thought that the big fish eat the small fish. And I think in today's world, what's different is it's the fast fish that eat the slow fish. Whether you're big or you're small, you've got to be a fast fish. And the only way you're going to be able to do that, we believe, is, yeah, you've got to apply technology and systems on top of best practice processes, but you really have to do that in the context of empowerment of people. Only when you're optimizing that balance of people, process, and systems, all working in harmony together, are you going to be able to be optimized and be able to be that fast fish, or what we actually call an adaptive enterprise.”

[05:02] Matt: “It’s about speed, it’s about collaboration, it's about data, and all of those things are extremely, extremely important. You've got to understand your supply chain. You've got to understand where things are and where they connect. There are so many things that are impacting us today. And you have to understand your data. You have to have real-time information. You have to understand all the various levels of the chain, and it's more than a chain; it's like this three-dimensional, four-dimensional kind of a chain that you have to understand, and you have to have the data, and you have to go fast. And I would say, as we evolve, how do we collaborate across all of those pieces? And how do you have the ability and the knowledge to be able to collaborate across all of those areas? Because without that, you're not going to survive.”

[12:11] Matt: “Our strength is in getting our member companies together with their subject matter experts to solve those problems. It's collaboration. If we can get the right people in the industry together to work on this common issue with the right subject matter experts, we can solve things. The industry is changing more right now than it's changed in the last hundred years. I've heard that on your podcast and I've heard that multiple times. So, we have to be ready for that. We have to change how we manage. We have to culturally change how we do things.”

[13:12] Anton: “Change is a constant for everybody, but in the last few years, the pace of that change is incredible, and you look at the power of artificial intelligence today and the types of things that it's able to do. I recently saw one of the marketing people put a video together of me doing a presentation in fluent French in my tone of voice, and if he didn't know me that well, he wouldn't know it wasn't me. And so, how do we take those kinds of examples and bring them into true value-added needle moving concepts for our customers, right? So, it changes the role of what we do in a way; a lot of customers that I speak to today, we'll be talking about what you have in the way of AI. How are you using AI? And because they see the future, they talk about digital transformation, and they want to be involved in that.”

[23:42] Anton: “Recognize the importance of the people in your plans. Everybody's talking about digital transformation and the automation of supply chain and data and all that. Great. I'm from a technology company, I'm always going to advocate that. But put your people first, think about how you're empowering your people to make these decisions to become that fast fish. So, put people at the forefront of your planning, enable, and empower them.”

[25:33] Matt: “We're going to have to trust our folks. We're going to have to enable them with data and then trust them to make the right decisions based on the parameters and the things that you put together. The digitalization is going to be there, regulations with sustainability and carbon footprint and forced labor. The requirements are becoming more and more intense and how you use that data to be a competitive advantage is also going to be very important. The data is going to be something that will become a competitive advantage as we go forward because it's going to require you to go fast. And if you don't have those fast answers, you could be in trouble.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Big news for Auto Supply Chain Prophets! Jan Griffiths shares that the podcast is taking a short break as the team prepares to relaunch on February 3rd! What’s new? A brand-new co-host and a partnership with a group just as passionate about the automotive supply chain as we are.

While we can’t share all the details yet, get ready for fresh ideas and exciting collaborations to set the stage for an exciting new chapter. In the meantime, listeners are encouraged to take a look at our past episodes for valuable supply chain insights.

Stay tuned—big things are coming!

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.

Connect: LinkedIn

Mentioned in this episode:

Please visit this link to access our complete collection of podcast episodes.

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

2024 is coming to a close, and it’s that time when we reflect on what we’ve achieved and, more importantly, what we’ll do differently in the year ahead. But here’s the hard truth: in the automotive industry, sticking to what’s always worked isn’t enough anymore. This isn’t just transformation—it’s full-blown reinvention.

In this solo episode, Jan Griffiths dives into what this means for supply chain leaders. The old ways of siloed processes, outdated leadership styles, and a “business as usual” mindset can’t keep up with the speed and competition reshaping the industry. And the competition isn’t waiting. Chinese OEMs are making waves globally, producing high-quality vehicles at a pace that’s hard to match. It’s a wake-up call for anyone still thinking the status quo is safe.

So, when you think about your supply chain and what it’s going to look like for 2025, know this: the Auto Supply Chain Prophets team is on a mission to arm you with the content and insights you need to succeed. If you’re wondering where to start, Jan mentions a few stand-out episodes to help frame your strategy for the year ahead.

And while 2024 brought incredible conversations, there’s even more to look forward to, as Jan hints at exciting changes for the podcast in 2025, including a new partnership and the addition of a co-host.

From Jan, Terry Onica at QAD, and the entire podcast production team, thank you for being part of this journey.

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.

Connect: LinkedIn

Mentioned in this episode:

• The Reinvention Mindset for Supply Chain Leaders with Dr. Nadya Zhexembayeva
• Embracing Ethical AI for Future-Ready Automotive Supply Chains with Dr. Charlotte de Brabandt
• What's Next for EDI? Be Part of the AIAG Survey with Fred Coe
• Leading the Charge: Building Tomorrow’s Supply Chain Leaders with Jim Liegghio
• Start Your Sustainability and Profitability Journey with Our New E-book
• Lessons Learned in a CPO's Transition from Auto to Life Sciences with Carrie Uhl
• Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey
• Supply Chain Dynamics: Technology, ESG Regulations, and Strategic Collaboration with Nichole Felton
• Episodes with Beth Crowley: Why Every Supply Chain Needs an Army of Problem Solvers and Lean Manufacturing: Thriving or Dying in Today's Automotive Supply Chain
• Please visit this link to access our complete collection of podcast episodes.

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Is your organization ready to thrive in a world of constant disruption? Dr. Nadya Zhexembayeva, Chief Reinvention Officer and founder of the Reinvention Academy joins Terry Onica and Jan Griffiths on Auto Supply Chain Prophets to explore why reinvention has become the top priority for businesses worldwide.

The days of long business cycles are over. Today, the average lifespan of a business model is down to just five years. With change accelerating across industries, companies can no longer rely on incremental improvements—they must embrace reinvention as an ongoing, proactive process.

But what does reinvention look like? From Philips' shift from consumer electronics to medical imaging to how a Slovenian heating company found its future in the automotive sector, Dr. Nadya's real-world examples reveal how rethinking strengths and opportunities can open new doors.

She also introduces The Titanic Syndrome, her groundbreaking book that draws a parallel between the Titanic's fate and the challenges modern businesses face. With striking examples—from Kodak's demise to startling statistics about Fortune 500 turnover—Dr. Nadya challenges leaders to rethink their approach before their organizations hit their own iceberg.

The real challenge? Culture. To address this, Dr. Nadya offers practical advice for leaders: gather your team for a "75-5 Exercise" that encourages them to rethink long-held assumptions and establish new rules for thriving in today's fast-paced world.

Dr. Nadya's message is clear: Stability is gone, and disruption is here to stay. Leaders must adjust their mindsets and embrace reinvention as a continuous journey. By doing so, they can turn challenges into opportunities and ensure their organizations not only survive but thrive.

Themes discussed in this episode:

• The rapid decline in business model lifespans, from decades to just five years, and what this means for the industry
• Why incremental changes are no longer enough in today’s fast-paced world
• How Philips’ pivot to medical imaging and Hidria’s transition to automotive demonstrate the power of rethinking strengths
• The concept of The Titanic Syndrome and how overconfidence, resistance to change, and lost knowledge are leading businesses to failure
• The cultural transformation needed to embrace continuous reinvention across teams and leadership
• Practical tools like the “75-5 Exercise” to challenge old assumptions and create new strategies for today’s evolving market
• Why leaders must see disruption as the new normal and treat reinvention as an ongoing, proactive process

Featured on this episode:

Name: Dr. Nadya Zhexembayeva

Title: Founder & Chief Reinvention Officer, Reinvention Academy

About: Known as “The Reinvention Guru” and “The Queen of Reinvention,” Dr. Nadya Zhexembayeva is a scientist, entrepreneur, and acclaimed author with expertise in resilience and reinvention. She has guided organizations like the Bill & Melinda Gates Foundation, Coca-Cola, Cisco, L’Oréal, Danone, Henkel, Erste Bank, Danfoss, and Knauf Insulation in transforming their products, leadership strategies, and business models to adapt to shifting market demands and anticipate future disruptions. Nadya has delivered keynotes and workshops to over 500,000 executives, including four TEDx talks. Her award-winning books, along with her contributions to Forbes and Harvard Business Review, further solidify her as a thought leader in her field.

Connect: LinkedIn

Mentioned in this episode:

• HBR article "Constant Change Is Rewriting the Psychological Contract with Employees"
• Nadya's latest book, "The Chief Reinvention Officer Handbook: How to Thrive in Chaos"
• For CEOs, reinvention momentum is building
• Titanic Syndrome: Why Companies Sink and How to Reinvent Your Way Out of Any Business Disaster

Episode Highlights:

[03:30] Why Reinvention Matters Now: The lifespan of a business model has shrunk from 75 years to just five. Dr. Nadya explains why reinvention must be a continuous, proactive process—more like brushing your teeth than a one-time project—to keep up with today’s fast-paced world of change.

[06:39] What Reinvention Really Means: Dr. Nadya defines reinvention as managing a diverse portfolio of changes—ranging from incremental tweaks to radical transformations. She emphasizes that there’s no universal formula; each company must develop its own approach, blending continuous innovation and system-wide reinvention to adapt and thrive.

[09:33] Rebuilding Trust in Change: Employee support for change has plummeted—from 74% in 2016 to just 43% 5 years later. Dr. Nadya explains how broken psychological contracts and constant disruptions fuel resistance and why quick wins and confidence-building are key to re-engaging teams.

[14:47] Reinvention in Action: What do you do well, and who else might need it? Philips transformed from TVs to medical imaging, and Hidria pivoted from heating systems to automotive parts, proving the power of aligning core strengths with new market opportunities.

[18:23] The Titanic Syndrome: Dr. Nadya shares how her consulting journey began unexpectedly and led to her groundbreaking book, The Titanic Syndrome. She explains how overconfidence, resistance to change, and lost knowledge spell disaster for modern companies.

[23:04] Turning Crises into Opportunity: Dr. Nadya introduces the “75-5 Exercise,” a powerful team activity that revisits outdated rules from the long-cycle era and creates strategies tailored to today’s fast-changing environment. By rethinking old methods and embracing the new normal, teams can turn constant disruption into a competitive advantage.

[29:29] A Painful Business Metaphor: Using a live example with CEOs, Dr. Nadya demonstrates how many businesses are stuck in temporary fixes, refusing to adjust for long-term change. Her advice? “Adjust your chair” and embrace reinvention as a permanent mindset to stop the discomfort.

Top Quotes:

[05:13] Nadya: “If in the 20th century, the average life cycle of a business model was 75 years. This year, the average life cycle of a business model, including monopolies, mining, metals, and all those very long-cycle companies, is five years. Meaning you have to reinvent faster than you have ever done before. And 20% of companies today are reinventing faster than the budgetary price cycle, faster than every 12 months. So, when you are at this speed of change, things are moving very fast: new technology, new regulations, new customer demands, new competitors; you have to go faster and faster. And that's why reinvention is becoming such a big, big thing. Is that we recognize that incremental change is no longer sufficient. You still need to do it, but you cannot limit yourself only to incremental change.”

[10:20] Nadya: “Just in 2016, on average, 74% of employees were willing to support enterprise change, 74%. Five years later, it was only 43% and falling. Most employees today are actually trying to prevent their companies from changing, and statistics from another organization, Gallup, actually show that an average of 15% of employees are actively sabotaging their businesses, their companies, and their bosses in trying to prevent change from happening. So, they're in a state of active sabotage. That's Gallup 2024 research. Those two numbers combined, those two studies combined, tell me that the way we approach change is all wrong.”

[19:48] Nadya: “By 2014, the number of companies that were in desperate need of reinvention and were facing bankruptcy was through the roof. And I couldn't figure out what it is, because most of them think it's a technical or technological problem. If we only figured out the right technology, we would solve it. That's a very typical mistake. When I stand in front of a group of people and ask them, "What killed Kodak?" They say, "Digital photography." Great answer; the problem is Kodak invented digital photography; it was their own R&D. And that is the case for most companies; they think if we gather winning technology, this would be solving all our problems. No, it's a mindset problem. It's a management system problem.”

[27:45] Nadya: “Stop thinking this is temporary. If it's not electric China, it will be COVID. If it's not COVID, it will be elections. If it's not an election, it will be a recession. If it's not a recession, it will be God knows what. But something is going to shake you up in the next six months. So, now the question that you should be asking yourself is, what are the rules of the game in a permanent shit storm? And I tell you, statistics are on your side when we look at statistics of a typical crisis all the way down to the eighties. In a typical crisis, about 17% of companies disappear, and 17% go bankrupt; it is not horrible. I think it's kind of actually cleansing, but 10% of companies become stronger by sales, profits, employee engagement, and customer satisfaction. You can use every shitstorm to grow and develop. You just need to think of it, as your strategy, not be in a defensive position, but be on the fence.”

[30:46] Nadya: “I'm standing in front of the room with my slides, and I said something, and then I move around the room, and I stand in the back next to flip chart and start facilitating discussion. All the CEOs and owners turn around and kind of bend their necks and start looking at me. And I was there for five minutes, 10 minutes, 30 minutes, and at that moment, I asked them how's their neck doing. And they're like, "It hurts. It's very uncomfortable." And then my next question is, "Why haven't you moved the chair so far?" Because that's the biggest metaphor in business. Most businesses are right now operating, thinking that this is temporary for the last 10 years; they're stuck with their necks, losing their mind, their necks hurting, and their people screaming because they made short-term adjustments thinking this is temporary instead of making full, meaningful reinvention, understanding this is permanent. Adjust your freaking chair! Your neck will stop hurting.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

AI is revolutionizing the automotive supply chain, but how do leaders harness its potential while staying true to ethical principles? In this episode, hosts Terry Onica and Jan Griffiths dive deep into the transformative power of AI with Dr. Charlotte de Brabandt, Head of IT Partner Management at ZF and a global thought leader on ethical AI. Charlotte's impressive career—spanning roles at Porsche, Volkswagen, Johnson & Johnson, and Amazon—gives her a unique perspective on how ethical AI is transforming the industry.

Charlotte introduces ethical AI as the development of systems that prioritize fairness, transparency, and accountability. She explains how addressing challenges such as bias and privacy during development ensures these systems align with ethical standards. This approach, she explains, not only fosters trust with suppliers and partners but also gives businesses a competitive edge.

For supply chain leaders, Charlotte offers practical insights on integrating AI into procurement and supply chain processes. She explains how AI can automate repetitive tasks, optimize decision-making, and strengthen supplier relationships. Through examples from industry leaders like IBM and Unilever, she shares the benefits of adopting ethical AI, from improving efficiency to meeting sustainability goals.

This transformation, however, requires more than just technology—it demands a cultural shift. How do you ensure AI-driven decisions are fair? How do you build a governance framework to guide ethical AI integration? Most importantly, how do leaders move from the outdated command-and-control approach to a collaborative, trust-based supply chain?

Charlotte's message is clear: The time to start embracing AI is now. The future is here, and the companies that embrace ethical AI today will lead the industry tomorrow. Don't miss this deep dive into the future of ethical AI in the automotive industry!

Themes discussed in this episode:

• The role of ethical AI in fostering fairness, transparency, and accountability in the automotive supply chain
• Why addressing bias and privacy concerns is essential to building trust with suppliers and partners
• How ethical AI can streamline repetitive tasks and enhance decision-making in procurement and supply chain processes
• Examples of successful AI integration in companies like IBM and Unilever
• The cultural shift required to move from command-and-control leadership to collaborative, trust-based partnerships
• The importance of establishing governance frameworks to ensure responsible and ethical use of AI
• Why adopting ethical AI now is critical for gaining a competitive edge and preparing for the industry’s future

Featured on this episode:

Name: Dr. Charlotte Anabelle de Brabandt

Title: Head of IT Partner Management (with Procurement) & Deputy Head of IT Governance and Compliance, ZF Group

About: Dr. Charlotte Anabelle de Brabandt is a recognized digital futurist and procurement expert with over a decade of international experience across industries such as automotive, technology, and pharmaceuticals. She’s a published author, TEDx speaker, ISM 30 under 30 Megawatt Winner, a key member of the (ISM®) Thought Leadership Council, Executive Board member of Global Women Procurement Professionals (GWPP), and Advisory Board member of the Global Council for Diversity and Inclusion in Procurement (and Supply Chain). Charlotte is passionate about fostering collaboration, building high-performing teams, and aligning procurement strategies with sustainability goals. With a global perspective and proven expertise, she continues to drive impactful change in procurement and IT governance.

Connect: LinkedIn

Mentioned in this episode:

• Navigating the Ethical Landscape of AI
• Autonomous and Intelligent Systems (AIS) Standards
• Ethics guidelines for trustworthy AI
• AI Now Institute
• Global MMOG/LE Standards for Automotive Suppliers
• 24 Essential Supply Chain Processes Worksheet for Supplier Performance

Episode Highlights:

[04:44] What is Ethical AI? Dr. Charlotte de Brabandt explains the concept of ethical AI and how it can provide competitive advantages for businesses that choose to adopt it.

[06:07] Ethics vs. Economics: Global economic challenges may slow ethical AI adoption. However, technological advancements present opportunities for businesses to invest in AI that aligns with ethical practices and attracts value-driven customers.

[08:03] AI in Supply Chain Management: AI transforms procurement, from automating tasks to strengthening supplier relationships. But its true potential lies in fostering trust—identifying risks, ensuring fairness, and enhancing transparency across every connection.

[10:48] The Mindset Shift for AI: AI isn’t here to replace jobs but to elevate them. Handling repetitive tasks frees professionals to focus on creativity and high-value work. Examples from IBM and Unilever show its potential in improving efficiency and meeting sustainability goals.

[20:09] Building Ethical AI Frameworks: Dr. Charlotte de Brabandt recommends starting with strong internal frameworks, leveraging resources like IEEE and European Commission guidelines, and tailoring best practices to fit your company’s goals.

[24:27] The First Step in AI: The first step in adopting AI? Establish a governance framework that integrates ethics into every stage of AI development.

[25:36] The Time to Act is Now: AI is evolving rapidly, and delaying adoption means missing opportunities. Dr. Charlotte de Brabandt reflects on how openness and collaboration can revolutionize procurement and drive innovation with ethical AI.

Top Quotes:

[05:06] Charlotte: “In the field of AI, ethical AI actually focuses on continuously developing artificial intelligence systems that ensure fairness, transparency, accountability, and respect for privacy. It is extremely crucial to get more familiar with this word, and as businesses evolve, integrating that ethical AI element is just essential to aligning technology with ethical standards and addressing biases, protecting data privacy. So, companies that then prioritize ethical AI, they get to build trust with their partners, with the vendors, they get to reduce risks, they gain a whole lot of competitive advantage, the whole competitive edge as being responsible leaders.”

[08:34] Charlotte: “AI is definitely revolutionizing procurement and supply chain management by, very much, automating all the tasks that we have going on, also enhancing decision-making, and especially improving the supplier relationships. So, I would say key ethical considerations. They include avoiding these biases but also going more into depth into ensuring transparency and protecting sensitive data. And while AI can help to identify supply chain risks, in my opinion, it's just essential to ensure algorithms are fair and do not disadvantage specific suppliers or regions, if you would like to say.”

[20:23] Charlotte: “Establishing a solid governance framework within the organization and integrating ethics into all stages of AI development and engaging the stakeholders for insights that should be the step number one. So, investing into trainings to build internal expertise and then staying informed. But for businesses aiming to then integrate ethical AI as the second step, I do recommend resources such as the IEEE guidelines, the European Commission’s AI ethics guidelines, and materials from the AI Now Institute, actually. Additionally, industry-specific resources and case studies can also be found just all over. And there is no perfect match, as there is never perfection around us, but there are just insights into best practices, sharing, and real-world applications of ethical AI.”

[26:17] Charlotte: “When I started in 2009, working for Volkswagen, it was really just hiding the vendors and no information, and really having that poker face. But then, as time emerged and as COVID happened, and we went into that virtual environment, I remember I then hosted this global RFP, and for the first time, I actually set up a call with 77 vendors. And back then, it was not normal to have that. And they were able to see each other, and that was the very first call I ever did as an experiment—like a social experiment. They were able to see each other, and I said, this is what we are aiming for, striving for, aligning on what is it that you desire to achieve. You guys can see each other, use your vivid imagination, partner up, and come to me with that ultimate solution. So, as I said, there is no perfection. Perfection doesn't exist, but we have experts in the market. And helping them to join up their knowledge and come to us with a proposal—I think that is ultimately what will change and revolutionize the way we will do procurement, and especially with Ethical AI.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Are APIs the future of automotive data exchange? Fred Coe, the chair of AIAG’s business-to-business committee and Global B2B and Portal Leader at General Motors, believes they might be.

In this episode of Auto Supply Chain Prophets, Fred joins Jan Griffiths and Terry Onica to explain why APIs are stirring up excitement in the auto industry — and why they’re not quite ready to push EDI aside just yet.

With decades of EDI history on their backs, supply chains are now looking to APIs for a faster, more flexible way to move data across tiers. Fred shares insights from other industries already using APIs, from healthcare to retail, and talks about Europe’s early steps to standardize APIs in automotive logistics.

As the auto industry prepares to catch up, AIAG is launching a survey to gather industry feedback on EDI and API integration. This is an opportunity for the entire industry to share their input—every voice matters, from IT staff to supply chain leaders.

Tune in to learn how APIs could reshape data exchange in the automotive world, and don’t miss Fred’s parting advice for supply chain leaders: Understand every link in your chain, from tier one to the end. And as Terry reminds us, please don’t forget to complete the upcoming survey to help shape the future of EDI!

Themes discussed in this episode:

• How Electronic Data Interchange (EDI) has evolved and continues to play a critical role in the industry’s data processes
• The potential of Application Programming Interfaces (APIs) to complement and, in some cases, replace certain EDI functions, allowing for faster, real-time data exchange
• The need for unified standards across OEMs and suppliers to avoid fragmented systems, especially with the introduction of new technologies
• Balancing the adoption of new technologies like APIs with the existing EDI infrastructure
• What a standardized, API-enhanced data landscape could mean for efficiency, cost savings, and competitive advantage in the automotive industry
• How other industries (like healthcare and retail) and regions (mainly Europe) that are using APIs, and what the automotive industry can learn from them
• How leadership engagement and buy-in are crucial for successfully implementing and standardizing new technologies in the supply chain

Featured on this episode:

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group; Global B2B and Portal Leader, General Motors

About: Fred Coe is a global thought leader in EDI and automotive supply chain operations, known for driving complex eCommerce transformations across industries like manufacturing, retail, energy, and healthcare. With a consultative and inclusive approach, Fred has led GM’s B2B Center of Excellence to deliver industry-leading solutions, building strong relationships with stakeholders at every level. Passionate about fostering value, developing future leaders, and elevating customer service, Fred’s leadership has shaped business innovations and set new standards for operational excellence.

Connect: LinkedIn

Mentioned in this episode:

• Revving Up the Supply Chain: Exploring the Future of Automotive EDI with Fred Coe
• Join AIAG Corporate Membership

Episode Highlights:

[05:56] APIs Explained? Fred breaks down APIs as a quicker, more flexible way for machines to share data, like a faster version of EDI. With AIAG exploring ways to standardize them, APIs could be the next big shift in automotive data exchange.

[10:09] API on the Rise: Industries like healthcare and retail have already embraced APIs, running them alongside traditional EDI for flexibility. Europe is catching on, too, with big OEMs testing standardized APIs for logistics – and the signals show it’s only a matter of time before demand grows in North America.

[12:20] EDI and APIs, A Perfect Pair? Fred clarifies that APIs aren’t here to fully replace EDI—at least not anytime soon. Instead, APIs offer a flexible, faster complement to EDI, allowing specific data exchanges to run more smoothly alongside traditional systems.

[13:57] Inside the Survey: Fred outlines the survey’s focus: understanding EDI models in use, current API experiences, and industry interest in API adoption. It’s a call for voices across IT, supply chain, and customer service to weigh in, shaping a future that truly meets industry needs.

[17:54] Survey Launch Details: The survey goes live in mid-November, with results expected in Q1 next year. AIAG, along with OEMs and partners, will spread the word, so keep an eye out for the link on LinkedIn and in your networks—don’t miss the chance to share your input!

[20:10] Advice to Supply Chain Leaders: Fred’s advice? Know your supply chain inside and out—from tier one to the very end. And Terry’s? Simple: fill out the survey to make your voice heard and shape the future of EDI!

Top Quotes:

[04:50] Fred: “We've been talking here for a better part of the year about what role, if any, could APIs play in helping to augment our existing EDI processes. And they're so prevalent in every industry now, every time you get onto the Internet and you look up the weather, when you go to the doctor's office and you pull patient records, APIs are virtually everywhere now. And as we've talked internally to the group, we get really excited about it and say there's a lot of potential here, but we're not under the "Build it and they will come" model. And so, what we're looking to do is we've crafted a survey that we want to take out to the automotive industry, and get as many responses as we can and find out from the industry, where are they at?”

[05:20] Fred: “An API stands for an Application Programming Interface, and it's very similar to EDI. When we use the terms EDI and API, it's exchanging data in a structured format from machine to machine. And like EDI, whether you're using AS2 or FTPS or SFTP, you can pull data, you can push data with APIs. It's primarily in the backend. It's based on JSON or XML, but it is direct from application to application, and you're talking seconds in terms of response time, as opposed to minutes with the EDI. And so, that API really provides some distinct advantages with some functions that are currently being done with EDI to help augment that process and getting data.”

[07:41] Fred: “With APIs and the prevalence in the market today, I think it's just irresponsible not to look at it to say, "How can we start to at least evaluate and potentially adopt some of these?" And if we do find with the survey that there's interest in the market, and AIAG is in a unique position, Terry and you alluded to it earlier, right? That's to help standardize how we implement those APIs. What we don't want to see is if these APIs hold promise that all of the different OEMs or the tier ones to develop their own standards, right? And then we're going to be back where we were in the eighties and with everybody doing their own thing and then having to corral all of that into a standard later. So, we want to get ahead of it and help develop those standards if there's interest.”

[09:44] Fred: “We want to hear from everybody. I want to hear from the people that say, "I want to do it all with APIs," and I want to hear from our diehard community that says, "Nope, EDI works fine now; we don't need to change it. But maybe this needs to be tweaked, or that needs to be tweaked." But we want to hear all opinions and all voices so that we can make a decision that is with the most consensus that we can get from the industry.”

[20:19] Fred: “Get to know your supply chain, not just your tier ones, but your tier twos to your tier end. The more you know about your supply chain, the more that you can predict success as you go forward.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Hello, and welcome to another episode of the Auto Supply Chain Prophets podcast. Today, we are taking a break. This episode will air on November 4th, and both Terry and I will be at the QAD Transform conference. So we're very excited to meet with supply chain professionals, IT leaders, and business leaders, and we're going to talk about one of our favorite subjects: transformation.

Yes, we will. So stay tuned because we'll be talking about it in future podcast episodes. So take a moment and go back through our back catalog. If you haven't heard the episodes with some of our guests like, Beth Crowley, Chief Resilience Officer and President of the Crowley Group. She talks about why every supply chain needs an army of problem solvers.

And then, we move across the pond to the UK. We interviewed John McClellan Grant, the regional engagement manager for SMMT, and we talked about what's happening in the UK auto industry. And then, of course, our one and only Jim Liegghio from AIAG, in episode 64, talks about leading the charge and building tomorrow's supply chain leaders.

One of our favorite episodes, way back in episode 54, is Shiv Taylor. We talk about the comeback at Volta Truck. There's a lot in our back catalog. Check it out, and we'll be back with a fresh new episode in two weeks. Until then, take care.

Mentioned in this episode:

• QAD Transform Americas
• Episode with Beth Crowley: Why Every Supply Chain Needs an Army of Problem Solvers
• Episode with John McLellan-Grant: SMMT’s Role in Shaping UK Automotive Supply Chain
• Episode with Jim Liegghio: Leading the Charge: Building Tomorrow’s Supply Chain Leaders
• Episode with Shiv Tailor: Volta Truck's Electrifying Comeback to EV Business

Please visit this link to access our complete collection of podcast episodes.

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

We're no strangers to challenges in the auto industry, especially when it comes to supply chain management. We've seen it all in the US with our OEMs and Tier One suppliers, but what about across the pond in the UK?

In this episode of the Auto Supply Chain Prophets podcast, we bring in John McLellan-Grant from SMMT (Society of Motor Manufacturers and Traders) to explore SMMT’s role in shaping the future of the UK auto sector and the current state of the industry.

SMMT isn't just any trade association; it has been the backbone of the UK's automotive industry since 1902, bringing together nearly 900 members, from OEMs to raw materials suppliers. Their mission? To lead the way in industry transformation and ensure the UK stays competitive in the global auto market.

John sheds light on how they tackle issues like post-Brexit labor shortages, the shift to electric vehicles (EVs), and the race toward decarbonization. Whether it's helping companies pivot to sustainable practices or guiding them through regulatory changes, SMMT is at the heart of the UK's automotive transformation.

But it's not all smooth sailing. John talks about the growing pains in EV adoption—yes, even in the UK, where some places still struggle to offer enough petrol stations, let alone charging stations. Yet, despite the hurdles, there's progress, from the rise of Gigafactories to bold new energy initiatives aimed at future-proofing the industry.

What stands out? The importance of trust and transparency. John believes that open communication between suppliers, OEMs, and the government is key to solving problems faster and smarter. His advice to supply chain leaders? Embrace collaboration like never before—because it's the only way forward in this rapidly evolving landscape.

Themes discussed in this episode:

• The role of the Society of Motor Manufacturers and Traders (SMMT) as a key trade association in the UK automotive sector, including its membership and activities
• The current state of automotive manufacturing in the UK, highlighting British-owned manufacturers and the sector's overall health
• The industry's focus on sustainability, covering energy use, carbon reduction, and working groups promoting sustainable practices in the supply chain
• The importance of collaboration between SMMT and other organizations, like regional automotive alliances and international associations
• How the automotive industry is embracing technology for transformation, especially the shift from internal combustion engines (ICE) to electric vehicles (EVs)
• SMMT's strategy to support members with electrification challenges, supply chain diversification, and trade relationships after Brexit
• Challenges in the EV transition, including infrastructure, battery manufacturing, and the need for effective government support

Featured on this episode:

Name: John McLellan-Grant

Title: Regional Engagement Manager, Society of Motor Manufacturers and Traders (SMMT)

About: John McLellan-Grant is the Regional Engagement Manager at the Society of Motor Manufacturers and Traders (SMMT), bringing over 20 years of experience in business development, account management, and procurement across multiple industries. His expertise lies in crafting both short- and long-term strategies that drive sales growth, enhance profitability, and streamline processes. His proven track record in high-level account management across various sectors reflects his commitment to delivering exceptional customer service and fostering meaningful client relationships.

Connect: LinkedIn

Mentioned in this episode:

• The Paris Agreement
• Northern Automotive alliance (NAA)
• North East Automotive Alliance (NEAA)
• Welsh Automotive Forum
• What Is Brexit?
• Industry Forum
• The Motor Ombudsman
• The zero-emission vehicle (ZEV) mandate
• Driving Culture Change in the Automotive Industry with Jon Husby
• Hadi Awada's Journey to Transforming Workplace Culture

Episode Highlights:

[02:00] Getting to Know SMMT: An introduction to SMMT, the UK’s leading automotive trade association, and its role in supporting the industry.

[04:32] UK Automotive Industry: SMMT is working to support the UK auto sector by advocating for an industrial strategy, addressing EV infrastructure challenges, and backing key projects like Gigafactories.

[06:27] Going Green: John explores the challenges and progress in the UK’s shift toward sustainability and decarbonization within the automotive supply chain.

[09:08] The Power of Collaboration: SMMT thrives on collaboration, connecting regional clusters, government bodies, and global automotive associations to drive industry transformation and set future standards.

[11:53] Technology and Transformation: The UK auto industry is steadily embracing the shift from ICE to EV, with manufacturers ramping up discounts and new models as they work to meet government mandates and consumer demand.

[14:30] Into the Future: SMMT’s strategy for helping the UK automotive industry navigate future challenges, including electrification and post-Brexit trade.

[15:27] Speaking of Statistics: John reveals interesting data on the UK automotive industry, focusing on clean air zones and their impact on businesses.

[17:40] Advice for Supply Chain Leaders: John’s key advice for supply chain leaders is to embrace collaboration as the cornerstone for overcoming industry challenges.

Top Quotes:

[02:16] John: “SMMT, the Society of Motor Manufacturers and Traders, is probably the largest and most influential trade association in the UK for the automotive sector. We are, and have been, the voice of the industry since 1902. We have a membership of just under 900 members at the moment, and that ranges from all the automotive companies right the way, from OEMs down the supply chain to raw materials providers. And what we do there is help voice their views and concerns affecting the sector with local and UK government, and help with regulatory authorities, et cetera. We do a lot of events that mean we can get members together and hopefully share best practices, but obviously, help them promote their own businesses within the sector also.”

[07:35] John: “I think focusing on sustainable supply chains is what every part of the supply chain is doing at the moment. You know, that's becoming a critical priority, not just about how they're maintaining their green standards, but how the people that they're purchasing from are looking at their supply chain and going, are you giving us sustainable product? Is it politically correct? The health and well-being of workers. Things like that. That's certainly becoming a lot of stronger emphasis along the way.”

[14:48] John: “Our focus is really around that support that we can give to the network of members and supply chain around the challenges that they're all facing, which is the, you know, the electrification, the battery supply chain, the diversification of supply chain as well because we're certainly seeing a lot of that post-Brexit. You know, how we can look at working together with trade deals with Europe, for example, that's still very much on the agenda for us and talking to government and making sure that they're making certainly the right moves into Europe so that we've got the right environment that we had previously, which was virtually a zero tariff. Currently, we're still trying to thrash out the ins and outs of that.”

[18:01] John: “I think the more that companies are prepared to collaborate with the supply chain and talk to the supply chain, it just makes it 10 times easier for anything, whether that be labor issues, whether it be technical issues, whether it's carbon issues, whatever it may be. I think the more transparent and open those conversations are it can only make the job easier for everybody.”

[20:38] John: “If you look inwards to the UK and the manufacturers that are here, I think Nissan would be the obvious sort of answer to that. You know, the way that they've set up in Sunderland with the supplier park around them is absolutely perfect. They're very close to all the suppliers. They're very open and honest with them as much as they can be when it comes to it. And they're always talking to them. So, I think that's where you see a very good sort of collaborative approach with that without a doubt.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths explore one of the industry's most overlooked but critical aspects: Supplier Relationship Management (SRM).

The discussion starts with reflections on Stellantis' layoffs, which got Jan thinking about how OEMs and the UAW still approach negotiations in a transactional way. The same old "tit-for-tat" mindset from her days in the supply chain continues, but the real question is, how can we move beyond this?

Fresh off a trip to Belgium, Terry brings practical insights from a recent conference where she discussed the importance of internal collaboration. With so many moving parts—purchasing, quality, materials management, plant operations—the challenge is how to break down silos and get everyone aligned. The solution? SRM technology. With today's SRM tools, companies can finally achieve a "single version of the truth," enabling real-time data access and more reliable performance metrics.

The recent disruptions have pushed risk management and ESG into the spotlight, highlighting the need for compliance. It's no longer a matter of "should we do this?" but "we absolutely must." Jan and Terry point out that for leaders listening, now is the time to commit to compliance. This is especially true as regulations increase and controls become tighter, making it mandatory to establish effective systems for managing suppliers.

What shines through this episode is Terry's unwavering optimism. Despite being in the trenches of the auto supply chain for years, she stays passionate and hopeful because, as she explains, she's seen it work. She talks about her work with problematic suppliers and how walking them through the steps of MMOG/LE transformed their businesses. Even industries outside of automotive, like medical, have reaped the benefits of implementing these best practices.

Join us for a thought-provoking episode that urges listeners to rethink supplier management and highlights the importance of leadership, collaboration, and a unified approach to data.

Themes discussed in this episode:

• The need for the automotive supply chain to move from transactional to collaborative relationships
• The role of Supplier Relationship Management (SRM) tools in fostering data transparency and shared accountability among stakeholders
• How leadership commitment is essential for driving supply chain transformation and addressing resource constraints
• The increasing demand for rigorous data accuracy and compliance in today’s complex supply chain environment
• The potential of technology to revolutionize supply chain processes and improve overall efficiency
• Why regular evaluations of supplier performance are necessary to encourage accountability and sustained success
• How implementing best practices from frameworks like MMOG/LE can significantly improve supplier collaboration and overall performance

Featured on this episode:

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in the supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.

Connect: LinkedIn

Mentioned in this episode:

• Attend QAD Transform Americas
• Global MMOG/LE Standards for Automotive Suppliers
• Global MMOG/LE Implementation Training - 6th Edition
• IATF 16949
• The 24 Essential Supply Chain Processes
• QAD SRM (Supplier Relationship Management)
• 24 Essential Supply Chain Processes Worksheet for Supplier Performance

Customer Case Studies:

• Kromberg & Schubert brings its supplier data into a centralized system with QAD SRM
• Grammer AG leverages QAD SRM to bolster sustainability in the global automotive supply chain
• Long-standing partnership with QAD SRM helps drive AVL’s continued success
• QAD integrates with BMW group’s systems and processes

Episode Highlights:

[01:05] Let’s Talk About SRM: Reflecting on the recent layoffs at Stellantis, Jan points out that closer collaboration between OEMs and suppliers is necessary. This discussion leads to the topic of supplier performance and how using the right management tools can significantly enhance how suppliers perform in today's complex supply chain.

[04:45] Navigating Compliance Changes: With stricter compliance standards shaking up the automotive industry, the focus is now on the critical need for effective risk management and collaboration across the supply chain. Learn from Terry and Jan how bringing all data together can transform supplier relationships and boost performance in these changing times.

[08:27] One Source, Endless Possibilities: Terry dives more into the importance of having a single source of truth in supplier data, enabling teams to address issues before they escalate. She also points out how important it is for suppliers to embrace ESG principles and robust risk assessments, ensuring that everyone in the supply chain stays connected and accountable to deliver on time.

[14:31] The Secret to Supply Chain Success: “We need more rigor,” Jan says as she talks about supplier management in the automotive industry with Terry. They stress the importance of ensuring suppliers follow through to keep everything running smoothly rather than just having requirements in place.

[18:00] Transforming Challenges into Wins: Terry shares the secret behind her relentless positivity: witnessing the transformation of struggling suppliers into success stories. By focusing on the "why" behind compliance and implementation, she helps teams embrace change, reduce inventory, and improve efficiency, proving that positive results are always within reach with the right approach.

[20:46] Join the Movement: Eager to share her passion and knowledge, Terry invites listeners to connect with her. With exciting collaborations, including a session with Moog Medical at the Transform Conference, she proves that the principles of supplier management can drive success across industries

Top Quotes:

[07:15] Jan: “We need one source of the data that we can all agree on. And I don’t want quality sniping, going, oh yeah, but that came out of the purchasing system, so we know that's not really right. Oh, we've got this spreadsheet that we use at the plant, and it's much more accurate. Those days are gone. They have to be gone because here's the thing: if we do not get our arms around the transactional, as much as we like to say, "Oh, we need to be more strategic and collaborative." You've got to have the transactional basics in place before you can even launch into more of a collaborative type of relationship. And now, we've got the technology, it's out there, it's available, but we've got to figure out a way to implement it, but more importantly, let's get all the stakeholders together to agree on this one source of truth, and all use it. Let's all use it together.”

[08:28] Terry: “If there's one version of the truth, anybody at any time can go in and look at it. If the data looks questionable, you can start asking questions right away. You don't have to wait till your annual risk assessment on your suppliers, or you have to wait till the supplier really does something problematic, right? You can be looking at that ahead of time and fixing those problems, right? It's not hidden. And when everything's pocketed away in different systems, that's why I think suppliers get frustrated. It's like, can't you all see what each other's doing? And I think that's what the beauty is of these supplier relationship management tools.”

[13:16] Terry: “When a disruption happens, my favorite example was General Motors back in the tsunami; nobody mapped. Remember when that tsunami hit? Nobody knew how bad it got. It hit everybody. But then, after that, General Motors implemented supplier mapping. I think it was like two years later, there was another one and it took them like six weeks the first time to identify their supply base. It took them like six days the next time. Just by implementing something as mapping. And so, that's why when we put these in the standards, we do this because we know it's going to help you to get better. And again, a lot of people say, "Oh, this is a lot of work," but it's probably not. And the things that you're missing are probably things that you really should have.”

[14:47] Jan: “I don't credit Volkswagen for too much, but I will credit them with their ability to launch new products in the systems that they have. They used this word with me once, and I'll never forget it. "Rigor." The rigor of your implementation, particularly during a new program launch. Making sure that you've got all of these things in place. You can't launch a VW program with a checklist and go, "Yeah, we've translated all your requirements down to our supply base. Yeah, we're good." No, that doesn't fly. They'll have people in your facility and check with your suppliers to make sure that it's all done. And it's this word rigor, and that's what we need. We need more rigor. It's more in the how and the approach than it is in the what.”

[19:15] Terry: “The other thing is after I go do MMOG/LE assessments, I always follow up six months later, and I always say, “Give me your honest feedback. Was it a waste of time, or did it help?" And you know, it's always like your parents, they're telling you, do this, do that. You hate hearing it, right? And then, as you grow older and you understand, you're like, "Oh, they were right. I understand why they were beating me over the head to do that or why they were making sure." But, Jan, I see the results. Anywhere from 15 to 60 percent reduction in inventory just by picking up some best practices.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, Beth Crowley, Chief Resilience Officer and president of the Crowley Group, joins hosts Terry Onica and Jan Griffiths to dive into the topic of resiliency and its significance in today's auto supply chain.

Beth starts by defining resilience, explaining that it's more than just an industry term; it's the ability of organizations and supply chains to adapt and bounce back from challenges.

The pandemic has heightened the urgency for companies to adopt resilient practices, and the data suggests that major disruptions are becoming more frequent. That's why Beth suggests that resilience should be woven into the culture, with everyone—from the front lines to the C-suite—playing a part in strengthening the supply chain.

Reflecting on the common tendency for companies to prioritize immediate crisis management over proactive planning, they discuss how automotive culture often glorifies the "firefighters" who save the day rather than encouraging a resilient mindset from the start. Beth suggests that organizations shift this perspective by training an "army of problem solvers" and integrating resilience into daily operations.

She shares practical advice for training teams, suggesting that even small organizations can identify recurring issues and use them as learning opportunities to build a stronger problem-solving culture.

Beth urges leaders to invest in their people, build resilient processes, and rethink their view of contingency planning—not as a task but as an integral part of their organizational mindset. Tune in to discover how to turn resilience into a foundational practice that drives success for your supply chain!

Themes discussed in this episode:

• Understanding resilience in today’s automotive supply chain
• The importance of organizations adapting to unexpected events and preparing for future disruptions
• The role of leadership in building resilient organizations
• Creating a culture where all employees are equipped and empowered to solve problems
• Moving away from a “firefighting” mentality to a proactive approach focused on continuous improvement and long-term resilience
• Rethinking contingency planning as an ongoing cultural practice rather than a one-time task
• Why investing in people and problem-solving training are essential components of a resilient organization

Featured on this episode:

Name: Beth Crowley

Title: President, The Crowley Group

About: Beth Crowley’s passion for Operations and Continuous Improvement runs deep in her family, tracing back to her grandfather’s pioneering work at Ford during World War II. After earning a BA and MBA in Supply Chain Management from Michigan State University, Beth’s career began with roles focused on Lean and Continuous Improvement. She has since held positions at companies like AlliedSignal, UNISYS, and Maytag, where she advanced her expertise in transforming organizations. A Lean Six Sigma Black Belt, Beth is now a sought-after consultant, part-time faculty member at Oakland University, podcast guest, and regular contributor to the Lean community.

Connect: LinkedIn

Mentioned in this episode:

• QAD Transform Europe
• Path to Resiliency: Build an Army of Problem-Solvers
• Art and Craft of AI for Business Resilience
• 100 Resilient Cities
• Past episode with Beth Crowley: Lean Manufacturing: Thriving or Dying in Today's Automotive Supply Chain

Episode Highlights:

[02:05] Bend, Don't Break: Beth defines resiliency as the ability to bend without breaking, whether in people or supply chains. She says a resilient organization is powered by an army of problem solvers—individuals equipped to adapt, tackle challenges, continuously improve processes, and face whatever comes their way.

[05:10] An Endless Journey of Improvement: Executives understand the importance of resilience but often struggle to achieve it. Beth points to the value of empowering teams to handle disruptions, drawing from a recent AI and business resilience class to emphasize that resilience isn't a final goal—it's a continuous journey of improvement.

[07:56] The Secret to Resilient Organizations: Building a resilient organization isn't just about having a backup plan; it's about fostering a culture where everyone feels empowered to tackle challenges head-on. As Beth points out, with unexpected events on the rise, cultivating a team of proactive problem solvers ensures everyone is ready to support each other when crises strike.

[15:13] The Chief Resiliency Officer: Beth explains the evolving role of a Chief Resiliency Officer and how building a resilient organization is more than just strategy—it's about creating a culture of problem-solvers across every department. From high-level leadership to day-to-day operations, resilience starts with empowering teams to tackle issues head-on.

[18:05] Training Your Army of Problem Solvers: Beth dives into the practical approach of turning everyday challenges into training opportunities. By jumping in, mapping out the issue, and leading by example, employees learn to tackle future challenges on their own.

[19:48] Start Small, Bounce Back Big: Beth calls on leaders to start small and use what's available to build resilience. Empowering teams to tackle issues head-on creates a culture where challenges are met with a proactive approach and the ability to bounce back stronger each time.

Top Quotes:

[03:03] Beth: “Resiliency, when it goes from being people to being whether organizations or it's a supply chain or something like that, it means that it's so good that you can throw anything at that process, and it's going to bounce back. It's going to adapt to whatever that is. It's got the flexibility and the toughness to handle whatever comes at them. And in these uncertain times, we all need that with organizations, with our supply chain, with the economy, with people.”

[04:40] Beth: “If you're resilient, that means you're always looking at these processes, and you're always striving to get better because you're trying to manage all of the defects out of whatever that process is. So, it's the same thing with your supply chain. You're trying to manage the risks. You're trying to identify what they are, but you need the people who are trained on problem-solving so that when one of these issues comes up in front of them, they have the tools to deal with it.”

[09:36] Beth: “The only things at the time they had a contingency for were IT and big systems. It wasn't the supply chain. And if this supplier goes down, where are we going to get that from? And even though we have second sources and all that, there was no real good laid-out plan because nobody thought something like the pandemic would happen that would cause the global supply chain to be in crisis, right? Now, the data is saying every 3 and a half years, something major is going to happen. So, it's imperative that we build a process that's adaptable and flexible to handle it to say, uh-oh, this just happened. But I know what we're going to do. We're going to have a team. We're going to go through this, whatever the process is. And we know that we're going to come out on the other side in a better place”

[17:20] Beth: “There are two kinds of resiliency like I was saying, there's one that's high-level strategy, organization, supply chain, financials. And then, there is the how do we get there? And no matter where you are in the organization, I still believe that it's about that culture of problem solvers. So, would you need somebody in every department? Probably. It's just like the total quality that we did in the nineties and doing Lean and continuous improvement in AlliedSignal and everywhere else that we did this. You have to have the mindset of the people and leadership going in the same direction. And it's hard. It's hard to do because everyone is used to doing things the way that they've done them.”

[20:00] Beth: “Use the resources that you have. And again, it might just be in a different way. Whatever that problem that gets you, like I said, daily, weekly, monthly, the ones that repeat; start attacking those. It doesn't take much. It might take a whiteboard and a person or two, and a lot of times, it's a couple of hours. These are the things I do for companies when I go in as a consultant trying to help them. What's your biggest problem? Okay. Point me in the direction. I'll go do some digging, and I'll be back, and then we'll talk about it some more. And that's all it takes.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of Auto Supply Chain Prophets, hosts Terry Onica and Jan Griffiths sat down with Alan Shevela, Global VP of Supply Chain and Quality at Aludyne, to talk about the company's push to innovate and how they're breaking new ground with digitization in the die-casting industry—all while keeping a strong focus on people.

Alan talks through the three challenges he's facing: developing people, embracing digitization, and building strong partnerships. With a hands-on leadership style, he's all about making sure everyone on the team feels connected to the bigger picture. For Alan, success comes down to one thing—building people-first teams that focus on the same goal.

Aludyne's project to streamline indirect spending has been a game-changer, helping them tighten operations across global sites. By letting the data do the talking and focusing on quick wins, Alan shares how they got the buy-in from the C-suite to drive their digitization efforts forward. It's not just about throwing tech at a problem—it's about showing the impact and making things happen.

Regarding supplier partnerships, transparency is the name of the game. Alan believes in keeping the lines of communication open, even when the news isn't what people want to hear. This approach has helped him build strong, resilient relationships that can weather the industry's inevitable disruptions.

When asked for one piece of advice for supply chain leaders facing industry transformation, Alan's advice is clear: Every interaction should aim to leave a positive impact, no matter how tough the situation gets.

Tune in to listen to Alan's insights on balancing the human side of leadership with the drive for digitization in the evolving automotive industry

Themes discussed in this episode:

• Focusing on nurturing and advancing team members to drive overall success and adapt to industry changes
• How digitization initiatives will lead to measurable returns on investment, highlighting cost savings and efficiency gains
• Strategies to effectively manage and reduce indirect costs, which often go unnoticed but can significantly impact the bottom line
• Identifying and addressing the most pressing issues in procurement and supply chain management to drive meaningful improvements
• Leading the charge in adopting innovative practices and technologies to enhance operational effectiveness and achieve long-term business goals
• Alan's approach to building and maintaining strong relationships with suppliers, focusing on constant communication and collaboration
• The importance of maintaining a constructive attitude and making a positive impact in all professional interactions, regardless of challenges.

Featured on this episode:

Name: Alan Shevela

Title: Vice President, Global Supply Chain and Quality at Aludyne

About: Alan Shevela brings over 27 years of expertise in global procurement and supply chain management. Since 2020, he has led Aludyne's Global Supply Chain Operations, overseeing global procurement, direct and indirect material purchasing, capital equipment, tooling, trade compliance, and logistics. Aludyne, a global leader in aluminum knuckles and critical chassis components for the automotive industry, benefits from Alan’s strategic leadership.

Alan's academic background includes an MBA with a concentration in Supply Chain from Michigan State University and a BBA from Western Michigan University, which have been the foundation of his career. Prior to joining Aludyne, he served on Executive Leadership Teams at Hella, TI Automotive, and Asahi.

Beyond his professional accomplishments, Alan is dedicated to his community. He serves on the Howell Chamber of Commerce Board of Directors and the Lake Chemung Boat Committee and coaches his daughters' basketball teams.

Connect: LinkedIn

Episode Highlights:

[04:12] Top Three Challenges: Alan dives into the three biggest challenges he’s facing at Aludyne as the company pushes toward innovation in the rapidly evolving automotive industry.

[05:01] People-first Approach: Success isn’t just about tools and systems; for Alan, it’s about developing people. He makes it a priority to connect with every layer of the organization, ensuring everyone is aligned and clear on what’s needed to win.

[08:39] Managing Indirect Spending: With support from the top executives, Alundyne launched the project to centralize spending, drive efficiency, and connect the dots between all their sites. The result? A more streamlined process that’s already delivering success.

[10:35] Say Goodbye to Spreadsheets: Alan shares how to break free from spreadsheets by showing how automation can transform efficiency. By proving the long-term ROI of new tools, he convinces the C-suite to ditch outdated practices and embrace smarter, more efficient solutions.

[13:23] Why Focus on Indirect Spend? Focusing on indirect spend like MRO services and capital tooling has led to significant savings at Aludyne. By proving the ROI of these investments, Alan has successfully gained buy-in from finance, showcasing that indirect spending can indeed impact the bottom line.

[18:21] Supplier Partnership: Real partnerships with suppliers mean staying in constant, honest communication, as Alan explains, to keep everyone aligned and adaptable even when things don’t go as planned.

[19:59] Based on Impact: When prioritizing supplier relationships, Alan adjusts his focus based on their impact and immediate needs, like addressing disruptions such as a rail strike affecting Canadian suppliers.

[22:29] Advice for Supply Chain Leaders:Alan’s advice is to make every interaction positive and impactful—regardless of challenges, a strong attitude and effort can turn situations around and inspire optimism.

Top Quotes:

[05:07] Alan: “My core focus is always on people. We can have all great tools, great systems, great everything, but if we don't have great people, we're not going to be successful. So, at my core, one of my priorities is always developing people. I read a quote a while back about how you're not truly a leader unless you've developed another leader who's developed another leader. And what that means is you can't stop just at one level below you because as we all have a lot of layers in all of our large global organizations, I personally make a point to touch every layer within the organization, within every function of the organization, making sure that everybody is very clear on our goals, our key performance indicators, and what it's going to take for us to be successful.”

[10:07] Alan: “Speak with data. Here's how much we spend in this area. Here's how much we can save if we drive synergies and commonize suppliers. We have 16 North American sites, and prior to 2020, the sites were managing the spending at a site level. Now that we're managing it across the region, the savings are significant, and we're really excited about where we're going with this project and the successes we're going to see moving forward with this project.”

[00:00] Alan: “I work very closely here at Aludyne with our head of IT because sometimes, from a procurement or supply chain perspective, we can be very creative and think, hey, I really need this tool and that tool. And it's not always conducive to what we currently have. So, working closely to really figure out on the front and what can we do and what's going to be really, really hard to implement and trying to get some of those quick, easy wins, really that snowball effect to help us continue to move forward toward gravitating away from spreadsheets and to more digitization.”

[19:01] Alan: “From my perspective, driving partnerships is so vitally important to our success. The constant communication. So, things, as both of you know, don't always go right and typically don't go as we plan in the automotive supply chain, specifically at the Tier One level. So, my idea of a partnership is being transparent and having constant communication, even when the information is not what the other side wants to hear. At least if we are proactively communicating, we're giving our supplier partners a chance to react to that and a chance to adjust to that and really having that constant communication.”

[22:52] Alan: “Every interaction that you have, focus on making a positive impact. And what I mean by that is there's so much of our lives, professionally and personally, that is out of our control. We do the best we can to deal with every situation and every circumstance, but we do control our attitude, how we treat people and our effort. We can make the choice no matter what the situation, no matter what the challenging circumstances are. We can choose to make a positive impact, and I know that sounds at times soft and fluffy, but it is something that we control that we can try to make a positive impact on people, on the situation, on every element of our lives.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, Terry Onica and Jan Griffiths sit down with Jim Liegghio, a seasoned supply chain expert with over 25 years of experience in the automotive industry. Jim, who leads the training, customer service, and membership engagement team within AIAG, dives into how AIAG bridges the gap between traditional practices and modern demands.

AIAG's core tools and methodologies, such as APQP and control plans, remain valuable despite the rise of EV startups and new industry players. Jim explains how AIAG embraces legacy OEMs and cutting-edge technologies, ensuring their tools stay relevant across various sectors.

While discussing AIAG's diverse training courses and programs, Jim provided us with a list of brief e-modules and comprehensive certification courses that the supply chain should take. From new workshops on MMOG/LE to tailored training for both seasoned professionals and newcomers, AIAG is focused on keeping up with the industry's rapid changes.

Jim is passionate about nurturing future talent and is actively involved in Wayne State University's supply chain programs. He highlights the impact of the 23-week Certificate Program in Purchasing and Supply Chain Management, as well as the Tomorrow's Leaders Today (TLT) program. Both initiatives have shaped the next generation of leaders by exposing students to the full spectrum of supply chain disciplines.

As the supply chain continues to evolve, Jim stresses that staying agile and embracing continuous learning isn't just a strategy—it's a necessity. However, beyond strategies and technologies, the real focus should be on people. Nurturing the next generation through training and mentorship is not just important; it's a non-negotiable. As budgets tighten, cutting back on training would be a grave mistake—especially now, when equipping future leaders with the skills to thrive is more critical than ever.

Themes discussed in this episode:

• The drastic changes happening in the automotive industry, driven by new technologies and market demands
• The evolution of leadership in the automotive industry, particularly in supply chain management
• AIAG’s mission to stay relevant and ahead of industry changes by providing tools, training, and support to OEMs, tier companies, and non-traditional automotive sectors
• The importance of continuous learning and adapting training formats to meet the needs of diverse learners
• AIAG as a platform for different stakeholders in the automotive industry to come together and solve common challenges
• How AIAG addresses the needs of new market entrants like EV startups, ensuring they see the value in traditional automotive tools and methodologies
• The role of mentorship in nurturing the next generation of supply chain professionals

Featured on this episode:

Name: James “Jim” Liegghio

Title: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)

About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.

Connect: LinkedIn

Mentioned in this episode:

• WSU’s Global Supply Chain Management Advisory Board
• (MMOG/LE) Materials Management Operations Guideline/Logistics Evaluation
• 2024 AIAG Quality Summit!
• APQP 3rd Edition and standalone Control Plan
• Essentials of Supply Chain Management
• Certificate in Purchasing & Supply Chain Management
• AIAG IATF 16949:2016 Lead Auditor Training with AIAG Supplier Auditor Certification
• AIAG IATF 16949:2016 Internal Auditor Training
• AIAG & VDA Design FMEA: Understanding and Implementing
• VDA 6.3 - Qualification as Process Auditor with Certified Examination
• MMOG/LE Phase 2 Workshop
• Tomorrow's Leaders Today
• 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
• AIAG’s Upcoming Events
• AIAG’s Training Course Listing
• Become a member of AIAG
• Contact Jim Liegghio at jliegghio@aiag.org

Episode Highlights:

[06:26] Staying in the Game: Jim tackles AIAG's efforts to stay relevant in the evolving automotive industry and highlights the importance of proven tools like APQP, even for EV startups that initially resist traditional methods. He also talks about their role as a collaborative platform where diverse industry players—old and new—come together to solve common challenges.

[09:41] Giving What the Industry Needs: Jim dives into AIAG’s extensive training programs and their impact on the automotive industry. He highlights how these programs adapt to evolving industry needs and share a compelling story of a former student now leading a semiconductor startup, demonstrating the lasting impact of AIAG’s education.

[13:27] APQP 3rd Edition: AIAG’s latest APQP update is more than a new edition—it’s a game-changer. Jim delves into how the refreshed APQP and standalone control plan are transforming training with new, flexible formats. From quick sessions to in-depth courses, he highlights how these updates are crucial for managing costs and avoiding post-launch issues.

[16:02] AIAG’s Top Training Courses: AIAG is transforming training with a range of courses from free “Essentials of Supply Chain” e-modules to advanced “APQP Control Plan” classes. Whether you're new or experienced, their diverse offerings cater to all levels, blending foundational skills with the latest industry practices.

[18:13] New MMOG/LE Workshop: Terry reveals an upcoming MMOG/LE workshop she helped develop for AIAG. Set to launch on September 18th, this new class promises a deep dive into critical MMOG/LE criteria. The workshop will begin with in-person sessions, but there are plans for future shifts to virtual sessions.

[21:04] Dedication Towards Education: Jim reveals AIAG's impactful partnership with Wayne State University, showcasing two key programs: the 23-week Certificate in Purchasing and Supply Chain Management, which covers all aspects of the supply chain, and Tomorrow's Leaders Today (TLT), designed to accelerate career growth of high-potential individuals.

[30:04] Preparing for the Future:In a time of rapid change, Jim emphasizes the need for agility and continuous learning in the automotive supply chain. He urges leaders to engage small to mid-sized companies with AIAG’s tools and resources, ensuring they stay ahead. He also calls on leaders to nurture future talent, urging them to invest in high-potential employees through initiatives like the 23-Week Certificate and Tomorrow's Leaders Today.

Top Quotes:

[06:45] Jim: “There's a lot of tools that we've proven out to the industry over decades that are tried and true. You get the common perception of these companies is that these tools are outdated, or they don't apply to us, or we're going to do business our way. We respect that kind of renegade spirit, of course, but at the end of the day, things like the core tools and the proven methodologies of APQP and control plan, those tools are so valuable to the manufacturing process that we often see those companies coming back in some way, shape, or form to consume those tools and use those within their business.”

[09:08] Jim: “We welcome all comers in terms of members of AIAG. Collaboration is really the essence of who we are. We like to say we're the platform where companies come together to solve a common industry need. I mean, that's been our tenant for 42 and a half years, and that'll be our tenant going forward is collaboration; it's one of our core values. So, we're very excited for the challenge. We do have an EV-specific strategy group that we're looking at and kind of rolling out some programs in that space specifically, but as I said, there's definitely obviously proven value in all of the standards and the core tools and the other programs that we've had for years as well.”

[10:13] Jim: “One thing that always amazes me is really the size and the diversity of our training program, and I think a lot of people don't realize that, especially, you know, coming in for one class here or one class there or they're taking e-learning online. We have a huge, diverse library of different programs, ranging from a half-day class, in fact, one took place today in the building, all the way through five-day certification programs and that type of thing. We even act as a licensed training partner for other global organizations in some cases. Our training portfolio is very, very diverse. We have everything from micro learnings or short half-day or one-day overview classes to more in-depth content and material. Obviously, as the learner portfolio changes and people's attention spans get shorter and shorter, they get pulled in more and more different directions. We've had to adapt some of those models, and we're looking to continue to do that.”

[31:18] Jim: “Be agile, be a continuous learner, and look at what AIAG has to offer. There's a reason we've been a significant and relevant player in this space for so long. We are the industry standards organization, plainly put. And like Terry said at the very beginning of the conversation, we're all about collaboration. So, also reminding people that they can have a seat at the table and have a voice in the discussion. So, really, that's what we're about, and that's what I would leave the audience with. Take a look at what's out there, and again, disregard the notion that it doesn't apply to your business, your space, or your niche of the industry. It absolutely does.”

[32:02] Jim: “We've talked a lot about next-gen and talent development and talent recognition. My personal plea would be to have people bring someone along for the journey to learn, grow, and develop within their organizations and invest in your key employees, your Hipo people. I just want to tag that on there. I know I was only supposed to say one thing, but I just want to make sure that it is known that talent wants to be developed. And there is a next generation of leaders out there that really are yearning for knowledge and experience.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Sometimes, the daily grind can become all-consuming, whether you're running a supply chain, managing a manufacturing plant, or even producing a podcast.

Jan Griffiths and Terry Onica know this all too well, which is why they've decided to hit pause on the Auto Supply Chain Prophets podcast. This break isn't just about stepping back—it's about recharging, gathering valuable feedback, and setting the stage for future improvements.

In the meantime, they're gearing up for some exciting events, including the QAD Transform Conference in Brussels on September 24-25 and Chicago on November 4-6. These events will focus on thought leadership, networking, and the future of supply chain transformation. Jan and Terry would love to connect with you there, whether it's for a quick chat or a deeper conversation about your supply chain challenges.

Host:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.

Connect: LinkedIn

Mentioned in this episode:

• Attend QAD Transform Europe | September 24-25, 2024 | Cardo Hotel | Brussels, Belgium
• Attend QAD Transform Americas | November 4-6, 2024 | Chicago, Illinois | USA
• Check out our other podcast episodes.

View Details

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this Auto Supply Chain Prophets episode, hosts Terry Onica and Jan Griffiths explore the world of automotive software and technology with their guest, Manoj Karwa, Chief Revenue Officer for the Americas at Elektrobit.

Manoj dives into the exciting world of Software-Defined Vehicles (SDVs) and the advantages of open-source technology. He explains how SDVs, much like smartphones, will continually evolve with new features and improvements over time, enhancing everything from infotainment to safety

Elektrobit is at the forefront of these innovations, with its software powering over five billion devices across over 600 million vehicles. Manoj highlights Elektrobit's groundbreaking Linux OS solution, the first and only to meet ASIL B/SIL 2 safety requirements. This commitment underscores Elektrobit's dedication to advancing safer and more reliable Software-Defined Vehicles.

The discussion also covers the challenges and importance of validating software to prevent issues like the recent CrowdStrike incident that caused the largest outage in the history of information technology.

When it comes to choosing the right software partners, Manoj believes that opting for the cheapest option can backfire. Instead, he advocates for focusing on value and quality, drawing from his experience in the automotive industry. He notes that as the market becomes more fragmented with new players and technologies, flexibility and a commitment to delivering exceptional value will be key for supply chain leaders.

Manoj concludes the episode with critical advice for leaders in the automotive supply chain: prioritize software above all else. He warns that failing to adapt to this software-driven future could lead to obsolescence, urging leaders to reinvent themselves or be left behind.

This episode is a must-listen for anyone in the auto supply chain looking to understand the future landscape of automotive technology and software's pivotal role in driving innovation and efficiency.

Themes discussed in this episode:

• The role of automotive software in Software-Defined Vehicles and automotive technology
• Understanding the potential benefits of Elektrobit's open-source source approach
• How Software is transforming the automotive sector, including innovation and integration challenges
• Enhancing customer experience through software updates and added functionalities.
• The importance of software validation in ensuring the safety and security of software in vehicles
• Strategies and considerations for managing the supply chain with a focus on software integration.
• Why designing the software before the hardware is essential in today's automotive landscape

Featured on this episode:

Name: Manoj Karwa

Title: Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc.

About: Manoj Karwa, Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc., brings over 20 years of experience in the mobility industry, specializing in electric vehicle infrastructure, electric drive, power electronics, and energy storage systems. He has played key roles in scaling operations and facilitating acquisitions in the EV and renewable energy sectors, including overseeing the deployment of over 10,000 EV charging stations across major automakers and nearly 3,000 dealerships. Before Elektrobit, Manoj held leadership positions at EVBox, Leviton Manufacturing, General Motors, AT Kearney, and Ricardo Consulting and was part of the management team that led to the acquisition of Rhombus Energy Solutions for $185MM by BorgWarner, marking the largest North American electric vehicle infrastructure transaction to date. He also serves as a board member of the University of Michigan Economic Growth Institute and holds degrees from Carnegie Mellon University, Purdue University, and the University of Michigan.

Connect: LinkedIn

Mentioned in this episode:

• Software-defined Vehicles
• Elektrobit’s open-source approach
• ECU (Electric Control Unit)
• API (Application Programming Interface)
• What is ADAS (Advanced Driver Assistance Systems)?
• EB corbos Linux for Safety Applications
• 2024 CrowdStrike incident
• COVESA, Autotech Council, & SAE International
• Volkswagen to invest $5 billion into Rivian

Episode Highlights:

[04:47] Elektrobit and Software-Defined Vehicles: Manoj introduces Elektrobit and delves into software-defined vehicles, explaining how it transforms cars into continuously updated platforms through software updates.

[06:14] What is Open Source? Elektrobit's view and approach to open-source software highlight the collaborative benefits and the potential for rapid innovation and cost savings in the automotive industry.

[09:00] A Leader in Automotive Software: Manoj explains Elektrobit's competitive edge in the industry and showcases the first and only Linux OS solution to comply with ASIL B/SIL 2 safety requirements.

[10:29] Software Delivery: Manoj explains Elektrobit's various partnerships and commitment to over-the-air updates to integrate software with vehicles seamlessly.

[11:29] CrowdStrike Incident: Manoj recounts his experience with a significant cybersecurity incident involving CrowdStrike, emphasizing the critical importance of validating software to prevent failures and ensure safety.

[15:35] Cheapest is Not the Way to Go: Understand why opting for the cheapest solution in automotive software is a mistake. Manoj offers valuable advice for industry leaders looking to partner with software providers.

[19:24] Why Offer Software? Companies should start offering software solutions to position themselves at the forefront of the automotive industry's shift towards Software-Defined Vehicles.

[24:38] Think of Software First: Manoj explains the disruptive impact of prioritizing software development before hardware design and how embracing this mindset is crucial for automotive companies' future survival and competitiveness.

Top Quotes:

[05:34] Manoj: “What is Software-Defined Vehicles? Well, just like your smartphone, when you first buy it, it keeps getting better. The expectation is there are more features and more benefits, and you're going to evolve; the vehicle will evolve over time to meet customer and fleet requirements. There's a wide range of sensors to provide inputs, and there's communication internally and externally. The expectation is that it's not a one-and-done, that you buy it, and this is the experience. But the fact is that it'll get better over time; it'll delight you either with infotainment, with safety, with performance, with diagnostics; this is what's happening now, and this is the future.”

[14:15] Manoj: “The example that happened with the airlines and the hotels (CrowdStrike), that was not a malicious attack. But when we're talking about autonomous, connected, shared vehicles, if this occurs, this is why it's so important to validate software, either through virtualization, through demonstrations, upfront, before you push it forward. I can only imagine what would happen in the US or any other country where a type of vehicle or a segment of the market just slows down or gets stopped. It made me very thoughtful about what I'm doing today with Elektrobit and how important embedded software is in everything we use, especially transportation.”

[17:05] Manoj: “I need to differentiate between providing more value to the customer and more value in terms of either quality or saving them time and resources. I need to continue to delight them and overdeliver. I actually learned this from Toyota: “Underpromise and overdeliver.” So, this is hopefully a wake-up call to the supply chain leaders that a race to the bottom, the lowest cost, is not the way to go.”

[18:53] Manoj: “The reality is you have to be flexible, nimble, and to be able to scale. I believe that we're well-positioned for that. The point is that if you're a supply chain leader, looking at the total cost, the long-term relationship, I think, is critical. The second thing is don't go towards proprietary systems. Don't single source. Having multiple partners, maybe a lead partner and a secondary, and as most supply chain managers do, challenge your suppliers to provide the best solutions.”

[25:21] Manoj: “Think of software first. Think about what I can do with the software and then design the hardware around that. That is an approach that's disruptive and challenging because if I'm a, let's say, a foundational or legacy OEM, I have all these contracts. I have factories. I have unions. I have millions and millions of vehicles on the road I have to maintain for a decade plus. So, I'm being challenged by this. How do I disrupt that to think of software first? … If I am managing the supply chain, if I don't do this today, I'm not going to survive. This is the future. And it's a matter of time. There's going to be a tipping point where the foundational, the existing supply chains are not going to work.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this special milestone episode of the Auto Supply Chain Prophets podcast, co-hosts Terry Onica and Jan Griffiths celebrate reaching their 60th episode by revisiting six key moments from previous episodes that highlight the core mission of their show: preparing leaders in the auto industry for the future.

First up is TS Tech's innovative approach to MMOG/LE standard implementation. They share how Wendy and Jeff, key figures in MMOG/LE compliance, shed light on the often-overlooked material side of the supply chain.

Next, they explore risk management with insights from Christopher Mattingly, former VP of Transportation for Stellantis, who underscores the critical need for risk management in supply chains, sharing practical advice on contingency planning.

Shifting gears to the EV space, they revisit the comeback story of Volta Truck, an EV startup, showing how important training and alignment are in overcoming challenges in the auto industry.

In another segment, Terry and Jan delve into the enduring relevance of EDI, with Fred Coe likening it to the industry's lifeblood, and touch on the potential of new technologies like APIs. They also discuss QAD's Red Zone in an episode with Kevin Shayer, who explains how implementing the connected workforce solution boosted their company's productivity and engagement.

The final highlight is the episode with Mike Payoink, whose passion for moving beyond spreadsheets to a standardized, automated process across different plants demonstrates the significant benefits of real-time visibility and collaboration in managing quality and supplier issues.

In a captivating wrap-up, they identify five key success factors drawn from their extensive podcast journey, offering listeners actionable advice for navigating the future of the auto supply chain.

Themes discussed in this episode:

• The importance of implementing the Materials Management Operations Guideline (MMOG/LE) and overcoming compliance challenges
• The necessity of effective risk management and contingency planning in supply chains
• The role of teamwork and education in achieving compliance and operational success
• Exploring the EV space with insights on an EV startup’s recovery strategies
• The importance of comprehensive training and cross-functional collaboration in the automotive industry
• Understanding the enduring significance of EDI in the automotive supply chain
• Identifying and reinforcing the key success factors that contribute to success in the automotive supply chain

Featured on this episode:

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.

Connect: LinkedIn

Mentioned in this episode:

• Global MMOG/LE Standards for Automotive Suppliers
• Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey
• The Route to Success: Understanding Transportation Dynamics in Supply Chain Management
• The crucial role of risk management in future supply chains
• White Paper for Leveraging Risk Management in Automotive
• Volta Truck's Electrifying Comeback to EV Business
• Revving Up the Supply Chain: Exploring the Future of Automotive EDI with Fred Coe
• The Future of Supply Chain: Technology, Digitalization, and Industry Standards
• Transforming the Auto Supply Chain Workplace Through Engagement, Communication, and Gamification
• QAD Red Zone – A Connected Workforce System
• Why Automating your QMS improves your Supply Chain Performance
• IATF 16949
• 24 Essential Supply Chain Processes
• AutoCulture 2.0: Leading with Gravitas

Episode Highlights:

[02:59] TS Tech's MMOG/LE Journey: TS Tech's implementation of the MMOG/LE standard showcased the power of consensus and thorough education. Their approach ensured everyone, from plant managers to all departments, understood the mission, significantly impacting their success.

[08:01] Only the Paranoid Survives: Christopher Mattingly, a former VP at Stellantis, stresses the importance of risk management, emphasizing that disruptions are inevitable and preparation is crucial. He advocates for proactive contingency planning, asserting that "only the paranoid survive."

[11:44] Volta Truck's Comeback: Shiv Tailor from Volta Truck talks about the company's remarkable comeback from the brink of failure. Their successful rebound is attributed to practical training and level-setting across their diverse team, ensuring everyone understood key supply chain and quality processes.

[14:33] The Future of Automotive EDI: Fred Coe's discussion on EDI highlights its enduring significance, likening it to electricity—essential and often taken for granted. Despite being around for decades, EDI remains crucial, with potential new developments like APIs being explored to enhance its functionality.

[16:46] Stepping into the Red Zone: Implementing the Red Zone Connected workforce solution, as discussed by Kevin Shayer, led to increased productivity and reduced regrettable turnover. This technology enables real-time data reporting on the shop floor, enhancing employee engagement and improving critical metrics like OEE and on-time delivery.

[20:57] Automate your QMS: Mike Payoink of Penn Engineering highlighted the power of an automated quality management tool. This automation eliminates the inefficiency of spreadsheets and ensures faster resolution of quality issues, leading to significant operational benefits.

[23:38] Key Success Factors: Key success factors for the companies featured include a passion for their work, a belief in the value of technology, and the implementation of best practices. Additionally, authentic leadership and conviction, rather than compliance, drive their transformation efforts in the auto industry.

Top Quotes:

[07:34] Terry: “You never know what your competitor's doing. So, you need to always put your best foot forward on what you're doing. Because otherwise, OEMs see evidence all day, they know what best practices look like. They know what suppliers are doing good and what they're not doing. And so, I thought that was really good to remind everybody, you've got to be thinking about your competition and especially as we're moving forward in this industry, only the strong are going to survive, and the strong can show that they're strong are going to survive.”

[17:41] Terry: “On average, the customers that use our Connected Workforce Solution have a 29 percent increase in productivity, a 74 percent increase in engagement. Don't we all want engaged employees? And a 32 percent reduction in turnover. Can you believe that? Nobody wants to lose people. So, it's just amazing. Just giving the shop floor simple tools and get rid of spreadsheets.”

[18:47] Jan: “We can talk about technology until we're blue in the face. Unless we can prove or show the impact on the bottom line, there will be no interest and certainly no investment in the technology.”

[26:19] Jan: “The people that we talked to, Terry, they're comfortable in their own skin. They're not egomaniacs. They're not on the podcast to talk about how great they are or how wonderful they are. They truly come on the show to share what they believe in. That's what they're all about.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths interview Christopher Mattingly, a seasoned veteran of over 40 years in the automotive industry. Being a retired Vice President of Transportation at Stellantis, Christoper is here to talk about the dynamics of the transportation aspect of automotive supply chain management.

Christopher begins by sharing an important milestone in his professional journey: his time as a production supervisor at the Warren Truck Assembly Plant. He reflects on how industry leader Dick Dauch helped shape his career and inspired him to climb the corporate ladder.

With experience in nearly every aspect of the supply chain, Christopher shares his thoughts on where the automotive supply chain should focus today: end-to-end visibility and schedule stability. He outlines his vision of a perfect supply chain and discusses potential solutions that would make the supply chain world a lot easier to deal with.

"There's no better way than communication," says Christopher. To answer Terry's question on enabling better collaboration, Christopher suggests that no department should be left to solve its problems; instead, we should all work together and strive to advance the company's overall objectives.

Regarding his transportation role, Christopher discusses the number one issue the transportation world faces today: capacity and the need to develop cost-effective solutions. He shares some of the disruptions he encountered in his career and the solutions they have applied, providing valuable insights into navigating the transportation aspect of supply chain management.

In light of the massive transformation in the automotive industry, Christopher said that leaders must embrace the mindset of contingency planning, echoing the phrase, "Only the paranoid survive." He stresses that while it's challenging and requires discipline and collaboration, investing in robust contingency plans is crucial for leaders to navigate inevitable issues in the industry's transformation.

Themes discussed in this episode:

• Lessons learned from decades of experience in automotive supply chain management
• The current challenges faced by automotive supply chains today
• The importance of end-to-end visibility and schedule stability in supply chain operations
• Challenges in the transportation world relating to capacity
• Technology's impact on supply chain management, particularly in tracking and alarm systems
• Improving communication and collaboration across departments to address issues effectively
• The need to invest in robust contingency plans to help leaders anticipate and mitigate disruptions

Featured on this episode:

Name: Christopher Mattingly

Title: Retired Vice President of Transportation at Stellantis North America

About: Christopher Mattingly is a seasoned automotive industry expert with over 40 years of experience. A Wayne State grad, he started as a production supervisor at the Warren Truck Assembly Plant in the 1980s and retired as Vice President of Transportation at Stellantis. With a diverse background in Supply Chain Management, Christopher excels in Logistics, Procurement, Supplier Quality, and more. Known for his dedication, leadership, and problem-solving skills, he has consistently driven operational improvements and new product launches. Passionate about mentoring and motivating his teams, Christopher is respected across all levels of the industry.

Connect: LinkedIn

Mentioned in this episode:

• WSU’s Global Supply Chain Management Advisory Board
• What is 3PL?

Episode Highlights:

[03:25] Young Christopher’s Dream:Christopher reflects on his early career at Warren Assembly, admitting he had no clue about transportation back then. Inspired by Dick Dauch, a revered leader who became a plant manager at 30, young Christopher aimed for the same.

[05:19] The Main Focus:Diving into the world of supply chains, Christopher identifies two key areas we should focus on: achieving end-to-end visibility and maintaining stable production schedules.

[09:54] Collaboration 101:"There's no better way than communication," Christopher said. To foster collaboration, he said we should align objectives and have inclusive meetings where all departments work together to tackle challenges and deliver effective solutions that advance the company's overall goals.

[13:55] The Need for Capacity:Christopher tackles the biggest challenge transportation faces today—capacity, from ports to trucking—and the need for cost-effective solutions. He shares his experiences managing these challenges and ensuring efficient supply chain operations in the face of disruptions.

[21:45] “Firefighter” Mentality:Terry and Christopher discuss the importance of moving from a reactive "firefighting" mentality in supply chain management to a proactive approach. They stress the need to learn from past crises to create strong contingency plans and effectively use technology to ensure smoother operations and readiness for unexpected disruptions.

[00:00] Only the Paranoid Survives:Christopher emphasized the importance of contingency planning as the industry embraces transformation. Drawing from his past experiences in leadership, he encourages leaders to take a "paranoid" approach—being ready for and preventing disruptions through planning and tech integration to keep operations running smoothly and production on track.

Top Quotes:

[06:31] Christopher: “My vision has always been to have that end-to-end visibility of those parts. And it's not an easy thing to do. When you think about it, in today's world, we measure it and monitor it with websites with EDI, but it's all individual transactions from the different providers that you have. In the world that I see someday in the future, we're going to be able to grab that digital data from every one of these systems, standardize that data, and then compare and forecast when those arrivals are going to be and compare that to what the build plan is at our OEM plants. And then we'll know what's in trouble.”

[09:54] Christopher: “The key for any kind of barrier busting is getting aligned on what each individual goal is in the different departments and looking for those areas where you can collaborate. Where you can work with each other for both of you to be able to meet your particular objectives.”

[10:39] Christopher: “Just because it's a supplier quality issue doesn't mean it's just supplier quality's responsibility to help resolve that. Engineering needs to have their input in terms of what they need to do. The supply chain needs to be considered because maybe we have to change schedules in order to make that happen. So, how do you support making that happen? Manufacturing will have to implement or execute those things in the specific shop floor environments. So, getting aligned on what the particular objective is and figuring out how we can all collaborate to make that happen, I think, is important.”

[12:39] Jan: “When people retreat back into those silos and protect their turf, that's when the problem starts. When you have leaders at the top that start to behave that way. Often, they don't realize that emulates all the way and disseminates all the way through the organization. And then people start behaving that way. So, it starts right at the top. When leaders at the top can say, yes, it doesn't matter whose issue it is, we're all in to solve this together as a team, as a business. That's when we can really move a culture forward.”

[25:59] Christopher: “Only the paranoid survives. And it gets to that contingency planning type attitude when it comes to the supply chain. There are going to be problems. Things are going to go wrong. There are going to be failure modes. And so, what? We get paid to figure out how are we going to mitigate and minimize the impact of that particular issue. That's our responsibility, as leaders, to be able to do that contingency planning to make it happen. It's almost like you want to look at your supply chain as it's mapped out, and you would say to yourself, ‘What happens if I fail here? What's going to happen?’”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, hosts Terry Onica and Jan Griffiths dive into the complexities of global trade, compliance, and logistics with their guest, Jeff Peterson, Director of Global Trade and Logistics at DRiV, a Tenneco company.

Jeff digs into the challenges facing the trade compliance industry today. He highlights the ocean shipping container shortage, which has led to increased costs and delays. He also addresses other disruptions, such as port backups and global trade policies, which compound the complexities faced by professionals in the field. ​

According to Jeff, staying informed through reliable 3PLs and brokers and leveraging technology and software applications is crucial in dealing with these issues.

Jeff Peterson explains that they handle customs audits by focusing on security and compliance. They take a proactive "shift left" approach, doing necessary work upfront to avoid audits. Their comprehensive strategy helps mitigate risks to both business and national security.

Talking about the challenges at the US-Mexico border, Jeff explains that security is the main focus. They use the CTPAT and FAST programs to facilitate smoother border crossings, similar to a TSA pre-check for cargo. These security measures help ensure efficient movement across the border.

Jeff's passion for people development shines through as he discusses his strategies for talent growth. He believes in creating comprehensive programs that offer career paths, hands-on experiences, and continuous learning opportunities.

When it comes to future-proofing the industry, Jeff advises Tier One and Tier Two leaders to focus on the people aspect of the business first, have an action plan, maintain pristine data, and be ready to pivot as necessary. He believes that while technology is vital, it's the dedication and expertise of individuals that truly drive success.

Themes discussed in this episode:

• The ongoing ocean shipping container shortage, predicting higher costs and delays due to global disruptions
• The need for staying updated through reliable 3PLs and brokers to manage unexpected global trade issues
• The use of predictive logistics software to manage supply chain risks and ensure timely deliveries
• Placing customs and compliance within the supply chain rather than in finance or legal departments for better integration
• The importance of breaking down organizational silos to ensure smooth operations and proactive risk management
• How trade wars and the COVID-19 pandemic have brought supply chain management into the public eye
• Managing security and compliance at the US-Mexico border through programs like CTPAT and FAST
• The role of technology and software in maintaining compliance and streamlining logistics processes

Featured on this episode:

Name: Jeffrey Peterson

Title: Director, Global Trade and Logistics CI, DRiV Inc. – a Tenneco company.

About: Jeff Peterson is a seasoned professional specializing in global trade and logistics. Currently serving as Director of Global Trade and Logistics CI at Tenneco, Jeff has extensive experience managing various functions, including Client Management, Reconciliation, Restricted Party Screening, and Export Operations, during his tenure at Livingston International. He has also led the Graduate Rotation and Development Program, aimed at cultivating entry-level talent for accelerated career growth. Jeff's expertise spans emergency management, cross-border improvement projects, and implementing supply chain processes to meet regulatory requirements. His leadership and contributions are instrumental in driving operational excellence and client satisfaction in international trade environments.

Connect: LinkedIn

Mentioned in this episode:

• Episode with TS Tech: Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey
• (MMOG/LE) Materials Management Operations Guideline/Logistics Evaluation
• What is 3PL?
• CTPAT
• Free and Secure Trade (FAST) program
• Authorized Economic Operator (OEA)

Episode Highlights:

[04:48] Global Container Shortage:Regarding current customs and trade challenges, Jeff highlights the shortage of ocean shipping containers. With high demand and low capacity, he anticipates escalating costs and delays globally.

[06:12] Staying Ahead of Global Events:Jeff shares how to stay on top of the issues they currently face in global trade, compliance, and logistics. He explains the importance of utilizing information from trusted partners and the use of technology.

[09:46] Always Shift Left:Terry explores the risks of customs audits with Jeff, who advocates for proactive measures. Jeff stresses the importance of "shifting left" or doing necessary work upfront to avoid audits.

[15:02] The US-Mexico Border: Outlining the challenges at the US-Mexico border, Jeff talks about their focus on security and their use of programs to expedite cross-border movements.

[19:05] People and Talent Development: Discussing his commitment to talent development, Jeff believes in structured programs and wide-ranging experiences to cultivate skills and perspectives essential for success in customs and trade.

[23:19] Advice for Supply Chain Leaders: Jeff advises leaders to focus on the people aspect of the business first, have an action plan, maintain pristine data, and be ready to pivot as necessary.

Top Quotes:

[04:54] Jeff: “I think the biggest thing that I'm dealing with right now, and I think it's unfortunately going to get worse, it's the ocean shipping container shortage. We're facing high demands and low capacity, and that's starting to come down the pipeline right now. So, it's not necessarily a trade compliance issue. It's a global trade impact, and it's going to get progressively worse. So, if you're talking about one thing that I'm dealing with right now, that's it. We're going to expect higher container costs. We're going to expect delays at the moment.”

[07:47] Jeff: “There's a lot of software opportunities out there that you can rely on, so you could put your supply chain in a software application that'll analyze risk for you. So, we rely heavily on that. That's beyond basic restricted party screening, where you're actually looking at your suppliers for a risk base, or you're actually looking at your supply chain environment. So, we have labor disputes, you have natural disasters, you have things like that, and they can actually put your supply chain into software and detect where risks might be to kind of put you into that challenge at hand. So, that would be probably one of the other areas that I would concentrate on.”

[10:30] Jeff: “With audits and risks, always shift left. So, that means you're doing the work upfront. You're doing the work while it's happening, not in an audit. So, we don't wait for audits. We don't want to prepare for an audit. We want to avoid an audit. And by doing so, it's developing that risk analysis, doing our own internal audit. So, if a governing agency came to you and presented you, we can say, 'Okay, here's our audit results. We've done most of the work for you. Show us where you think we've done right or where you think there's holes in it, and if you ask us to validate it, we have a proper audit trail to do it.'”

[12:31] Jeff: “I think in the supply chain, you have that visibility, that end-to-end on the inbound from the suppliers, on the outbound to the customers, and everything in between. That connection with purchasing, corrective actions on suppliers that are challenged, and getting data on the back end in countries that have indirect tax implications: Europe and Mexico. A lot of times, you'll see more of an argument to go that direction, but generally, that's what I would say is the rub. I would always go with the supply chain. I like it better in the supply chain.”

[23:41] Jeff: “Obviously, technology is the answer to that. But I want to take a step back, not to forget the people element of it. I mean, it takes people to operate. It takes people to be committed to it. So, I really feel that the real answer is people, but outside of people, it's technology.”

[25:04] Jeff: “The other piece is data. One thing everybody wants to say: I want to commit to a software provider, and I'm going to revolutionize my business. Well, generally, you're not going to do that if you don't have good data. So, at the ERP level, at the material master level, at the supplier and customer level, all your master data, you need to make sure that it's clean and it's proper, or else anything that you're looking to gain out of a system isn't going to happen. So, that's where I would focus. Make sure that the fundamentals are there.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, co-hosts Terry Onica and Jan Griffiths welcome Steve Povenz, a recognized leader in automotive quality, to discuss the crucial integration of quality and supply chain functions.

Steve believes quality and supply chain are inseparable and fundamental to an organization's success. He points out that many organizations fail because these functions operate in silos, leading to inefficiencies and missed opportunities for improvement.

He stresses that quality should be proactive and collaborative, engaging with other departments to understand and mitigate issues before they arise.

Steve highlights the importance of regular cross-functional reviews and the use of technology to bridge gaps, streamline processes, and enhance data accuracy. He praises Terry and Cathy Fisher's 24 Essential Supply Chain Processes as a comprehensive roadmap for improving these integrations.

Jan and Steve discuss the impact of leadership and culture in fostering collaboration between quality and supply chains. Steve says effective leadership and shared goals lead to successful outcomes regardless of organizational structure.

They touch upon the need for evolving standards like IATF 16949 to keep pace with industry changes, particularly the shift from internal combustion engines to electric vehicles.

Steve encourages quality professionals to engage with AIAG, participate in summits, and provide feedback to help shape the future of automotive quality standards.

The episode concludes with Steve's practical advice for leaders in the automotive supply chain: engage with quality counterparts, involve them in daily operations, and leverage their expertise to solve problems collaboratively.

Themes discussed in this episode:

• The importance of integrating quality and supply chain functions within organizations
• The issue of quality and supply chain functions operating in silos and the negative impact of this separation
• Leadership's role in fostering collaboration between quality and supply chain functions
• How technology can automate processes, enhance data collection, and improve overall efficiency within quality and supply chain operations
• The use of performance scorecards, such as those mandated by IATF 16949, to measure and manage quality and delivery performance within the supply chain
• The potential benefits of leveraging frameworks like the 24 Essential Supply Chain Processes to align quality and supply chain operations
• Why quality and supply chain functions need to adapt to rapid changes in the automotive industry, particularly with the shift from ICE to BEV
• How to achieve continuous improvement through the use of technology, better integration of functions, and proactive identification and resolution of pain points within the supply chain

Featured on this episode:

Name: Steve Povenz

Title: Visionary Global Quality Leader, Director of Quality at Shape Corp.

About: Steve is a visionary global quality leader with extensive expertise in Quality Management Systems (QMS) and project management. As the Director of Quality at Shape Corp. for 18 years, he has driven significant improvements in customer satisfaction, cost reduction, and quality standards. Steve excels in fostering organizational growth, creating an empowered employee experience, and enhancing stakeholder engagement. His multicultural corporate background highlights his proficiency in quality leadership and relationship management. Additionally, Steve actively contributes to industry groups, including the AIAG and Eastern Michigan University, and serves on Nissan Motor Corporation's Supplier Quality Council.

Connect: LinkedIn

Mentioned in this episode:

• IATF 16949:2016
• Episode with PennEngineering: Why Automating your QMS improves your Supply Chain Performance
• The 24 Essential Supply Chain Processes
• PDCA Cycle
• (MMOG/LE) Materials Management Operations Guideline/Logistics Evaluation
• (FMEA) Failure Mode & Effects Analysis
• Advanced Product Quality Planning (APQP)
• 2024 Quality Summit

Episode Highlights:

[03:11] Quality and supply chain: Both quality and supply chain are crucial, and recognizing their interdependence is critical to organizational success.

[03:50] Addressing silos: Steve highlights the need for quality functions to proactively collaborate and take accountability to build a resilient supply chain.

[07:08] 24 Essential Processes: Steve praises the 24 Essential Supply Chain Processes as an excellent roadmap for integrating quality and supply chain functions to enhance overall effectiveness.

[12:44] Leadership and Collaboration: Effective collaboration and shared goals between quality and supply chain leaders are crucial to achieving organizational success and leveraging technology effectively.

[19:03] Adapting to EV Risks: As the industry shifts to electric vehicles, IATF 16949 processes must strengthen risk management and agility to keep pace with rapid technological changes.

[20:34] Volunteering at AIAG: Steve encourages professionals to get involved with AIAG, highlighting the benefits of networking and contributing to industry best practices through volunteering and providing feedback.

[23:38] Invite them over: Steve offers practical advice for leaders in the automotive supply chain on improving collaboration with their quality counterparts.

Top Quotes:

[03:15] Steve: “Terry, when we first met, we had the conversation, and I had joked with you a little bit, and I said, 'Quality, Terry, is everything.' But you could also turn around and say to me, 'Oh, Steve, supply chain is everything,' and the truth is, we would both be right. There is no quality without a supply chain, and it's important that we recognize that. In fact, we could even say that it starts with the supply chain. No matter where you're at, you're dependent upon your supply chain for your performance as an organization.”

[08:05] Steve: “Utilizing the 24 Essential Processes of Supply Chain really sets you up for planning, execution, monitoring, and corrective action; that whole PDCA cycle that needs to take place within the supply chain. If the quality professional is not engaged with those and doesn't understand what's being done upstream, that's going to make their job a lot more difficult in manufacturing.”

[10:31] Steve: “All functions throughout the organization need to be committed to that common goal of safely delivering a quality product to our customer on time, every time, at the lowest possible cost, and we need to continue to work to drive that cost down, and quite often, the use of technology can help us. Whether it's more accurate ordering, faster responses throughout the supply chain, and that connection to our operations, leveraging technology to do that is really vital.”

[14:38] Steve: “No matter where supplier quality resides, if it's in the supply chain or it's reporting up to the quality function, if we're siloed, one silo is going to be disappointed and feel like they're not being served. It's vitally important for quality function leadership along with the supply chain leadership to be synced up, to be seeing things the same way, to have that common goal, and how we're going to get there.”

[19:47] Steve: “New products and new processes mean risk. Couple that with our speed to market because we're going at a breakneck speed now more than ever, and it's going to continue to get more. We were taking on this increased risk when we had less time to mitigate that risk. So, I think, while the last revision of the IATF 16949 really was focused on risk, I think that we need to even strengthen that more and look at our supply flows and look at making sure that we have processes that are agile so that we can adapt to this added risk in the time that we need to execute on the deliverables and get to market with a quality product.”

[24:30] Steve: “The quality professional would certainly love that opportunity to help. Just inviting them in, developing that relationship, and solving problems together will go a long way to bridging that gap and breaking down the silos.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths switch things up as Terry interviews Jan about her new book, AutoCulture 2.0. The conversation starts with Jan sharing the intense yet fulfilling journey of launching her book, which has already reached number one in Amazon's leadership category.

Jan explains that her book is designed to drive a much-needed cultural shift in the auto industry. She stresses that while the industry is buzzing with technological transformations like EV adoption and smart cities, the focus must also be on evolving leadership and culture to match this rapid change.

Terry and Jan delve into the importance of effective communication and stakeholder buy-in for successful change initiatives. They highlight how a collaborative approach, rather than a command-and-control style, can drive better results and innovation within the supply chain.

The discussion also touches on personal stories that shaped their leadership styles. Jan shares how her father's farming background and pub negotiations subtly taught her invaluable leadership and negotiation skills. Terry recalls the lessons her father imparted, emphasizing the profound impact fathers can have on their daughters' careers.

The episode wraps up with Jan advising listeners to reflect on their own leadership identity and values. She encourages leaders to be clear and intentional about who they are, which will, in turn, help inspire and guide their teams more effectively.

Themes discussed in this episode:

• The crucial role of education in preparing students for the automotive industry
• Utilizing technology such as ERP systems and digital tools for effective supply chain management
• The necessity of continuous improvement and optimization in supply chain processes
• The need for new leadership models and workplace culture to handle the automotive industry's rapid transformation
• How many change initiatives fail due to poor leadership and lack of stakeholder buy-in
• The importance of collaboration and communication within the supply chain
• The effectiveness and drawbacks of the traditional command-and-control leadership style
• Family influence on personal and professional development
• Why self-awareness is important for effective leadership

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.

Connect: LinkedIn

Mentioned in this episode:

• AutoCulture 2.0: Leading with Gravitas
• WSU’s Global Supply Chain Management Advisory Board
• Meet Stefan Krause, A driving force in the world of EVs
• Revving Up the Supply Chain: Exploring the Future of Automotive EDI with Fred Coe
• Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey
• Meet Doug Conant, former CEO of Campbell Soup Company
• Global MMOG/LE Standards for Automotive Suppliers
• Plante Moran’s Working Relations Index®

Episode Highlights:

[04:15] Book Overview: Jan dives into the book, emphasizing how important it is to match the culture of the automotive industry with its technological advancements.

[05:35] Technology and Culture: Jan discusses the critical link between technology adoption and organizational culture, highlighting how effective leadership and cultural alignment can mitigate the high failure rate of technology initiatives.

[08:57] Command and Control: Discussing common pitfalls, Jan explains why change initiatives often fail due to ineffective leadership and insufficient stakeholder engagement, highlighting the importance of buy-in and communication.

[13:26] Make Them Understand: OEM mandates like MMOG/LE and EDI add savings at all levels; still, resistance often comes from a lack of understanding. Jan emphasizes that effective leadership means setting strategy and inspiring teams rather than micromanaging.

[18:13] The Toyota Way: Highlighting Toyota's coaching mindset, they discuss the importance

of nurturing supplier relationships and working collaboratively to achieve the best business outcomes rather than focusing solely on penalties and blame.

[20:31] Parental Influence: Reflecting on childhood experiences, Jan and Terry share insights into the profound impact of parental guidance and influence on their personal and professional development.

[23:18] Jan's Advice: Terry asks Jan for one actionable takeaway for listeners. Jan's advice: "Ask yourself, who are you as a leader?"

Top Quotes:

[03:28] Jan: “What really matters, and the reason I wrote the book, is to impact an entire industry. So, the question now is not how many books are we selling. It is what people are doing with these books. It's written in a way so that leaders in the auto industry can use it as a tool to open up dialogue about culture and about leadership. So, that's what I want to see, Terry. The real impact that we're going to feel in the industry.”

[04:26] Jan: “We know the automotive industry right now is going through a massive transformation: EV adoption, we talk about batteries, we talk about technology, we talk about autonomous driving, smart cities, and on and on. We talk about this all day long, but what we're not talking about is the people and the culture required to go along with this change. Think about it this way. You wouldn't try to run a 4k video on a Windows 95 operating system. So, what makes you think that we can run this industry with the massive transformation that's going through right now, all the technology, the speed and agility that's required, the innovation, and on and on?”

[22:55] Terry: “One of the things I want to tell the listeners today, especially the men out there, is don't underestimate the impact that you can make on your daughters. You can teach them to be very successful women, and it's just amazing what you can do in their life.”

[23:31] Jan: “Ask yourself this question: who are you as a leader? So often, Terry, we can't answer that question, and if you don't know who you are as a leader, how do you expect other people to support you and follow you? You've got to know who you are as a leader. What do you stand for? What are your values? What is the culture that you want with your team and in your company? Answer that question.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In the latest episode of the Auto Supply Chain Profits podcast, hosts Terry Onica and Jan Griffiths interview Carrie Uhl, who is the Chief Procurement Officer at Danaher Corporation. Carrie shares her extensive knowledge and experience in the automotive and healthcare industries, helping to bridge the gap between these two seemingly different sectors.

Carrie's journey from Magna to GE Healthcare and now Danaher shows how versatile supply chain expertise can be. Despite the differences in products, the core challenges remain consistent—such as security of supply, cost reduction, talent acquisition, and digitalization.

Technology plays a significant role in both industries. Carrie talks about how it enables communication and process adoption and facilitates lean manufacturing. She emphasizes the importance of supply chain technology for enhanced visibility and effective risk management strategies.

Carrie highlights the collaboration between the automotive and healthcare industries during the COVID-19 pandemic in the rapid production of ventilators. Showcasing how different sectors can come together to support each other in times of crisis.

The episode covers topics such as supply chain resiliency, supplier relationship management, and early supplier involvement in product development. It addresses the need for the automotive industry to recognize suppliers as essential partners rather than adversaries.

In the end, Carrie calls upon automotive leaders to prioritize supplier segmentation and proactively engage with key suppliers to leverage their expertise.

Themes discussed in this episode:

• The need for professionals to adapt to industry transitions and leverage transferable skills
• Exploring the differences and similarities between the automotive and healthcare industries
• The importance of leveraging technology, such as ERP systems and digital tools, in supply chain management
• Strategies for enhancing supply chain resilience and effectively managing risks
• The value of proactive engagement with suppliers and early involvement in product development processes
• Why continuous improvement and optimization are essential for supply chain processes
• Moving away from treating suppliers as adversaries to building partnerships focused on mutual success

Featured on this episode:

Name: Carrie Uhl

Title: Chief Procurement Officer at Danaher Corporation

About: Carrie is the Chief Procurement Officer at Danaher Corporation, where she spearheads initiatives to enhance quality, cost efficiency, and supply continuity. With a background encompassing leadership roles at GE Healthcare and Magna International, Carrie brings a wealth of experience in procurement and supply chain management to her current position. Recognized for her contributions to the automotive industry, she was named one of the 100 Leading Women by Automotive News and featured in Procurement Magazine's Top 100 CPO list.

Connect: LinkedIn

Mentioned in this episode:

• QAD Redzone Connected Workforce
• WSU’s Global Supply Chain Management Advisory Board
• AutoCulture 2.0: Leading with Gravitas (Kindle Edition)
• Meet Carrie Uhl, Chief Procurement Officer for GE Healthcare
• The Toyota Way
• Advanced Product Quality Planning (APQP)
• New Product Introduction (NPI) Process
• Delivering on the Promise of Delivery Part 3: The Key to Sustainability and Profitability
• Plante Moran’s Working Relations Index®
• First, Break All the Rules: What the World's Greatest Managers Do Differently

Episode Highlights:

[03:32] The Transition: Carrie's journey transitioning from automotive to healthcare, shedding light on the similarities and differences between the two industries.

[04:59] Tech in Focus: Exploring the role of technology in the health and automotive sectors, Carrie discusses how it varies between the two industries.

[08:57] Supply Chain Resiliency: Strategies for building resilient supply chains and adapting to unexpected disruptions.

[10:46] Program Launch: Jan and Carrie explore program launch processes and how automotive processes translate into the healthcare sector.

[12:11] Starting Early: Why it is important to involve suppliers early in the product development process.

[16:16] Unlearning Old Habits: Reflecting on her experience, Carrie shares valuable perspectives on what the automotive industry needs to unlearn.

[17:52] Carrie's Impact: How Carrie's automotive background benefits her current role in the healthcare industry.

[18:22] Actionable Advice: Carrie advises automotive leaders to take proactive steps amidst industry transformation.

Top Quotes:

[07:43] Carrie: “One of the things that is super important now and always is visibility into your supply chain. For example, as of this recording, there was an earthquake last night in Taiwan. And when I woke up to that news, the first thing I wanted to know at the touch of a button was how might my supply chain be affected. So, there's been a lot of progress over the last decade in maturing kind of those third-party feeds for risk. Maybe it could be financial risk feeds, or it might be geographical events. Those things are really helpful to companies to be able to connect them to your own internal technology.”

[09:15] Carrie: “You can't de-risk everything. It's just not possible. So, you've got to define what's most important as your place to start. Have a really good method for quantifying revenue impact, for example. If you don't get certain components, you need to know what's common across platforms. So, you've probably heard the term the industry uses about the golden screw, knowing what that one part is that is on everything you make, and it might be low revenue, but it's very high impact. So, I think you've really got to be intentional about scoping.”

[12:17] Carrie: “Whether it's a new product introduction or its end of life, you really need to be engaged with your most critical suppliers, especially if you're doing platforming because it's a risk of designing something that's going to be a very big and expensive problem later. If you don't understand their technology roadmaps, you choose something that's going to be obsolete. You put it on all of your products, or you pick a material on a sustainability watch list that can be a problem later.”

[16:56] Carrie: “We've got to stop treating our suppliers like they're adversaries. Nobody wins here in that model for very long.”

[19:47] Carrie: “Your best suppliers are almost always underutilized in terms of their expertise and their ideas. So, I would say for my call to action, spend the time with them proactively at their sites, at your sites, not on a team's call. Going to Gemba really matters with the right suppliers.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths are joined by Cathy Fisher and Alexis Scipio to talk about their new eBook called "Delivering on the Promise of Delivering: Automotive Sustainability and Profitability."

Discover why ESG is becoming increasingly important in the automotive industry and why you should care. Alexis explains how sustainability can lead to profitability and what benefits companies get from having solid sustainability strategies.

We'll explore how ESG is now part of industry standards like MMOG/LE and quality management systems. Organizations must now consider their environmental impact and align their operations with sustainability objectives, a shift that Terry, Cathy, and Alexis aim to support through their upcoming eBook.

Terry talks about the crucial role of technology in supporting ESG initiatives, citing examples such as supplier relationship management tools and ERP systems. Cathy explains how ESG relates to the 24 Essential Supply Chain Processes, which could help organizations integrate ESG into their operations.

Their combined expertise in ESG, quality management systems, and supply chain management led to an eBook that simplifies complicated regulations into a digestible format. It's a lifesaver for leaders industry leaders who are overwhelmed by the task of navigating numerous regulations.

The episode concludes with advice encouraging listeners to embrace ESG proactively. It reminds us that ESG is not a passing trend but a fundamental aspect of automotive operations that requires immediate attention and action.

Themes discussed in this episode:

• How supply chain, quality, and ESG intersect in the automotive industry
• ESG’s growing importance in the automotive industry
• How sustainability can lead to profitability
• The relationship between ESG and industry standards such as MMOG/LE
• Why we should focus on implementing ESG practices
• The role of technology in supporting ESG initiatives
• The overwhelming complexity of ESG requirements

Featured on this episode:

Name: Alexis Scipio

Title: Founder, The Thrive Point

About: Alexis Scipio is a seasoned ESG aficionado and supply chain professional with over 15 years of experience in the automotive industry. She’s the Founder of The Thrive Point LLC. and a certified diversity specialist who passionately integrates Environmental, Social, and Governance (ESG) principles into business processes.

Connect: LinkedIn

Name: Cathy Fisher

Title: Founder andPresident, Quistem

About: As Quistem's driving force, Cathy helps its clients, particularly automotive manufacturers, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.

Connect: LinkedIn

Mentioned in this episode:

• Leveraging Risk Management Throughout the Automotive Supply Chain
• Operational Restart Readiness Checklist
• The 24 Essential Supply Chain Processes
• ISO Climate Change Amendments
• Uyghur Forced Labor Prevention Act (UFLPA)
• What is New in MMOG/LE Version 6?
• Past episode with Alexis Scipio: ESG in the Automotive Industry: Embracing Sustainability for Global Supply Chains
• Register today for your 1:1 business assessment with automotive supply chain experts Terry Onica and Cathy Fisher.
• Grammer and AVL
• New eBook! Delivering on the Promise of Delivering: Automotive Sustainability and Profitability

Episode Highlights:

[01:40] Teamwork: Learn about Cathy, Alexis, and Terry's individual contributions to the eBook's creation.

[03:27] Why It Matters: Discover the importance of ESG and why it's crucial for listeners to take it seriously.

[04:57] Adding ESG: Find out why the third eBook is about ESG this time, expanding upon previous topics of quality and supply chain.

[06:28] ESG in Industry Standards: Explore the connection between ESG and MMOG/LE industry requirements.

[07:30] Climate Change Amendment: Learn about the significant amendment ISO made to management system standards regarding ESG.

[10:23] Complexity of ESG: Gain insight into the vast number and complexity of ESG requirements and regulations.

[13:51] Role of Technology: Learn how technology plays a crucial role in supporting ESG initiatives.

[15:33] ESG to Supply Chain Processes: Discover how ESG relates to the 24 Essential Supply Chain Processes.

[17:13] Special Offer: Terry is offering a complimentary one-hour discussion on ESG implementation.

[18:09] Release Date: Find out when the eBook will be available for download.

[18:33] Embracing ESG: Receive advice from Cathy, Alexis, and Terry on what actions listeners can take right now to embrace ESG.

Top Quotes:

[05:37] Cathy: “The key topic on everybody's minds and lips is ESG, especially in the past 12 months, that has really been a main focus and not just from a supply chain standpoint. We're actually seeing ESG as a topic across the organization and even at an operational level as well. So, we realized that the direction we needed to take the discussion in this third eBook is really supporting this idea of how you bring ESG into your organization from an operational level, as well as, integrating it into your supply chain activities.”

[09:57] Terry: “That’s why the three of us teamed up, and said, 'We need to be able to help them,' because we know off the bat, this is not going to be something that's inherent to them. And we're really excited because upon doing research, I think this is the only eBook or information out there on how to help the plant to look at ESG within their facilities and to educate IT, supply chain, and quality on how to meet these ESG requirements.”

[18:47] Alexis: “One thing manufacturers can do right now is just to see themselves in ESG…I think that there's very likely things that tier ones, tier twos, OEMs are already doing that are ESG relevant, especially if you're TS certified and if you're ISO certified, there are tasks that are already going on that could be captured in a sustainability strategy. So, I think it's important to take those wins and celebrate the ESG topics you're already delivering.”

[19:26] Cathy: “I think a great place to start, especially for larger organizations, is to look at what the corporate direction is regarding ESG. Understand how, as a corporation, your business is addressing sustainability and what resources may be available from the corporate standpoint that can then be deployed within the operations and relevant to the operational processes.”

[20:18] Jan: “ESG is not going away. It is here to stay. And the sooner you take action and start to understand what it's all about and what it means to you and your organization, the better.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Jan Griffiths and Terry Onica welcome Shiv Tailor, the VP of Enterprise Technology for Volta Trucks, to discuss the challenging journey of a startup in the electric vehicle (EV) industry and Volta Trucks' comeback to the EV business.

Shiv brings exciting news that Volta Trucks is back in action and is preparing to launch its electric commercial vehicles in Europe by the end of this year. Reflecting on Volta's journey, Shiv emphasizes the lessons learned. He stresses the importance of focusing on customer needs and the business's core value proposition.

Shiv advises startups entering mass production to pay attention to detail, from supply base maturity to financial planning. He also points out the significance of optimizing processes, nurturing strong relationships with partners, and prioritizing workforce well-being for operational success.

Shiv highlights the importance of QAD's comprehensive training course based on 24 essential supply chain processes, which helped them align their team's understanding of the supply chain and automotive best practices.

Sharing his perspective on quality management, Shiv advocates partnership-driven relationships with suppliers and shares Volta's proactive approach to ensure product quality and reliability.

Shiv explores the critical role of IT and data strategies in managing supplier collaborations and enhancing operational efficiency. They discuss the significance of technology in fostering transparency, streamlining processes, and driving innovation, with Shiv sharing insights on Volta's approach to leveraging emerging technologies like Gen AI.

The episode ends with Shiv's advice for EV startups and pioneers, urging them to focus on what truly matters for the business's success.

Themes discussed in this episode:

• The challenges startups face in starting a business in the EV sector
• Focusing and aligning with customer needs to drive success in the automotive industry
• Lessons learned from Volta Trucks' revival, emphasizing the value of streamlining operations and identifying core value propositions
• The complexities of mass production, including the need for robust supply chain maturity, adequate capital, and efficient processes
• The critical role of relationships and collaboration with suppliers in ensuring successful production outcomes
• Collaborating to develop quality standards and ensuring quality in production
• The significance of technology and data strategies in managing supplier collaborations and enhancing operational efficiency
• The potential of emerging technologies like AI to drive innovation and improve customer experience

Featured on this episode:

Name: Shiv Tailor

Title: VP Enterprise Technology at Volta Trucks

About: Shiv Tailor, VP of Enterprise Technology at Volta Trucks, drives digital transformation and agile strategies for the company's mission to enhance urban sustainability with fully electric trucks. With a decade of automotive industry experience, Shiv's expertise spans telecommunications, electronic engineering, project governance, program delivery, and lean manufacturing. Under his leadership, Volta Trucks has swiftly implemented Salesforce, ERP, and PLM systems, facilitating the successful launch of nine products across various platforms.

Connect: LinkedIn

Mentioned in this episode:

• Volta Trucks preparing for a sustainable comeback in Europe in 2024
• Volta Trucks files for bankruptcy after collapse of battery supplier
• Generative Artificial Intelligence (Gen AI)

Episode Highlights:

[01:59] Volta is back: Hear Shiv's exciting announcement about Volta Trucks' bounce back from bankruptcy to resume EV business.

[02:48] Lessons learned: Shiv reflects on lessons learned from Volta's journey, emphasizing the importance of focusing on customer needs.

[04:27] Mass Production: Shiv's advice for other startups undergoing mass production.

[06:52] Tech advantage: A discussion on the importance of information and technology in a company's ramp-up for production.

[09:37] Supplier Experience: Shiv discusses the significance of prioritizing supplier relationships and fostering a positive supplier experience.

[13:26] Best practices: Learn about the training course that helped Volta collaborate to align their teams with automotive best practices.

[15:43] Quality first: Learn how Shiv prioritizes quality in manufacturing processes by fostering strong partnerships with suppliers.

[19:44] Generative AI: Explore the potential applications of generative AI in revolutionizing supply chain operations and enhancing customer experiences.

[21:23] Shiv’s advice: Shiv shares practical advice for startups navigating the challenges of the EV industry.

Top Quotes:

[03:13] Shiv: “One of my lessons learned, especially on the technology side, is to really focus on what the end customer and the end user want. So, drive your activities based on what they want. We're focused, but were we focused on the right areas? And that's something that we're addressing with what we call Volta Version Two, but I think that's probably what went wrong.”

[04:44] Shiv: “We've all been in the automotive industry; we know it. Launching a product that's been designed from scratch in what was going to be two and a half years is a monumental effort. Never underestimate the number of loops and cycles that you need from the supply base in terms of the maturity of tooling, the maturity of parts, and the maturity of the product before it even kind of enters the customer’s hands. And never underestimate the amount of capital that's needed.”

[11:51] Shiv: “What we're trying to do in Volta version 2 is have supplier communities, whether it be indirect or direct. Create a community of suppliers that can ask each other questions. If they're having difficulties or whatever it might be, it's definitely on our roadmap for Q3, Q4, is that kind of creation of that supplier community kind of forum where people can ask us questions or ask other suppliers questions that are contracted and NDAs, etc.”

[19:59] Shiv: “There's so many use cases within automotive that you could apply Gen AI to. What I haven't seen yet is a cohesive strategy of how someone is going to execute from an OEM perspective, Gen AI in supply chain quality, product development, etc., across the whole platform, but also how it matters to our customers. I'm worried about end users. How can AI help our customers? How can it help fleet managers? How can it help, ultimately, these logistics companies deliver quicker? Even if it's one more parcel drop a day, that's a huge revenue impact for them as they scale up their fleet.”

[22:16] Shiv: “Focus on what actually is valuable for the business. It's as simple as that. Just focus on what's valuable for the business.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, hosts Terry Onica and Jan Griffiths discuss the importance of improving supply chain efficiency in the auto industry. They are joined by Wendy Horwitz, Corporate MMOG/LE Senior Manager, and Jeffrey Baltazar, Vice President of Manufacturing at TS Tech Americas, Inc., to talk about the challenges and benefits of embracing change and implementing MMOG/LE standards.

The conversation focuses on TS Tech's MMOG/LE journey. Jeffrey discusses the challenges of obtaining executive management commitment, particularly in a culturally diverse organization like TS Tech. He stressed the importance of showing the benefits of MMOG/LE in terms of efficiency and cost savings.

Wendy elaborates on the role of education and communication in garnering employee buy-in, stressing the need for understanding and alignment with company goals. She highlights the significance of leadership support and the establishment of dedicated teams to drive the implementation process.

They explore practical aspects of TS Tech's initiatives, including developing internal tools and systems to facilitate compliance and performance tracking. Wendy explains how they use the tools to automate processes and enhance visibility across multiple locations.

Jeffrey and Wendy encourage listeners to start their MMOG/LE journey early and emphasize the competitive advantage it brings. Additionally, they advise leaders to be proactive in embracing change and to see it as an opportunity to grow and improve.

Themes discussed in this episode:

• Updating standards and practices for supply chain efficiency.
• The importance of standards like MMOG/LE in the manufacturing process.
• The crucial role of top management support for successful supply chain initiatives.
• Utilizing technology to streamline supply chain processes and enhance visibility.
• Empowering employees through training and involvement in process improvement.
• Overcoming cultural barriers to foster collaboration and alignment.
• The significant value of continuous learning and evaluation for sustained success.
• Advantages of adopting supply chain standards early for competitive advantage.

Featured on this episode:

Name: Jeffrey Baltazar

Title: Vice President of Manufacturing at TS Tech Americas, Inc.

About: Jeffrey is the Vice President of Manufacturing at TS Tech Americas, Inc. With a strong focus on continuous improvement and customer satisfaction, Jeffrey leverages his expertise in manufacturing, lean manufacturing, operations management, engineering, and more to drive excellence in operations. Endorsed by colleagues for his proficiency in various areas, including Six Sigma, ISO standards, and value stream mapping, Jeffrey is committed to optimizing processes and enhancing efficiency within the automotive industry.

Connect: LinkedIn

Name: Wendy Horwitz

Title: Corporate MMOG/LE Senior Manager at TS Tech Americas, Inc.

About: Wendy serves as the Corporate MMOG/LE Senior Manager at TS Tech Americas, Inc. With a focus on spearheading the development of a new Corporate MMOG/LE program for the Americas Region, Wendy brings extensive experience and strategic vision to her role. Her leadership and expertise drive innovation and efficiency, ensuring the organization meets and exceeds industry standards. With a passion for excellence and a commitment to continuous improvement, Wendy plays a pivotal role in shaping the future success of TS Tech Americas, Inc.

Connect: LinkedIn

Mentioned in this episode:

• Episode with Matt Pohlman: Driving the Future: AIAG's Leadership in the EVolving Industry
• (MMOG/LE) Materials Management Operations Guideline/Logistics Evaluation
• AIAG’s Global MMOG/LE Implementation Training - 6th Edition
• AutoCulture 2.0: Leading with Gravitas by Jan Griffiths

Episode Highlights:

[02:39] Executive Commitment: Discussion on the strategies for gaining executive buy-in and team alignment in supply chain initiatives.

[08:44] Internal Tool Creation: TS Tech's innovative approach to enhancing MMOG/LE implementation with a custom tool.

[11:35] Executive Engagement: Addressing the significance of executive engagement and its impact on successful implementation.

[13:44] Technology Integration: Exploring the role of technology, particularly ERP systems, in enhancing supply chain efficiency and coordination.

[15:18] Training Impact: Examining the effects of on-site training on team collaboration and breaking down organizational silos.

[18:26] Wendy and Jeffrey’s advice: A call to embrace the challenge and prioritize implementing supply chain standards like MMOG/LE sooner rather than later to gain a competitive advantage and avoid being left behind.

Top Quotes:

[05:09] Wendy: “Taking the time and starting with education, making sure that everybody understood why we were doing this. You can tell people it's because of compliance or because a customer wants it or whatever, but you really need to have people understand the foundation and what's in it for them and how this is going to make their life easier.”

[11:55] Jeffrey: “With the labor situation and how hard it is to get people, the more efficient we can be throughout the complete manufacturing process is an ultimate gain. So, as we show those efficiencies, the one thing that we're uncovering is the redundant work that we do with all these multiple spreadsheets. We've got three or four people basically doing the same thing in a different spreadsheet to double-check. Instead of leveraging those systems that are out there, that is data in, data out.”

[09:16] Wendy: “One of the big tenets of MMOG/LE is to automate. The less Excel sheets and manual processes, the better. So, one of our big pushes is to utilize technology as much as we possibly can.”

[18:53] Wendy: “Start now. Don't wait for a customer to come to you and say it's a requirement. Don't wait for the industry to force you into it. You need to get started. I guarantee however long you think it's going to take, it's going to take longer if you're going to do it right because it’s, like you mentioned, it takes laying the groundwork and the training.”

[20:19] Jeffrey: “I would challenge them to take the challenge. Embrace the challenge. There will be benefits reaped in the end. And always remember that your competitors aren't waiting. So, embrace that challenge for change. Look for those efficiencies improvements and the material side is also always overlooked, but there's a lot of opportunity there.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, hosts Terry Onica and Jan Griffiths interview Matt Pohlman, the CEO of Automotive Industry Action Group (AIAG). They discuss the organization's response to the rapidly changing automotive industry and how AIAG is keeping pace with technological advancements, regulatory changes, supply chain challenges, and the rise of EV OEMs.

They explore the role of AIAG in setting industry standards and providing essential training for supply chain professionals. Matt highlights AIAG's collaboration with Wayne State University and offers their innovative training programs. Matt emphasizes the significance of adapting to new challenges while maintaining tried-and-true practices.

Matt stresses the importance of sustainability and corporate responsibility in today's automotive supply chain. He emphasizes AIAG's commitment to addressing environmental, social, and governance (ESG) concerns in the supply chain, particularly in light of forced labor regulations and other risks.

Matt advises supply chain leaders to acknowledge the need for change. He emphasizes the importance of agility, flexibility, and collaboration within the industry. He also encourages the listeners to embrace progress over perfection and engage with AIAG to stay informed and proactive in addressing industry challenges.

Themes discussed in this episode:

• The significant transformation of the automotive industry
• The role of organizations such as AIAG in industry evolution
• Updating standards and practices for supply chain adaptation
• Empowering supply chain leaders to prepare them for the future
• The importance of MMOG/LE in enhancing supply chain processes
• Environmental, social, and governance (ESG) considerations
• Collaboration with EV OEMs and startups
• Embracing agility and flexibility
• Understanding the cultural impact of technological changes on the auto supply chain

Featured on this episode:

Name: Matt Pohlman

Title: Chief Executive Officer, Automotive Industry Action Group (AIAG)

About: Matt is currently serving as the Chief Executive Officer of the Automotive Industry Action Group (AIAG). With over 30 years of experience as a Global Supply Chain Executive, Matt has a proven track record of success in leading global supply chain organizations, processes, and transformations. His expertise lies in driving a culture of change, generating significant cost savings, and aligning enterprise goals with strategic business direction. Matt excels in leveraging enterprise operating system models to integrate and connect supply chain teams, processes, and functions while also employing lean techniques to drive transformative change and improve operating results and team performance.

Connect: LinkedIn

Mentioned in this episode:

• Supply Chain Management Steering Committee
• (MMOG/LE) Global Materials Management Operations Guideline
• Essentials of Supply Chain Management Online Course
• Certificate in Purchasing & Supply Chain Management
• Tomorrow's Leaders Today
• (APQP) Advanced Product Quality Planning
• Automotive Guiding Principles and Practical Guidance
• Uyghur Forced Labor Prevention Act
• Supplier code of conduct
• Automotive Core Tools
• AutoCulture 2.0: Leading with Gravitas

Episode Highlights:

[02:14] AIAG’s Transformation: Discover how the world's largest automotive industry group is changing to keep pace with industry changes.

[04:29] CEO Role: Learn about the CEO's responsibilities, highlighting Matt's role in AIAG’s leadership amid industry transformation.

[07:39] AIAG Initiatives: Find out about the initiatives AIAG is taking to keep up with the rapidly changing automotive industry landscape.

[14:04] Working with EV OEMs: Explore AIAG's strategies for working with electric vehicle OEMs and adapting to the growing electrification trend.

[18:54] Environment, Social & Governance: The significance of environmental, social, and governance factors in the automotive industry and how AIAG addresses them.

[26:03] Advice to Supply Chain Leaders: Matt advises supply chain leaders to recognize the necessity for change. He encourages leaders to maintain an agile, flexible approach and prioritize progress over perfection.

Top Quotes:

[03:57] Matt: “We have to continue to make sure we're bringing new people in, bringing new ideas in, and making sure we're finding a way to start working on the newer challenges. It's too easy to work on the old stuff. Because it's tried and true, and it's easy. We know how to do that. But working on stuff involving EV batteries or working on software, working on ESG things, all of those things are hard.”

[06:59] Matt: “Our membership has to want to come to us to solve problems. And we have to be viewed as problem solvers. We've got a great history of that and legacy of that, but we've got to get in this new space because a lot of people think of AIAG as maybe an automotive gas or diesel company, and we're not. We are many more things than just that. And we're broader than just quality. We were in the ESG space, the supply chain space; we do a lot.”

[12:14] Matt: “AIAG is dedicated to empowering supply chain professionals and making sure that we're doing what we can to make sure they're ready for the challenges of the future.”

[26:39] Matt: “You have to acknowledge that we're in an unprecedented time of change. I think it's really important to understand what the cultural impacts that it’s going to have on your organization, your product lines, how relevant are you going to be in the future.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, Jan Griffiths and Terry Onica interview Robert Cameron, Chairman of the Board at Odette International and VDA's Head of Production, Logistics, and Aftermarket Department.

Robert shares their mission to digitize the automotive supply chain, including the initiative to adopt API technology and develop standards to support the auto industry's electrification.

The discussion covers the latest on MMOG/LE, noting its success with larger OEMs like Ford and Volvo trucks. Robert stresses how these standards streamline processes, cut costs, and improve supply chain quality.

Robert also explores ESG practices and European legislative compliance, touching on packaging laws, decarbonization, and hazard management. He underscores the need for guidelines to support smaller businesses to adhere to upcoming supply chain laws.

Wrapping up, Robert urges leaders to be transparent with customers and suppliers. While he acknowledges the challenges of dealing with unfair players, he emphasizes the need for collaboration, especially in times of crisis.

Themes discussed in this episode:

• Importance of transparency and cooperation in the automotive supply chain.
• Digital transformation of the automotive supply chain.
• Adoption of API technology for enhanced communication among stakeholders.
• The enduring significance of Electronic Data Interchange (EDI) in automotive supply chains.
• Challenges faced by the industry, including supply chain stabilization post-pandemic.
• Initiatives for decarbonization and environmental sustainability.
• Impact of industry standards like MMOG/LE on process efficiency.
• Need for standardized ESG reporting and guidance for businesses.
• Emphasis on fair treatment and collaboration to address future crises effectively.

Featured on this episode:

Name: Hugh Robert Cameron

Title: Head of Production, Logistics, and Aftermarket Department at Verband der Automobilindustrie (VDA) and Chairman of the Board at Odette International.

About: Meet Robert Cameron, a key figure in the automotive industry. As the Head of the Production, Logistics, and Aftermarket Department at VDA, he leads initiatives to enhance communication between OEMs and suppliers, driving efficiency and innovation. Additionally, as Chairman and Member of the Board at Odette International, Robert champions projects to increase supply chain transparency through technologies like EDI and RFID. With his expertise, Robert is shaping the future of automotive supply chains.

Connect: LinkedIn

Mentioned in this episode:

• IAA - Internationale Automobil-Ausstellung
• REST-API & EDIFACT
• Episode with Fred Coe: Revving Up the Supply Chain: Exploring the Future of Automotive EDI
• MMOG/LE Version 6
• German Supply Chain Due Diligence Act
• EU Supply Chain Law
• Polyfluorinated Alkyl Substances (PFAS)
• ECG - Association of European Vehicle Logistics
• AIAG - Automotive Industry Action Group
• ISO 14001
• Keiretsu

Episode Highlights:

[03:33] Odette's Mission: Odette facilitates supply chain digitalization to make the EU’s automotive industry more competitive.

[04:50] VDA Overview: A quick look at the role and pillars of the German Automotive Industry Association (VDA).

[06:37] Supply Chain Challenges: Robert discusses the major challenges faced by the industry from both German and European perspectives and shares Odette's and VDA's current initiatives.

[09:52] APIs vs. EDI: The potential of APIs as either replacements or supplements to EDI systems.

[11:08] Integrating New EV OEMs: The benefits of existing systems to emerging electric vehicle manufacturers.

[13:28] MMOG/LE Update: Robert provides an update on the latest version and its adoption within the industry.

[19:53] ESG Focus: Robert discusses the current initiatives and developments related to Environmental, Social, and Governance practices.

[25:22] Tier One Advice: Robert advises Tier One leaders to prioritize transparency and collaboration for future preparedness.

Top Quotes:

[07:48] Robert: “That is our mission. We try to increase the transparency in the supply chain. We try to get these separate stakeholders and members of the supply chain to work together to communicate and to cooperate for the greater good and the stability of the supply chain.”

[10:19] Robert: “I don't think EDI is going away anytime soon. It takes a long time to implement but is extremely stable. And it's partially a legacy technology, of course, so everybody's scared to touch a legacy technology. Never stop a running system. But it is so stable that it provides you security for the production process.”

[16:00] Robert: “If we have a standard employed by several OEMs or best all OEMs, you have less administrative hassle with reporting to your customers; if you have a different reporting system for each and every customer, that is going to be very tenuous, it's going to be very expensive, and it's going to ruin your profit margin basically. So, having these standards and processes in place actually benefits our suppliers, and it benefits the OEMs in the way that their suppliers can react more quickly to their demands.”

[26:33] Robert: “I believe the next semiconductor shortage is coming up in less than a year. We all know how the last semiconductor shortage crisis was. We will have to work together. We have to figure out where the shortages are and where the bottlenecks are. And we will have to guarantee a stable supply chain together. This is a partnership thing.”

[27:04] Robert: “The world is too fragile at the moment. It is too dynamic. And if we want to save our business model, we have to become stable on the inside to be able to deal with the chaos outside.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The demand for reliable battery solutions has surged as the auto industry moves towards EVs. In this episode of the Auto Supply Chain Prophets Podcast, hosts Jan and Terry tackle the critical issues surrounding start-ups as they face the challenges of scaling up in this exciting new field of battery technology.

They invited Benjamin Ferstad and Jan Børge Sagmo from ZNL Energy, a tech startup at the forefront of innovative battery technology, to explore this topic.

The conversation covers various aspects, including ZNL's breakthrough technology that addresses the safety concerns associated with battery hazards, ZNL's mission to commercialize next-generation battery technology, the supply chain challenges they face in sourcing materials, and the impact of legislation such as the IRA Act in the US on their startup.

Moreover, they discuss ZNL's strategies for ensuring a smooth startup operation, emphasizing the importance of strategic partnerships and seeking expertise where needed. The dialogue extends to managing suppliers effectively and understanding the dynamic nature of customer requirements, highlighting ZNL's customer-centric approach.

Finally, Jan and Benjamin offer valuable advice for aspiring tech startups, emphasizing the need for boldness in selling their product early and the importance of building a solid team to handle diverse tasks, allowing the CEO to focus on strategic growth and fundraising initiatives.

Themes discussed in this episode:

• Challenges of battery performance
• Importance of addressing battery safety concerns in electric vehicles
• ZNL Energy's innovative battery separator technology
• Supply chain challenges and opportunities in the battery industry
• The impact of legislation like the IRA Act on tech startups
• Strategies for managing suppliers and fostering strategic partnerships
• Prioritizing customer engagement and feedback in product development
• Scaling up operations effectively in a startup environment
• Advice for tech startups on delegation and focusing on core responsibilities as CEO

Featured on this episode:

Name: Benjamin Ferstad

Title: Chief Executive Officer, ZNL Energy

About: Benjamin is a seasoned management professional known for his exceptional interpersonal abilities and adeptness in P&L management within global corporate settings. Armed with a Master of Science degree in Industrial Economics from the University of Stavanger and a Bachelor of Science in Subsea Technology from Bergen University College, Benjamin brings a wealth of expertise in financial data analysis and process optimization.

Connect: LinkedIn

Name: Jan Børge Sagmo

Title: Chief Strategy & Marketing Officer, ZNL Energy

About: Jan is a process engineer and manager serving as the Strategy and Marketing Officer at ZNL Energy, where they’re revolutionizing battery technology with an innovative separator, ZnL-NPx. With a background in chemical engineering, he led successful ventures like Bergen Carbon Solutions, and he’s passionate about investing, writing, and contributing to cutting-edge developments in technology and beyond.

Connect: LinkedIn

Mentioned in this episode:

• QAD Redzone Connected Workforce
• IRA Act of 2022
• Honeywell
• Schneider Electric
• Upcell Alliance
• NAATBatt US & NAATBatt 2024
• GlobalWelsh USA

Episode Highlights:

[02:31] Battery Solutions: How ZNL’s innovative product addresses prevalent battery issues, offering a promising solution for the automotive industry’s transition to electric vehicles.

[06:30] ZNL’s Mission: Benjamin articulates ZNL’s mission, emphasizing their commitment to revolutionizing battery technology.

[08:59] Supply and Legislation: They discussed the supply chain challenges that ZNL tackles and the impact of legislation such as the IRA Act in the US on ZNL’s startup.

[12:41] Smooth Startup: Benjamin and Jan elaborate on their strategies to ensure a seamless startup for ZNL’s operations.

[16:20] Supplier Management: ZNL outlines its approach to managing suppliers and emphasizes the importance of a partner-based approach for startup success.

[23:49] Customer Side: Benjamin explains their process for managing customer requirements, emphasizing the importance of establishing clear communication and ownership of the testing process through structured agreements like test contracts.

[25:31] Expert Advice: Jan and Benjamin share advice for entrepreneurs and startups facing launch and scale challenges.

Top Quotes:

[07:52] Benjamin: “What we want to get out on the market and really help the industry with the adoption of our technology is you would be reducing or close to limiting the hazards of fire in batteries.”

[08:47] Benjamin: “Everybody is talking about how we can work more sustainably and utilize energy as best as we can, and batteries are part of that solution. So, that's what we want to help with in this world that we live in.”

[11:32] Benjamin: “I'm not saying that we have to have subsidizers to be successful in this industry, but for these very critical industries that have to succeed against the competition of the Chinese and the other Asian players, it's probably a necessity to build up an industry.”

[13:05] Jan Børge: “One of the first things we did was to ensure that we had the best partners to help us do the scaling. We are continuously in discussion with these partners that can help us because we are good at what we are doing, but there is always somebody better.”

[14:06] Benjamin: “The choice of doing this as a partner-based approach is quite important to us. In all the things we do, we try to find partners that are good in the things that they are experts in. And then we have the core competency in us. It's something we have been doing and will continue to do until we are successful.”

[16:56] Benjamin: “We're telling our vendors that we don't want you as a vendor. We want you as a partner. We want to buy your lab scale machine or your pilot scale machine because we see that you can also deliver this larger, giga-scale machine that could serve us a couple of years down the road.”

[23:50] Benjamin: “On the customer side, people are coming to us because they see we are solving one of the major headaches in the battery industry because of the fire hazard and short-circuiting and thermal runaway. So, they see that our product is really exciting.”

[16:56] Benjamin: “We're telling our vendors that we don't want you as a vendor. We want you as a partner. We want to buy your lab scale machine or your pilot scale machine because we see that you can also deliver this larger, giga-scale machine that could serve us a couple of years down the road.”

[25:50] Jan Børge: “Don't be afraid to sell the product in the early stage because of the value proposition; just talk to the clients, talk to the customers, get the feedback, and then you can iterate.”

[27:46] Benjamin: “I would recommend any CEO of a brand new startup to make sure that you find some good people around you who can do the tasks that you probably want to do yourself and that you can trust that they will be able to perform them so that you can relieve yourself to have enough time to go raise money because you are going to be raising money all the time, and you need to have time for that.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths welcome Nichole Felton, Vice President of Supply Chain for ZF North America and board member for AIAG. Nichole gives a glimpse into her role, tackling challenges like global compliance regulations and ensuring a unified approach for a North American regional role within a German-based company. They discuss upcoming supply chain challenges, covering trade regulations, sustainability, anti-dumping measures, semiconductor restrictions, and the roles of industry organizations like AIAG and MEMA.

Nichole highlights the importance of technology, AI, and industry partnerships in improving data quality and sustainability efforts. The episode concludes with a discussion on women in supply chain leadership and advice for supply chain leaders. Nichole offers empowering advice to female professionals in the automotive industry, encouraging them to be vocal about their career goals and seek advocates. Additionally, she emphasizes the need for personal development among supply chain leaders to tackle future supply chain challenges effectively.

This episode provides a direct and practical overview of current automotive supply chain challenges and future considerations, featuring Nichole's extensive industry experience.

Themes discussed in this episode:

• The importance of women empowerment initiatives in manufacturing and supply chain
• Global compliance and trade regulations within the automotive sector
• Addressing forced labor concerns
• Overcoming organizational silos and promoting effective communication
• Strategies for tracing and managing complex supply chain data
• Sustainability challenges, including anti-dumping measures and semiconductor restrictions in the supply chain.
• Embracing technology, AI, and collaborative efforts for improved data quality and sustainability in the supply chain
• Women in leadership, advocating for oneself, and the importance of personal development goals

Featured on this episode:

Name: Nichole Felton

Title: Vice President of Supply Chain, ZF North America

About: Nichole is a proven global supply chain executive in the automotive industry. With a remarkable international track record, she excels in motivating high-performing teams to achieve strategic objectives. Nichole has held key leadership roles, including Thermal Segment Director and Corporate Commodity Executive, showcasing her expertise in achieving business results and pursuing new growth opportunities.

Connect: LinkedIn

Mentioned in this episode:

• AIAG & MEMA
• (UFLPA) Uyghur Forced Labor Prevention Act
• The CHIPS Act

Episode Highlights:

[03:35] Future challenges: A conversation about the upcoming challenges the automotive supply chain will encounter in the next 2-5 years.

[05:21] Data and Communication: Explore the complexities of acquiring and managing supply chain data and the essential roles industry organizations like AIAG and MEMA play in fostering collaboration and communication within the automotive supply chain.

[12:48] Breaking Down Silos: Nichole's opinion on organizational silos emphasizes the need for agile solutions and an enterprise-wide approach to ensure wise decision-making. Also, learn how corporate leaders can collaborate effectively with plant managers for a cohesive supply chain.

[16:25] Empowering women: Nichole shares empowering advice for women in the industry, encouraging them to vocalize their aspirations, seek advocates, and overcome common barriers to reach leadership positions in the supply chain.

[20:57] Advice for supply chain leaders: Nichole wraps up with valuable advice for supply chain leaders, emphasizing the importance of personal development goals alongside professional ones.

Top Quotes:

[07:45] Nichole: “I think the industry partners with AIAG and MEMA, for which we're both board member companies, is really critical. It helps us to stay in touch with other companies and what they're doing around this space.”

[08:30] Nichole: “Being active in those trade organizations and understanding what other companies are doing to the extent that they can share and feel comfortable sharing is really important.”

[13:50] Nichole: “If you have people who can think with an enterprise view and not get hung up on their own metric to be successful but really make smart decisions about the overall business, I think that's where talent really shines.”

[15:47] Nichole: “If I'm a plant manager, I want to know the benefit for me. Why should I enact and be passionate about your corporate directive? And if I can show the benefit to a plant manager in the idea, that's where the magic happens. I can get inspiration and passion from a plant manager when they see that there's a benefit for them, either directly from their cost, operational efficiency, or something that's going to make the life of their plant better.”

[18:46] Nichole: “We as women cannot put our heads down and think someone's going to notice we're working hard. You have to be vocal about what you want.”

[21:24] Nichole: “It's really easy for us to sit down and think of all of the work and employment goals that we're going to come up with within our action plans. But I would also say that your personal development is really important. Don't forget to think about your development goal for the year.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Explore the transformative impact of Lean principles on automotive supply chains with Beth Crowley, President of The Crowley Group. Gain a clear understanding of Lean's philosophy, practical applications, and its profound impact on operational excellence.

In this episode, Beth covered the following:

• Defining Lean: Beth explains Lean as both a philosophy and a set of tactical tools emphasizing the elimination of waste.
• Lean and Leadership: The integral connection between authentic leadership and successful Lean implementation.
• Challenges in Lean Implementation: Explore the common challenges faced during Lean adoption, ranging from resistance to misconceptions.
• Lean in Different Functions: How Lean principles extend beyond manufacturing, impacting various functions like accounting and human resources.
• Kanban systems: Success factors, pitfalls, and optimizing push vs. pull dynamics.
• Addressing the Lean Mindset: Beth's path to gaining a Lean mindset and implementing Lean in automotive supply chain processes.
• Practical Advice for Inventory Management: Valuable advice on utilizing inventory as a diagnostic tool and addressing root causes for optimal efficiency.

Whether you're a supply chain professional or a curious mind, this episode unravels the core of Lean principles and their significance in shaping resilient and efficient supply chains. Tune in, absorb, and reimagine the possibilities that Lean offers to elevate your industry standing.

Themes discussed in this episode:

• Lean philosophy and mindset
• The role of leadership in successful Lean implementation
• Practical advice on setting up successful Kanban systems
• Breaking down silos through cross-functional teams
• Understanding the intersection between technology and Lean
• Automotive supply chain disruptions
• Strategic planning and operational efficiency

Featured on this episode:

Name: Beth Crowley

Title: President, The Crowley Group

About: Beth is a passionate advocate for coaching organizations through Lean transformations. With her expertise, Beth collaborates with companies to enhance the effectiveness of people and processes. She believes in leading by example, fostering engaged teams, and eliminating waste in leadership and culture.

Connect: LinkedIn

Mentioned in this episode:

• The LEAN thinking and practice
• Beth Crowley’s article: Continuous Improvement: A Series of New Normals
• Kaizen events, Just-in-time & Kanban system

Episode Highlights:

[02:57] What is Lean? Beth defines Lean as a philosophy and tactical approach to eliminating waste in time, energy, material, or transportation.

[05:20] Leadership's role in Lean: Explore the essential link between authentic leadership and the successful implementation of Lean practices.

[07:30] Lean and Just-in-Time (JIT): Beth addresses the misconception surrounding the death of Lean and Just-in-Time due to supply chain disruptions. She emphasized the importance of a mindset shift, continuous improvement, and resilient processes.

[10:05] Challenges in Lean implementation: Common challenges faced during Lean adoption, including resistance and misconceptions.

[22:18] Beth's leadership advice: Beth advises leaders on how to gain a Lean mindset and implement Lean in automotive supply chain processes. She stressed that by involving the people doing the job in discussions, leaders can address root causes and enhance efficiency.

Top Quotes:

[03:28] Beth: “Lean is really a lot of different things, and I agree with you; it's really misunderstood. But the basic premise of everyone who's trying to get leaner is the elimination of waste.”

[05:38] Beth: “Lean, there really are two parts to it. There are the physical materials, getting something from A to B as effectively and efficiently as you can, but then there's the whole people aspect of it. And you're really coming in, and you're challenging conventional wisdom on things like how to run a shop floor at the basic level, how to do production planning, how to deal with your supply base.”

[09:09] Beth: “Who's perfect? Nobody. But in Lean, or whatever you want to call it, If you make a mistake, you learn from it, you put something in to make sure it doesn't happen again, and that becomes like your new normal.”

[10:29] Beth: “What's also interesting and maybe misunderstood about Lean is that I'm not trying to go inside the black box of how you process things to manufacture it, right? I'm not going to go in and tell you how to cut metal or what material to use. That's not what we do. We're looking outside those process boxes where all the transportation's happening, where all the "we got to go find our stuff" is happening, where all the warehousing is happening”

[20:57] Beth: “Everybody has to know how to do the new process. Otherwise, they will revert to the old process because that's the one that they understand. People don't want to look stupid.”

[24:45] Beth: “The bottom line of Lean is to get the people in the room who do the job to tell you how to improve it.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

As we enter 2024, the Auto Supply Chain Prophets podcast celebrates another successful year as the go-to source for industry knowledge and content for our dedicated audience. For two seasons and across 47 episodes, our podcast has remained committed to helping automotive manufacturers, suppliers, and industry professionals navigate the complex landscape of the auto supply chain.

In this special episode, host and producer Jan Griffiths reflects on the key themes that shaped our 2023. The Auto Supply Chain Prophets explored various aspects of the auto supply chain throughout this journey. We've covered critical topics like global standards, ESG, automation, digitization, and risk management. Our dedication to keeping our audience informed and prepared is evident in the episodes dedicated to future-focused topics like EV adoption and the importance of gamification in supply chain education, putting us at the forefront of industry discussions.

As we bid farewell to 2023, the Auto Supply Chain Prophets podcast remains steadfast in its commitment to delivering content that matters and encourages the audience to share their thoughts and suggestions for topics they want to explore in the coming year.

Themes discussed in this episode:

• Podcasting challenges and milestones
• The complexity of the auto supply chain landscape
• Emerging trends in the auto supply chain
• The critical role of technology in the auto supply chain
• Implementing automation and digitization
• Leveraging risk management strategies for supply chain resilience
• Simplifying complex standards
• MMOG/LE and IATF intersection
• Impact of EV adoption
• The future of supply chain education
• The Impact of EQMS (Enterprise Quality Management System)

Featured on this episode:

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts, and workshops to break the mold of command-and-control leadership to help you unleash the potential of your team and allow authentic leadership to thrive.

Connect: LinkedIn

Mentioned in this episode:

• Episode with Tanya Bolden: How MMOG/LE Is Transforming the Automotive Supply Chain
• Episode with Alexis Scipio: ESG in the Automotive Industry: Embracing Sustainability for Global Supply Chains
• Hosts only episode with Cathy Fisher and Terry Onica: Speeding Past Spreadsheets and Silos: The Intersection of IATF and MMOG/LE
• An episode with Mike Payionk: Why Automating your QMS Improves Your Supply Chain Performance
• Episode with Anthony Emery: Building a Future-Ready Supply Chain through Digitization, Sustainability, and Diversity
• Episode with Kevin Shayer: Transforming the Auto Supply Chain Workplace Through Engagement, Communication, and Gamification
• QAD Redzone
• An episode with Phil Ideson: 10x Impact: Revolutionizing the Role of Procurement
• The Art of Procurement Podcast
• Episode with Naseem Malik: Shaping the Future: Why Talent Development Is Paramount in Automotive Supply Chains
• Episodes with Reshoring Institute, Founder and Executive Director, Rosemary Coates: Part 1 and Part 2
• Episode with Thomas Kull: Preparing the Next Generation of Supply Chain Leaders through Innovative Education, Gamification, and Talent Focus
• Episode with Bill Hurles: Preparing for Post-Strike Success in Automotive Supply Chains
• Episode with Paul Eichenberg: UAW Strike, Supply Chain Turmoil, and Their Role in the EV Journey
• Episode with Michael Robinet: How electric vehicles are transforming supply chain dynamics
• Episode with Andreas Bareid: Navigating Supply Chain Challenges in the EV Startup World
• 24 Essential Supply Chain Processes
• White Paper for Leveraging Risk Management in Automotive
• White Paper for Operational Readiness

Episode Highlights:

[00:37] Celebrating success and metrics overview: Jan opens the episode by celebrating a successful year for the podcast, highlighting the podcast's achievement of surpassing 5,000 downloads and the publication of 47 episodes. Jan set the stage for a metrics overview and a behind-the-scenes look at the podcast's journey.

[04:40] Reflecting on past episodes: Jan delves into a retrospective exploration of the past episodes, from discussions on ESG and automation to in-depth interviews with industry leaders. Jan offers listeners a recap of the diverse topics covered throughout the year.

[19:36] Plans for 2024: With an eye on the future, Jan provides a sneak peek into the upcoming discussions, signaling a continued focus on supply chain digitization, AI, ESG, and supply risk management.

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White Paper - Leveraging Risk Management

In this episode of the Auto Supply Chain Prophets podcast, hosts Cathy Fisher, Terry Onica, and Jan Griffiths explore the critical topic of risk management in the automotive supply chain. The conversation commenced with the hosts sharing their experience with an EV startup, underlining the crucial role of robust supply chain processes for successful scaling.

Transitioning to the main topic of risk management, Cathy and Terry discussed their recently updated white paper, which explores risk management strategies and the development of resilient supply chains. They further delved into the paper's relevance amid current supply chain challenges, including the COVID-19 pandemic and the semiconductor crisis.

The conversation highlights the necessity of cross-functional collaboration in identifying and addressing supply chain risks. The hosts stress the significance of CEO involvement, cost considerations, and risk appetite in creating effective contingency plans. The episode concludes by emphasizing the critical role of proactive risk management, with a continual focus on the dynamic nature of risks, necessitating frequent assessments and quarterly reviews.

Themes discussed in this episode:

• Supply chain challenges
• Future of supply chain in the EV era
• Working with EV startups
• Importance of robust processes
• Update on risk-based thinking
• Cost considerations and risk appetite
• Proactive risk management
• Cross-functional collaboration

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Featured on this episode:

Name: Cathy Fisher

Title: Founder and President, Quistem

About: Cathy’s firm helps its clients, particularly automotive manufacturers, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts, and workshops to break the mold of command-and-control leadership to help you unleash the potential of your team and allow authentic leadership to thrive.

Connect: LinkedIn

Mentioned in this episode:

• 24 Essential Supply Chain Processes
• AIAG, MMOG/LE
• ISO 9001 & IATF 16949
• White Paper for Leveraging Risk Management in Automotive

Episode Highlights:

[03:32] Elevating risk management in the supply chain: Explore the updated white paper's focus on practical risk-based approaches for tackling today's supply chain challenges like COVID-19 and the semiconductor crisis. Learn about the essential need for collaboration across different company parts, involving CEOs, to identify, assess, and manage supply chain risks effectively.

[09:25] Leadership role in risk management: Discusses the challenges of supply chain leaders embracing risk management. They stress the CEO's pivotal role, share a compelling example highlighting the impact of contingency planning, and emphasize the need for a broad risk evaluation, including suppliers and customers.

[16:52] A guide for supply chain leaders: Terry and Cathy explain why the white paper is a good read for supply chain leaders, giving essential information on compliance requirements and a guide to robust contingency plans. The document encourages thinking differently, seeing risk management as a tool to try new ideas and innovate confidently.

[19:08] Key advice for auto suppliers: The hosts discussed the critical role of proactive risk management, emphasizing the need for frequent risk assessments and quarterly reviews. Highlighting the dynamic nature of risks, they stress the industry's resilience while urging the importance of cross-functional discussions for strategic risk preparation.

Top Quotes:

[04:57] Terry: “What's really nice about the document is that there are a lot of new people in the industry who don't necessarily understand risk management, risk assessment, or contingency planning. And so, I think it's a really excellent document to help those who are new to the automotive industry.”

[05:39] Cathy: “What we noticed even as a result of COVID was that a lot of organizations were still sitting in their silos in addressing risk. And today that is just, it's not possible. You can't do that. It wasn't effective before, but it's even more ineffective now, mainly because of the interconnectedness of what's happening in business and the reliance on the supply chain.”

[07:07] Terry: “You got to break down the silos and get together when it comes to looking at risk. Because in a lot of cases, there are shared risks. If there's an earthquake, it's going to affect quality, it's going to affect supply chain, manufacturing, everything, right? So, you can really come together and build one cohesive plan in a lot of cases.”

[18:51] Cathy: “Embracing risk assessment and risk-based thinking in your business actually helps you be a better innovator than if you're just not looking at the risks at all.”

[19:22] Cathy: “We should be identifying risks and we should also be reviewing our plans on a frequent basis as well to make sure that we have viable plans to address when those risks are realized within the business.”

[19:37] Terry: “I think to proactively manage risk you need to be sitting down a few times a year because they change, right? A pandemic was not a risk on anybody's radar several years ago. So, keep looking at risk, doing it once a quarter if anything new bubbles up.”

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In this episode of the Automotive Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths converse with Michael Robinet, Executive Director at S&P Global Mobility. They discussed recent disruptions in the automotive supply chain and the impending challenges transitioning from Internal Combustion Engine (ICE) to Battery Electric Vehicles (BEV).

Michael breaks down the industry complexities, talking about the challenges like making electric cars affordable, the unclear timeline for widespread use, and the evolution of autonomous vehicles. The episode shifted its focus to the potential impact on lower tiers of the supply chain, discussing concerns about the readiness and strategies of suppliers. The conversation also explores the global landscape of BEV adoption, focusing on major markets, each progressing at its own pace due to varying factors.

Additionally, attention is drawn to the changing dynamics in the automotive market, where traditional OEMs face competition from new entrants, especially from China, leading to shifts in global market volumes. The episode underscores the significance of careful planning, scenario analysis, and attention to supply chain details. It highlights the need for operational efficiency and diversifying customer bases as essential survival strategies for suppliers in the changing automotive industry.

Themes discussed in this episode:

• Automotive supply chain disruptions
• Impact of the disruptions on both OEMs and suppliers
• Global landscape of BEV adoption
• Transition from ICE to BEV
• Impact of the massive transition to lower tiers
• Competitive dynamics and new entrants
• Strategic planning and operational efficiency

Featured on this episode:

Name: Michael Robinet

Title: Executive Director, S&P Global Mobility

About: Michael is the Executive Director at S&P Global Mobility Consulting. With over three decades of experience, Michael is a leader and innovator in automotive research. In his role, he collaborates with decision-makers in supplier strategy, global production forecasting, and analyzing sourcing and production strategies for entities across the global auto ecosystem.

Connect: LinkedIn

Mentioned in this episode:

• NAFTA
• Plante Moran study

Episode Highlights:

[02:29] Automotive industry’s shift to electric mobility: Michael discusses the ongoing transition from Internal Combustion Engine (ICE) to Battery Electric Vehicles (BEV) and the global challenges and opportunities it brings. Michael provides insights into the industry's journey, addressing disruptions, regional variations, and the crucial role of affordability in shaping the future of electric mobility.

[08:57] Supply chain transformation: An exploration of the automotive industry's future where emerging players like BYD and VinFast are reshaping the market. They discussed the evolving concept of volume production and the potential transformation of traditional OEMs.

[18:38] Unpredictable road of BEV launches: A discussion about the unpredictable path of BEV launches, describing them as "lumpy,"emphasizing the importance of scenario planning and meticulous attention to detail in preparing for BEV launches.

[25:44] Michael’s advice: Michael provides valuable advice to the automotive supply base, emphasizing the importance of diversifying the customer base and enhancing operational efficiency for success during this period of transformation.

Top Quotes:

[03:56] Michael: “So, making capital decisions is much more important to the enterprise than ever was before. So, all these factors kind of worked in and then you add in this ever-present ICE to BEV transition and whatever that slope looks like. It's a critical time from a strategic perspective for not only the vehicle manufacturers but tier ones."

[05:06] Michael: “We could wish that people want to buy better electric vehicles, but if they're not priced appropriately or don't have the right total cost equation for the customer, well, that's a problem.

[12:58] Michael: “And even with the faster development times of BEVs, it's still a long process to work through safety and reliability and building an assembly plant, building a supply base, building all that sourcing. As you guys well know, it doesn't happen overnight. It is such a process.”

[24:20] Michael: “The supplier doesn't have the same leverage that they did in the ICE world versus the BEV world. That is another message that gets lost a lot. And everybody said, well, that's somebody else's problem, because that's 10 years from now, and I'll be retired by then. But it is going to be a problem. There's no doubt.”

[26:10] Michael: “Do whatever you can to diversify your customer base and operational efficiency, whatever you make, make it as well as you can. So, it's better than the next person.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths engage in a compelling conversation with Anthony Emery, the Supply Chain and Logistics Director for PHINIA. They take a close look at how things work in the world of the automotive supply chain, pointing out the ups and downs that manufacturers deal with in this ever-evolving industry. Anthony's extensive experience offers a unique perspective on the complexities of aftermarket supply chain management and the digitization of operations.

The conversation evolves into a discussion on the topic of sustainability, exploring PHINIA's commitment to environmental responsibility and the various initiatives taken to minimize environmental impacts across global operations. The conversation takes an intriguing turn towards diversity, equity, and inclusion (DE&I), with Anthony sharing personal experiences that have shaped his passion for fostering an inclusive workplace. Anthony delves into the subject of women in the supply chain, shedding light on PHINIA's initiatives to champion women within the organization.

The episode wraps up with Anthony offering a crucial piece of advice for automotive supply chain leaders that emphasizes the importance of proactive planning for continued success.

Themes discussed in this episode:

• Supply chain management
• Digitization of the supply chain
• Aftermarket experience
• The sustainability of the supply chain
• Promotion of diversity, equity, and inclusion
• Proactive planning

Featured on this episode:

Name: Anthony Emery

Title: Supply Chain and Logistics Director for PHINIA

About: Anthony is the Supply Chain and Logistics Director for PHINIA, an internationally experienced leader known for building self-managing, high-performing teams. His expertise in data and trend analysis, coupled with a commitment to 'Thought Leadership,' contributes significantly to PHINIA's success in the dynamic landscape of logistics and operations.

Connect: LinkedIn

Episode Highlights:

[01:57] Anthony and PHINIA: Anthony's journey with PHINIA, exploring his role as the Supply Chain and Logistics Director and the impactful initiatives undertaken by the company in the automotive supply chain.

[06:28] Supply Chain Digitization: Anthony sheds light on the digitization of the supply chain, emphasizing the need for global connectivity and the critical role technology plays in achieving comprehensive enterprise visibility.

[13:30] Sustainable Practices: Explore PHINIA's commitment to sustainability, where Anthony discusses the company's global strategies for minimizing environmental impacts. It also examines the positive intersection between sustainability efforts and cost-saving measures, showcasing the financial benefits of a sustainable supply chain.

[19:42] DE&I in the workplace: Anthony shares personal stories fueling his commitment to diversity, equity, and inclusion, discussing strategies like blind CVs for fair candidate evaluation.

[28:24] Anthony's advice for supply chain leaders: Gain valuable advice from Anthony on building resilient teams and processes for sustained success in the automotive supply chain.

Top Quotes:

[18:21] Anthony: "Sustainability has a significant impact on profit and cash flow within companies. So, I think people need to make sure they're not only doing better for the environment but for themselves because the more money they make, the more we can put back in.”

[23:50] Anthony: “Diversity, equity, and inclusion don't need to be a hot topic; it needs to be natural, and it needs to be organic, and that's what we're doing right now.”

[25:03] Anthony: “Opening yourself as a leader and being vulnerable, being a servant leader, taking every little thing you've learned along the way actually helps you with that diversity. Because if you're open to criticism and be open to improvement. And if you're open to improvement, you're creating a better working environment for people.”

[30:04] Anthony: "Build your team, build your process, like you're going to get hit by a bus tomorrow because when you're gone, you want them, your team, your company to be in its best and most optimal position, and that mentality then needs to go on through."

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths are joined by Thomas Kull, a professor of operations and supply chain management at Arizona State University. They discuss the evolving landscape of supply chain education, workforce expectations, and the importance of gamification. Thomas shares insights on how Arizona State University has adapted to meet the needs of modern students and how they are integrating supply chain management into various fields, including public and nonprofit sectors.

The conversation also explores the challenges students face entering the workforce, such as navigating workplace culture and the importance of understanding and influencing organizational culture. Thomas emphasizes the value of considering talent as a supply chain and treating labor markets as a supply base, highlighting the need for preventative maintenance on the human capital side.

Ultimately, the episode encourages organizations to adopt a supply chain view of their workforce, embracing supply chain thinking across various business aspects to create a more interconnected and sustainable approach to talent management.

Themes discussed in this episode:

• Supply Chain Education
• The role of gamification in education and the workplace
• The significance of organizational culture
• The concept of talent as a supply chain
• Experiential Learning
• Supply Chain Thinking

Featured on this episode:

Name: Thomas Kull

Title: Professor of Supply Chain Management, Arizona State University

About: Thomas is a distinguished professional with over 13 years of industry experience and an impressive 15-year academic career. He currently holds the position of Professor of Supply Chain Management at W. P. Carey School of Business, Arizona State University. Notably, he is also an accomplished co-author of "People, Process, and Culture: Lean Manufacturing in the Real World" and a co-author of an upcoming book in 2024, emphasizing supply chain management and operations.

Connect: LinkedIn

Mentioned in this episode:

• Odette Conference in Berlin 2023
• Thomas co-authored the bookPeople, Process, and Culture: Lean Manufacturing in the Real World
• Bill Stevenson’s Introduction of Thomas Kull as the new co-author for the new revision of Operations and Supply Chain Management
• ASU-Supply Chain Management Association
• QAD Redzone

Episode Highlights:

[03:23] Innovative supply chain education: Thomas discusses how universities like Arizona State are reshaping supply chain education to align with the changing needs and expectations of students entering the workforce.

[07:30] Gamification in learning: The episode highlights the use of gamification in education and how it can be employed to motivate and engage students, making learning a more interactive and enjoyable experience.

[14:07] Culture in the workplace: Thomas emphasizes the significance of understanding and navigating workplace culture, highlighting the importance of being a "student of culture" to thrive in various organizational environments.

[21:44] Thomas’ advice: Integrate supply chain thinking: Thomas introduces the concept of treating talent as a supply chain and encourages organizations to adopt a supply chain perspective across different facets of their operations to enhance efficiency, sustainability, and talent management.

Top Quotes:

[04:20] Thomas: "What we've done, we've kind of reconfigured our institutions, reconfigured our colleges, they are no longer aligned by classical silos. They are integrated, and they're continually being integrated. And it changes how you approach students, who your students are, where your market of students is, and who comes to hire your students.”

[08:07] Thomas: "I think probably one of the largest areas that we are trying to push into and continually are growing is the gamification of education. The nice thing is that everyone likes it – even seasoned executives enjoy these 'video games.' I believe that gamification will only continue to flourish."

[10:23] Thomas: "I would rather have a bunch of people who wanted responsibility than a bunch of people who didn't want responsibility."

[11:11] Thomas: “One of the great aspects of gamification is the constant sense of leveling up. When you find yourself in a job where you don't experience that upward progress, it's easy to feel stagnant or discontent. Instead of dwelling on the frustration, it’s better to embrace that and figure out a way to leverage that need to feel like I'm progressing.”

[14:59] Thomas: "When you join any organization, recognize that its culture transcends its physical appearance. Whether it's a manufacturing setting or a gleaming glass-walled office, the culture's impact can be profound. Sometimes, even in seemingly humble surroundings, a vibrant and energetic culture thrives. The social elements of a work environment are very, very important.

[21:14] Thomas: "I think that my piece of advice is to help others have a more systemic, interdependent network value stream thinking beyond just production."D

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Automotive Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths engage thought leader Paul Eichenberg in a comprehensive discussion about the ongoing strikes within the automotive industry. They delve into the root causes of these strikes and provide insights into their potential duration. A central theme of their conversation revolves around the pivotal role played by battery facilities in shaping the future of the automotive industry, particularly in the context of the transition to electric vehicles.

The discussion also addresses the strikes' impact on OEMs and suppliers, the need for strategic adaptation in a rapidly changing automotive landscape, and the evolving dynamics of the global supply chain influenced by geopolitical factors and national security concerns. Furthermore, the episode addresses the formidable challenge posed by suppliers unprepared for the rapid shift to electric vehicles

Paul's insightful comments underscore the importance of recognizing the ongoing 20-year cycle of disruption and proactively preparing for it. The episode serves as an invaluable resource for industry leaders, providing a comprehensive view of the current challenges and opportunities within the automotive supply chain.

Themes discussed in this episode:

• Labor disputes and their implications for the industry
• Impact of the strikes on both original OEMs and suppliers
• Transition to electric vehicles
• Challenges Faced by Unprepared Suppliers
• Importance of developing adaptive strategies
• Proactive Preparation for Disruption
• Enhancing supply chain resilience

Featured on this episode:

Name: Paul Eichenberg

Title: Managing Director, Paul Eichenberg Strategic Consulting

About: Paul turns technology into growth by helping executives across North America, Europe, and Asia navigate the operational, systemic, and strategic issues this disruptive time in the automotive industry presents.

Connect: LinkedIn

Mentioned in this episode:

• Interview with Nick Norris, Former Navy SEAL
• SK Innovations, LG, Samsung
• ON Semiconductor and Infineon Technologies
• MEMA (formerly OESA) Purchasing Council
• Tesla Model S
• Inflation Reduction Act of 2022
• Huawei and Nvidia

Episode Highlights:

[02:06] Ongoing Strike and Battery Facility's Role: The episode addresses the ongoing strikes within the automotive industry, exploring their root causes, potential duration, and implications for OEMs and suppliers. It also highlights the central role of battery facilities in shaping the automotive industry's future.

[04:59] Impact on OEMs and Suppliers: The conversation highlights the evolving dynamics of the strikes, emphasizing that they have yet to disrupt the core operations of major automakers. However, the episode anticipates a potential shift as the strikes progress, affecting essential vehicle lines.

[07:41] Complex Post-Strike Startup: As suppliers grapple with the strikes' economic repercussions, they face the daunting challenge of an impending startup phase.

[10:31] Suppliers Unprepared for Electric Vehicles: The challenge of suppliers unprepared for the shift to electric vehicles comes to the forefront.

[21:44] Supply Chain of the Future: Paul delves into the future supply chain landscape, emphasizing the need for substantial investment and a singular focus on the EV value chain, driven by government incentives and the discovery of critical resources.

[24:52] Global Supply Chain Dynamics: Taking into account the influence of geopolitical factors and national security concerns on global supply chain dynamics. The semiconductor shortage and its effects on supply chain strategies receive particular attention.

[28:15] Paul’s advice for Industry Leaders: Paul stresses the necessity of recognizing the ongoing 20-year cycle of disruption and proactively preparing for it. Paul advises leaders to focus on scenario planning, supply chain resilience, and forward-thinking strategies to successfully navigate the evolving automotive landscape.

Top Quotes:

[02:50] Paul: “The heart of the issue comes down to the battery facilities and the union's desire to unionize those facilities for a couple of different reasons, but most importantly because that's the future of the industry. And if they aren't tied to those vehicles of the future, they really don't have as strong of a future.”

[05:46] Paul: “I think you're going to start to see more car plants as the next focus of the strike, which will create some challenges, but it's not DEFCON 4 like striking the heart of the profitability of the OEMs. Whether it's the expedition, the navigator facility, the F-series, Ram trucks, these will be the last moves of labor to inflict pain on the OEMs.”

[06:36] Paul: “You're going to see the union go all out with a shutdown of the OEMs, potentially in the next two to three weeks. Then there will be a real push because they feel they're close enough to get to a resolution. So, for suppliers, it's going to be a disruptive month.”

[15:11] Paul: "I would say it's not too late, but it's getting to the late innings of the game. When we started talking about this five or six years ago, it seemed like a distant future. Now, 10% of the vehicles in the US are electric, and we're heading towards 30 to 35% by the end of the decade. So, you need to be developing those strategies today."

[21:55] Paul: “Just look at some of the megatrends that we have now in the industry and what's taken place… if you're an OEM or you're a supplier, and you're in the EV value chain, you've got to be investing heavily.”

[29:02] Paul: “What you have to be thinking about is where is disruption going to come from and why? And then, how do I start to put together scenarios to plan so that when those things happen, I'm prepared; I know how the organization is going to react.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, Terry Onica and Jan Griffiths sit down with Bill Hurles, former executive director of supply chain for General Motors, to discuss the current challenges facing the automotive supply chain. They discuss the ongoing UAW strike against major automakers, highlighting the importance of preparing for a smooth restart once the strike concludes.

The conversation shifts to the role of technology in supply chain management, particularly the significance of electronic communication and the adoption of AI. Bill and Terry stress the importance of having up-to-date records, utilizing EDI (Electronic Data Interchange), and implementing robust supplier relationship management tools. The episode also highlighted the need to break down silos within organizations for more efficient communication and decision-making, especially during crises like strikes. They also touch on sustainability in the supply chain and how small steps within the plant environment can contribute to a greener future.

The episode wraps up with a focus on talent development and continuous learning. Bill emphasizes the importance of nurturing talent, sharing knowledge, and setting personal goals for ongoing learning and improvement. In a world of evolving supply chain challenges, Bill Hurles' insights offer valuable guidance for professionals seeking to navigate and thrive in this complex landscape.

Themes discussed in this episode:

• Strike preparedness, crisis management, and resilience building
• Technology integration
• Effective communication
• Opportunity for restart
• Talent development and continuous learning
• Sustainability efforts
• Breaking down organizational silos

Featured on this episode:

Name: Bill Hurles

Title: FormerExecutive Director, Supply Chain at General Motors

About: Bill Hurles is a highly accomplished Senior Executive in Supply Chain with over 38 years of experience in the automotive industry. He has a proven track record of effectively addressing complex supply chain challenges through cross-functional collaboration and strong supplier relationships. He actively contributes to Supply Chain education and advancement through engagements with institutions like Wayne State University, AIAG, Supply Chain 50, and the Global Supply Chain Resiliency Council, where he currently serves as Executive Director.

Connect: LinkedIn

Mentioned in this episode:

• The big three: General Motors, Ford, Stellantis
• Wayne State University's Supply Chain Management Advisory Board
• Unifor
• Episode 40 with Naseem Malik. Shaping the future: Why talent development is paramount In automotive supply chains
• MMOG/LE, the Materials Management Operations Guideline Logistics Evaluation

Episode Highlights:

[01:54] The current strike: The hosts set the stage by discussing the ongoing strike by the UAW against major automotive manufacturers, emphasizing the importance of addressing supply chain challenges during such crises.

[03:46] Anticipation of restart: Bill emphasizes that supply chain leaders should anticipate the restart of operations once the strike is resolved, requiring them to plan for changes in production volumes and schedules.

[06:25] Technology, Communication and EDI: Technology, especially AI, is discussed as a tool to replace manual tasks and enhance operations within supply chains. Effective communication, especially through Electronic Data Interchange (EDI), is highlighted as a critical factor in supply chain management during a strike.

[06:25] Supply chain relations: Bill emphasizes strong supplier relations, paralleling them with personal relationships. He stresses robust communication as crucial for support and responsiveness, along with maintaining supply chain record integrity and timely communication to ensure stability, especially during unforeseen challenges like labor shortages.

[17:25] Breaking down silos: Jan and Bill tackle silos in the automotive industry, highlighting their drawbacks during crises. Bill emphasizes breaking them down for improved communication and decision-making. He advises effective management when fostering collaboration, cautioning against excessive input, and underscores the importance of speed for productivity and efficiency.

[20:09] Sustainability in supply chains: The discussion shifts to sustainability, where Bill underscores the responsibility of organizations to preserve resources and create cleaner environments.

[24:24] Talent development: Bill highlights the critical importance of talent in the supply chain, emphasizing the need for continuous learning, skill development, and nurturing a strong team.

[22:50] Bill’s closing advice: Bill encourages individuals and leaders to remain committed to continuous learning and development. He emphasizes setting personal goals to enhance skills and knowledge regularly and fostering open communication and shared understanding.

Top Quotes:

[04:57] Bill: “Anything you can do to better position yourself for the restart needs to be done right now.”

[10:37] Bill: “Building on that supplier relations is no different than a personal relationship. When you've got a good bond between two individuals, things move much smoother and much more flawlessly. I think all efforts have got to be to continue to improve supply relations.”

[18:50] Bill: “The better an organization can work to eliminate silos, the more efficient they're going to be, the communication is going to be better, people are going to be able to anticipate what is being done, and can then thereby react quicker.”

[24:57] Bill: “I think each individual, including the leader themselves, needs to be committed to continue to learn, things are changing fast. And you need to keep ahead.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, Naseem Malik, the Managing Director of MRA Global Sourcing, brings his extensive 25 years of supply chain expertise to the table. He joins hosts Cathy Fisher, Terry Onica, and Jan Griffiths in discussing the ever-evolving landscape of the automotive supply chain. Naseem sheds light on the profound shifts catalyzed by the COVID-19 pandemic, emphasizing the need for agile leadership in a rapidly changing environment.

The conversation delves into the pivotal role of technology, particularly artificial intelligence, in reshaping procurement and supply chain operations. Naseem also underscores the significance of nurturing emerging supply chain leaders, fostering learning agility, and embracing technology to maintain a competitive edge. Moreover, the episode explores the emerging trend of isolating purchasing functions from manufacturing, impacting communication, relationship building, and supplier innovation. It also explores the concept of a talent supply chain, highlighting the importance of talent development, training, and retention within organizations.

Notably, Naseem identifies a critical challenge facing the automotive industry: catching up with tech-focused competitors like Tesla, who have made significant strides in technology integration, placing traditional automakers at a disadvantage. To remain competitive and drive innovation, automotive companies must invest in enhancing their workforce's technology proficiency and readily adopt digital advancements throughout the supply chain. This episode offers invaluable insights for professionals navigating the dynamic automotive supply chain sector.

Themes discussed in this episode:

• COVID-19's impact on supply chain
• Tech's impact on procurement and supply chain
• Learning agility and tech adoption
• Challenges of talent management
• Shifts in supply chain dynamics
• Staying relevant in a tech-driven landscape
• Competing with tech-driven industry disruptors

Featured on this episode:

Name: Naseem Malik

Title: Managing Director, MRA Global Sourcing

About: Naseem Malik, with over 25 years of automotive industry experience, serves as the Managing Director of MRA Global Sourcing. He excels in talent development, curating exceptional supply chain talent, and offers expert advisory and consulting services to enhance organizations' supply chain operations.

Connect: LinkedIn

Mentioned in this episode:

• Institute for Supply Management
• Talent on Demand by Peter Cappelli
• Jim Farley, CEO of Ford

Episode Highlights:

[03:44] Challenges in the Post-COVID Supply Chain: The COVID-19 pandemic has drastically reshaped the automotive supply chain, introducing disruptions, tariffs, and volatility. Naseem emphasizes the need for agility and end-to-end expertise in managing these challenges.

[05:30] Crucial Skills for Supply Chain Leaders: Naseem highlights the importance of an agile mindset for supply chain leaders. In a rapidly changing environment, practitioners need to be adaptable and versatile, capable of taking on various roles within the supply chain.

[11:28] The Impact of Separating Supply Chain Functions: Naseem discusses the growing trend of separating purchasing functions from manufacturing in the automotive industry. This separation affects communication, relationship building, and supplier innovation, posing challenges for supply chain leaders.

[18:27] Technology and AI Adoption: The adoption of technology, particularly artificial intelligence (AI), is on the rise in supply chain management. Naseem discusses how companies are leveraging AI to enhance efficiency, reduce costs, and make data-driven decisions.

[22:33] Talent Supply Chain: Naseem introduces the concept of a "talent supply chain." Similar to the traditional supply chain, this model focuses on strategically sourcing and nurturing talent within an organization.

[25:37] The One Thing: Naseem emphasizes the need for the automotive industry to catch up with tech-focused competitors like Tesla. To remain competitive and innovative, the industry must bridge the technology gap by investing in talent development and technology adoption.

Top Quotes:

[6:50] Naseem: “It's better to be able to hire for the future, meaning somebody that's got the potential, somebody that's got the upside and can do this versus saying, we have to find somebody that's got a very specific skill set.”

[19:24] Naseem: “Continue to learn as much as you can, that learning agility is what will set you apart.”

[19:45] Naseem: “The more you embrace what's happening today on the technology side, and understand that while it's not going to replace you or replace your jobs, the people that actually use this AI technology will be in a much better position than people that don't use it.”

[25:59] Naseem: “If you provide your talent within your company the opportunities to grow, if you train them, whether it's internal, or whether it's external, and encourage them, incentivize them, that is only going to help you and pay dividends.”

[28:04] Naseem: “In order for us to build a competitive car and to stay on the cutting edge, we have to understand technology because we have to go negotiate with the suppliers, we have to be able to speak their language.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In the latest episode of the Auto Supply Chain Prophets podcast, hosts Cathy Fisher, Terry Onica, and Jan Griffiths dive into the dynamic realm of ESG (Environment, Social, and Governance) standards in the automotive supply chain. Their guest, Alexis Scipio, a seasoned professional with extensive experience in procurement and supply chain, lends her invaluable insights to illuminate the path toward embracing ESG principles to enhance sustainability and ethical practices within the automotive industry.

In an in-depth discussion, the hosts and Alexis explore the profound significance of ESG in the automotive sector. Drawing on her wealth of experience, Alexis navigates the complex landscape of global ESG standards, highlighting challenges stemming from diverse agreements and frameworks that can create confusion.

The conversation also underscores the importance of cross-functional collaboration and leadership in addressing ESG requirements. Alexis emphasizes the involvement of every function in ESG implementation, while also emphasizing the transformative potential of Supplier Relationship Management (SRM) in fostering deep partnerships and engagement with suppliers.

In this engaging episode, listeners gain valuable insights into ESG's multifaceted nature, its crucial relevance to the automotive sector's global supply chains, and the concrete steps leaders can take to align their organizations with ESG principles. With a passionate emphasis on partnership, engagement, and education, the episode concludes by inspiring automotive leaders to champion sustainable and ethical practices for a brighter future.

Themes discussed in this episode:

• Significance of ESG in the automotive industry
• Complexity of global ESG standards
• Importance of cross-functional collaboration in effectively addressing ESG requirements
• ESG’s broader impact on the automotive supply chain

Featured on this episode:

Name: Alexis Scipio

Title: ESG Strategy Consultant

About: Alexis Scipio is a seasoned ESG aficionado and supply chain professional with over 15 years of experience in the automotive industry. She’s the Founder of The Thrive Point LLC. and a certified diversity specialist who passionately integrates ESG principles into business processes.

Connect: Linkedin

Episode Highlights:

[03:31] Defining ESG and Navigating Complex Frameworks: The conversation not only defines ESG (Environment, Social, and Governance) standards but also delves into the complexity arising from numerous agreements and frameworks referencing ESG.

[04:55] Significance of ESG in the Automotive Sector: The podcast underlines the profound importance of ESG in the automotive industry. The discussion revolves around how ESG considerations influence various aspects of the sector's operations and future direction.

[07:24] Impact on the Supply Chain: The hosts and Alexis delve into the broader impact of ESG on the automotive supply chain. They discuss how ESG requirements extend throughout the supply chain and require collaboration from multiple functions.

[15:46] Importance of Cross-Functional Collaboration: Alexis emphasizes the significance of cross-functional collaboration in effectively addressing ESG requirements. Alexis highlights the need for every function to play a role in ESG implementation, stressing its broader impact on the automotive supply chain.

[16:50] Fostering Value through an ESG Mindset: Alexis reflects on the transformative power of viewing ESG as a value-driven proposition rather than an added responsibility. By aligning ESG efforts with quality improvement, she emphasizes that this shift in perspective can reframe the role of ESG within automotive operations.

[22:50] Insights into ESG Implementation: Alexis’ expertise shines as she provides actionable advice for starting the ESG journey within the automotive industry. Addressing leaders and listeners in supply chain operations and C-suite roles, Alexis emphasizes the significance of proactive engagement.

Top Quotes:

[18:31] Alexis: “There's true value in ESG in automotive.”

[18:31] Alexis: “There's a direct correlation between people being happy and quality.”

[20:52] Alexis: “I find real value-add in making sure that you, as a buyer or supplier-facing role, know the culture of that company, knows and partners with them on technology, making sure that they're heard, making sure that they're engaged.”

[20:52] Alexis: “I mean, these are the suppliers. These are the relationships that will withstand pandemics, recessions, they will be there for you based on the relationship that you've cultivated.”

[23:40] Alexis: “So, my real request is for OEMs to step up, to make sure that they're partnering along with their suppliers to make sure that they are being partners in sustainability.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets podcast, we dive deep into the world of Electronic Data Interchange (EDI) and its pivotal role in the automotive supply chain. We have a special guest with us, Fred Coe, an esteemed expert with over 25 years of experience in the B2B space and the chair of the AIAG EDI Advisory Group.

We will dissect the significance of EDI in managing the intricate web of components, from orders to production, across tiers and borders. Gain insight into how EDI ensures the seamless flow of information, which is critical for the assembly of every vehicle.

Fred Coe guides us through the AIAG EDI advisory group's projects, outlining the potential for AI to automate complex tasks like mapping and troubleshooting. Learn how this alliance is reshaping the landscape by bringing automation and intelligence to the forefront.

Delve into the strategic importance of accurate process setup and the profound lessons learned from supply chain disruptions. Explore the roadmap for attracting new talent to the EDI arena and fostering innovation. Learn how EDI's role is evolving and how embracing innovation can pave the way for an adaptive and agile future.

Tune in now to gain an invaluable perspective on the intersection of tradition and modernity in the automotive supply chain. Embark on a journey that promises to enlighten and inspire, offering a glimpse into the strategies and technologies driving the industry's future.

Themes discussed in this episode:

• Supply Chain Visibility
• Importance of EDI in the Auto Industry
• Emerging trends for connectivity in the supply chain
• AI Integration in EDI
• Automotive Supply Chain Complexity
• Innovation of EDI
• Operational Stability through EDI
• EDI's Impact on Automotive Manufacturing
• Labor Shortages and Skill Gaps
• EDI as a Business Essential

Featured on this episode:

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group, and a Global B2B Leader

About: Fred Coe is a recognized global thought leader in the world of EDI and supply chain operations in the Automotive industry.

Connect: Linkedin

Mentioned in this episode:

• Michigan Supreme Court case MSSC vs. Airboss
• Materials Management Operations Guideline Logistics Evaluation (MMOG/LE)
• 24 essential supply chain processes

Episode Highlights:

[02:45] Understanding EDI's Significance: Fred Coe, a prominent figure in the EDI landscape, explains the fundamental role of Electronic Data Interchange (EDI) in...

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode, hosts Cathy Fisher, Terry Onica, and co-host, Jan Griffiths share a roadmap to success in the automotive supply chain. The roadmap comprises five crucial steps that aim to help organizations prepare for the future and thrive in the industry. Step one involves identifying the 24 essential supply chain processes, crucial for success. Steps two and three emphasize the importance of assessing competencies and providing training for a knowledgeable and skilled workforce. In step four, they highlight the significance of adopting a strategic supply chain mindset, and step five explores the benefits of technology and automation.

Throughout the episode, the hosts provide valuable insights and examples to inspire and guide listeners on their journey toward supply chain success. Don't miss out on all of these insights and real-world examples that can propel your supply chain toward profitability and success.

Themes discussed in this episode:

• The Strategic Roadmap
• Identifying the 24 Essential Processes
• Assessing Competencies and Providing Training
• Adopting a Strategic Supply Chain Mindset
• Importance of Collaboration
• Leveraging Technology and Automation
• Urgency in Embracing Change

Featured on this episode:

Name: Cathy Fisher

Title: Founder and President, Quistem

About: Cathy’s firm helps its clients, particularly automotive manufacturers, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts, and workshops to break the mold of command -and-control leadership to help you unleash the potential of your team and allow authentic leadership to thrive.

Connect: LinkedIn

Mentioned in this episode:

The five-step Roadmap

The 24 Essential Supply Chain Processes

Episode 32:...

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, The hosts, Cathy Fisher and Terry Onica, along with the Co-host, Jan Griffiths take a broad picture of the automotive sector and its changing standards. Cathy stresses the necessity of clarity in relation to clients, markets, and value for strategic planning to be successful. Terry talks about MMOG/LE training and the need to align MMOG/LE with IATF 16949 standards for a more thorough supply chain management strategy.

They discuss the benefits and difficulties presented by the automotive industry's changing landscape. To build a potent fusion of innovation and mass manufacturing skills, they underline the importance of dismantling silos and encouraging collaboration between established OEMs and EV startups. The relevance of sustainability is also discussed, as well as how automotive standards should change to account for emerging technologies and cybersecurity issues. The hosts repeatedly emphasize the importance of a comprehensive approach to supply chain management and the necessity of fusing quality, supply chain, and other elements to ensure long-term success in the rapidly changing auto sector.

Join this episode of the Auto Supply Chain Prophets and dive in as they take a macro view of the industry and the standards of the auto industry.

Themes discussed in this episode:

• The Importance of Clarity in Strategic Planning
• Evolving Automotive Standards
• Collaboration between Legacy Auto and EV Startups
• The Role of Sustainability in the Automotive Industry
• Challenges in Supply Chain Management

Featured on this episode:

Name: Cathy Fisher

Title: Founder and President, Quistem

About: Cathy’s firm helps its clients, particularly automotive manufacturers, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops to break the mold of command and control leadership to help you unleash the potential of your team and allow authentic leadership to thrive.

Connect:

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets Podcast, we interviewed Phil Ideson, Managing Director of the Art of Procurement, who is on a mission to revolutionize (10X) the impact of procurement in organizations. Phil emphasizes the need for procurement professionals to think outside the box and reimagine their roles to achieve greater influence and value. He highlights the importance of strategic partnerships with suppliers, especially in the automotive industry, where tight margins and disruptions in the supply chain are common challenges.

The conversation then focuses on the automotive supply chain, where Phil points out that procurement's role is vital due to the industry's high dependence on cost-efficient components. He highlights that automotive procurement is often measured solely based on cost savings, which neglects other critical aspects like supplier quality, performance, and innovation.

In a bid to shift procurement from a transactional to a strategic function, Phil advises building empathy with stakeholders and focusing on their needs, rather than solely on individual metrics. Join us in this episode of the Auto Supply Chain Prophets as Phil Ideson also shares his insights from the telecom industry, where strategic procurement partnerships are prevalent, offering guidance to the automotive audience in fostering similar practices.

Themes discussed in this episode:

• Transforming procurement's impact in organizations
• Redifining the roles of procurement professionals
• Strategic supplier partnerships
• Securing supplies during Covid-19
• Cost savings vs. supplier quality and innovation
• Automotive procurement’s value
• The importance of building lasting relationships with suppliers
• How to foster strategic procurement partnerships in the automotive sector

Featured on this episode:

Name: Phil Ideson

Title: Founder & Managing Director, The Art of Procurement a company on a mission to 10x the impact of procurement. It promotes the value of procurement within the organization, actively engaging colleagues in the business by offering access to case studies, resources, insights, thought leaders, tools, and technologies that empower confident change.

About: With over two decades of experience, Phil has successfully developed, transformed, and led procurement teams, generating significant value for stakeholders through cost optimization, innovation, employee retention, and risk mitigation across Direct and Indirect procurement. He has served as a practitioner, consultant, change agent, and Head of Procurement.

Phil hosts the #1 procurement podcast in the world - The Art of Procurement Podcast

Connect: Linkedin

Episode Highlights:

[01:35] Redefining Procurement's Impact. Phil Ideson's mission is to "10x the impact of procurement" by challenging traditional views and encouraging creative thinking in redefining procurement roles. He highlights the significance of procurement in the automotive industry's supply chain, given its tight margins and cost management challenges.

[05:36] The Importance of Customer Satisfaction in Procurement. ...

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

In this episode of the Auto Supply Chain Prophets, Andreas Bareid, head of e-mobility for QAD shares his insights on the topic of e-mobility and supply chain management. He highlights the advantages and disadvantages of EV startups, including their ability to move quickly but lack of experience and infrastructure. Traditional automotive companies face similar challenges in adapting to the EV market while dealing with legacy systems. Andreas emphasizes the importance of an integrated approach and scalable solutions for efficient supply chain management.

This episode delves into the concept of speed and the differences between traditional automotive companies and EV startups in terms of implementation expectations. EV startups work on shorter timescales, aiming to move from ideation to engineering, small-scale production, and eventually massive scale in a matter of months. Traditional OEMs tend to follow a more thorough and time-consuming process. The ability to make quick decisions and access data in real time is crucial for growth and competitiveness.

Join this conversation with Andreas Bareid as he also highlights the common pain points in the industry, including the importance of time-to-market for both startups and established companies. And, the interest of foreign companies in establishing onshore operations in the US, as well as the potential consequences of US policies on battery production in Europe and other regions.

Themes discussed in this episode:

• E-mobility and its impact on the supply chain management
• The challenges faced by EV startups in terms of supply chain control, compliance requirements, and onboarding suppliers.
• The importance of having a good supply chain management system and ERP system
• The significance of integrated solutions, government policies, and collaborative efforts within the automotive industry

Featured on this episode:

Name: Andreas Bareid

Title: Director of E-Mobility and Battery Business Development at QAD

About: Andreas leads transformative growth and sustainable innovation in the automotive industry. With QAD Adaptive Applications, he empowers companies to navigate disruption, scale sustainably, and thrive amidst technological advancements.

Connect: Linkedin

Episode Highlights:

[02:28] EV startups and infrastructure. The importance of a good supply chain management system and ERP system for the success of EV startups.

[04:12] Funding requirements for startups. The need for EV startups to move quickly in order to secure funding and avoid going out of business. Different funding requirements at different stages of the startup journey, such as ISO 9001 documentation and compliance with industry standards.

[09:03] US-made car battery supply chain. The impact of US regulations on the battery supply chain, specifically the requirement for 40% of...

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Supply chain operators are more likely to ask a superior for help or relay critical information to a colleague if it feels like shooting a text to a pal about where to grab dinner after the game.

Truly connected workforce solutions combine accessibility and accountability by employing familiar tech (like iPads) with real-time performance tracking displayed throughout the workplace.

In this episode of Supply Chain Prophets, Kevin Shayer of Allied Wire & Cable reveals some of the biggest successes and challenges he experienced shaking up the status quo and implementing QAD Redzone, a connected workforce system that ushered in a new culture and exceptional results.

Themes discussed in this episode:

• Attracting newer generations to the manufacturing industry is a critical challenge for supply chain companies vying to stay relevant and secure talent.
• “Industry 5.0” means that companies need to add real value to the employee experience that results in engaging, fulfilling and meaningful work.
• Real-time dialogue between workers, managers, and leadership needs to happen consistently, and across all shifts in the manufacturing industry.
• Implementing connected workforce solutions sometimes means radically changing engrained workflows, which means change management efforts need to be unified and carefully orchestrated.
• Workplaces with high visibility performance tracking dramatically increase overall equipment effectiveness (OEE).

Featured on this Episode Name: Kevin Shayer

Title: Vice President Operations and Supply Chain, Allied Wire & Cable

About: Kevin brings over 24 years of supply chain leadership experience to his role at Allied Wire & Cable, where he has helped to revolutionize their processes through implementing connected workforce solutions. Kevin has a background spanning multiple disciplines and a servant leadership style that motivates team members at all levels to achieve tangible results.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[3:11] Texting FTW, LOL: Apple TVs displaying progress like a scoreboard, iPads at each station, and the ability to message co-workers at any level in a familiar way all create an environment that encourages authentic participation and meets people where they are.

[4:35] Green bar, gold star, can’t lose: Kevin’s team emphasizes positive reinforcement by celebrating accomplishments through visible stats and addressing issues in real-time.

[9:00] Checkered flags replace carrots: In addition to engagement and communication, Kevin credits the gamification of workflows for incentivizing productivity. “Everybody is competitive — our goal is to help everybody win,” he explains.

[15:47] Collaborating and empowering: Democratizing dialogue with tools and language that Gen Z relates to, utilizing connected workforce...

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For more information on the QAD EQMS system, click here

Dive in to the Penn Engineering EQMS case study

With great success comes great complexity.

As thriving automotive supply chains acquire businesses and add customers, choosing an automated Enterprise Quality Management System (EQMS) that harnesses AI can jumpstart a company’s trajectory. In a competitive landscape filled with actors racing to leverage paradigm-shifting technologies, doing so is more important than ever.

In this episode of Auto Supply Chain Prophets, Mike Payionk of PennEngineering shares challenges and triumphs from his epic five-year journey to automate processes, standardize best practices, and consolidate data at all 12 of his organization’s facilities around the world. An impressive up-front lift, choosing and mastering a powerful EQMS proved invaluable to fine-tuning a sophisticated self-regulating system that purrs like a dream.

Simply put, “It’s absolutely worth it.”

Themes discussed in this episode:

• How standardizing best practices dramatically streamlines inter-company processes
• The challenges of consolidating legacy data into new systems
• The unique benefits of embracing an EQMS with cloud-based real-time visibility
• How automated QMS achieves built-in “set it and forget it” accountability within teams
• Why getting ahead of that trend now provides a competitive edge

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Featured on this Episode Name: Mike Payionk

Title: Quality Control Program Manager,PennEngineering

About: Mike manages PennEngineering’s Enterprise Quality Management System and is a stakeholder for its supplier onboarding and management. Also an automotive industry veteran, he helps ensure best practices are consistent in PennEngineering’s 12 manufacturing plants across the globe.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[2:08] In search of standards and excellence: Seeking to add continuity to a growing patchwork of decentralized companies, Mike cites the need to standardize best-practice documentation and customer complaint tracking as a key factor in PennEngineering’s decision to explore QMS automation technology.

[2:42] Teaching old dogs new tricks: Incorporating legacy data into novel systems was one of Mike’s biggest challenges. The “we’ve always done it this way” mentality doesn’t cut it for people or processes.

[8:09] The suggestion box goes global: Lightyears ahead of filing systems and spreadsheets, automating their EQMS means that PennEngineering can see customer complaints live in one central system in real-time, from any of their facilities worldwide.

[9:08] Falling numbers that are good for ROI: Mikes shares that the Cost of Poor Quality (COPQ) has decreased significantly at one plant after implementing an automated EQMS. Combined with increasing sales, this drop equals significant results for the bottom line.

[10:22] Audits to die for: Utilizing an EQMS system based directly on Automotive Industry Action Group (AIAG) requirements, PennEngineering’s teams can proactively tackle the “low hanging fruit” of easily auditable offenses like scheduled document reviews by demonstrating to auditors how their system automatically prompts those steps.

[14:58] Scream off the line before your competitors start their engines: Ford is the first company to require automation in its customer-specific requirements, and it certainly won’t be the last. Implementing automated EQMS software now will put you in a prime position while others are stuck reacting.

[17:39] Four deal-breakers for a quality relationship: To ensure exceptional outcomes, Mike needed an EQMS that was cloud-based, standardized documentation, improved Advanced Product Quality Planning (APQP) and made adding products during growth a breeze.

[20:04] The bot doesn’t call the kettle black: AI and machine learning eliminate waste and increase efficiency by identifying identical processes miscategorized under different names.

[12:22] The one thing: After devoting the better half of a decade to achieving tangible results with their shiny new EQMS, Mike has some pointed advice for anyone about to fill his shoes: know your stuff. “I got a heck of a lot more pushback when I was still learning the EQMS as I tried to sell major changes to different departments. Now that I know the system inside and out, not so much.”

Top quotes[9:49] Mike: “This is our culture now. When a customer calls, we do this, then we do this, then we do that. You can easily see that no steps are missed because it's automated. We're actually getting to the root causes of issues and correcting them in the field, which has been fantastic.”

[11:51] Mike: “The automated system will tell you, ‘Hey, it's due today. Hey, you're seven days late.’ It goes as far as, ‘Hey, you're 14 days late’ — and now it's emailing your boss.”

[17:49] Mike: “We wanted to ensure we could access the data from all 12 global sites on demand. Now I can access it from my mobile phone from pretty much anywhere that has internet access — we joke around that if your printer has internet access and a browser, you can get to the QMS.”

[22:24] Mike: “The benefits you will see from an Enterprise Quality Management System far outweigh anything you could even imagine.”

[22:46] Mike: “Embracing technology is the way of the world, that's why we're calling it Industry 4.0. We're seeing some organizations still trying to fight that — the ones that don't jump on the train will struggle to catch up or be left behind.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

The U.S. trade war with China is in full swing, and automotive supply chain leaders are considering their next moves.

With the Uyghur Forced Labor Prevention Act (UFLPA) now signed into law and preventing imports from areas using forced labor in manufacturing, companies are setting their sights on alternative markets including India, Mexico and Africa.

The Reshoring Institute’s executive director, Rosemary Coates, returns to Auto Supply Chain Prophets with insights into why automotive supply chain leaders need to ensure that any reshoring plans encompass proper planning and plenty of supplier analysis.

“You have to go out there and look at your supply chain,” the author of The Reshoring Guidebook says. This proactive approach is critical to adapting to the way supply chain is done in the 21st century.

Themes discussed in this episode:

• The Uyghur Forced Labor Prevention Act (UFLPA) is draconian, but was signed into law for good reason.
• Positive, proactive control over supply chains is essential for automotive leadership today.
• Between employment contracts and permits, reshoring from China is no easy feat.
• Africa needs time to develop as an alternative to China, and India isn’t as attractive as it might look.
• Europe lacks what the U.S. has: Consumer demand, manufacturing support and governmental support.
• The top two things supply chain executives intending to reshore need to consider are: Proper planning and supplier analysis.

Featured on this Episode Name: Rosemary Coates

Title: Executive director and founder of The Reshoring Institute

About: As a supply chain professional with many talents, Rosemary provides insight and expertise into automotive supply chain management and the growing trend of reshoring.

Connect: LinkedIn | Twitter

Episode HighlightsTimestamped inflection points from the show

[1:39] UFLPA shielding: The U.S. has come down hard on imports from labor campspowered by the Uyghur ethnic minority in China.

[4:24] Positive control: Supply chain leaders need positive and proactive control over supply chains by (surprise) visiting factories making their products — not just any product. This limits the likelihood that suppliers are using slave or child labor.

[6:20] Forbidden words: Jan pins down the “two words that every supply chain purchasing professional never wants to hear.” Thankfully, Rosemary provides guidance on a solid total acquisition cost model and where it needs to come from.

[9:37] Goodbye, China: Companies intending to reshore manufacturing won’t find it easy. Chinese employment contracts make layoffs very expensive. Then there are the permits: If a company just leaves, they might never be allowed back in again. And they can forget about getting molds and tools back.

[13:01] Africa: The next frontier: A low-cost labor intensive market like Africa could be the perfect place to move. But it’ll take time for China’s investment into its Belt and Road Initiative to really kick in over the next 25 years.

[15:30] The Indian wildcard?: While it has an inexpensive labor market, India isn’t without its issues. Power cuts and poor infrastructure are rife compared to the modernity and efficiency in China. Mexico might be a better bet — especially as it’s located just across the border.

[18:21] Around the world in half an hour: Unlike the U.S., Europe isn’t in the middle of a trade war and is still on good terms with China. Reshoring within the EU through economic development work is common, especially in Eastern Europe. But the U.S. also has consumer demand, manufacturing support and government support — which Europe lacks.

[20:35] Local for local means global: Manufacturers have to think with a 21st century mindset, which encompasses strategizing globally while managing different localities. It takes time to reshore and redevelop.

[22:08] Reskilling and upskilling: Gone are the days of grease under the fingernails defining manufacturing. Engineering now requires communication and IT skills.

[24:38] The top two things: “There’s no substitute for planning,” Rosemary says, which is driven by strong project management leadership. Secondly, you need to “do a deep dive analysis on your suppliers,” to understand — in detail — where you’re vulnerable.

Top quotes[4:31] Rosemary: “We've been preaching this for a while: You can't just expect everybody to mind all the laws and do all the right things. You have to go out there and look at your supply chain. And that means not just once a year having a meeting in a conference room going over what business you've done together, but [that] you need to go out to the factory and have a look. It means that you're not only having a look at the factory from time to time when you tell them you're coming, but also surprise visits. And you also want to be there at the factory when they're making your product — not just any product.”

[5:55] Rosemary: “It's not like you can just snap your fingers and have enough personnel to be flying around the world to look at things. But you better know where those things are coming from, who's making them [and] what the content [is]. Are they being outsourced? Are there subcontractors involved? All these things should be in your purview as the buyer of products.”

[6:44] Jan: “We can talk all day long about the ethical supply chain, [the fact that] it's the right thing to do, vulnerability — we can talk about all these things and they all have value. But at the end of the day in automotive, purchasing people are judged — rightly or wrongly — by the cost of that product. And in all my decades in automotive supply chain, I never actually saw a company that had a really good handle around total acquisition cost.”

[20:36] Cathy: “That's a very important message for global manufacturers — [which] the automotive industry has consistently aspired to be: This idea of local for local means that they have to really be on their game — from a supply chain perspective — to be able to manage those different localities and optimize their supply chains globally as well.”

[21:01] Rosemary: “We tell our clients, you can't just snap your finger and redevelop your supply base. [If] you're bringing manufacturing back to the U.S. you’ve got to expect it's going to be 18 months before you redevelop your suppliers here. Because as manufacturing went offshore to China, all the suppliers went with them — you have to redevelop all of that, and that's not a trivial task. We tell people it's [going to be] 12 to 18 months before you can really feel comfortable that you've made a good dent in sourcing locally in the U.S.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Reshoring doesn’t mean what some companies think it means.

Bringing manufacturing back to the U.S. is all the rage. According to The Reshoring Institute Executive Director Rosemary Coates, there’s more to it than what meets the eye.

“A mistake companies make is thinking about reshoring [as] bringing all your production back to the U.S. — that's not really the way global companies think these days. Instead, they're looking at the global manufacturing landscape, and determining if they should keep some of their production in Asia — specifically, because it's a huge growth market, especially for automotive.”

Organizations also mistakenly view “supply chain” as generic and singular, instead of a complex orchestration of multiple supply chains.

Themes discussed in this episode:

• The supply chain isn’t just purchasing — it’s an umbrella term for multiple operational functions.
• Post-pandemic, risk is a fundamental component of supply chain strategy.
• Local for local means manufacturing close to market, with the local economy and the environment in mind.
• Boards are increasingly demanding that companies embrace environmental, social and governance (ESG).
• Enterprise resource planning (ERP) needs to integrate data understandable by all users and systems in a supply chain.
• The most cutting-edge supply chains will drive decision-making with data.

Featured on this Episode Name: Rosemary Coates

Title: Executive director and founder of The Reshoring Institute

About: As a supply chain professional with many talents, Rosemary provides insight and expertise into automotive supply chain management and the growing trend of reshoring.

Connect: LinkedIn | Twitter

Episode HighlightsTimestamped inflection points from the show

[1:50] The supply chain umbrella: Supply chain isn’t just purchasing — it encompasses front-end forecasting and planning, procurement, manufacturing, logistics and import and export as well.

[2:52] Trending reshorewards: The first step toward reshoring is talking about methodologies based on total cost of ownership. But the pandemic sent the conversation into overdrive — now we’re talking risk and strategy.

[4:06] EV wins: There are already electric stirrings in the U.S. in places like Nevada and South Carolina. But infrastructure in the form of charging stations remains a top priority for moving EV ahead.

[5:14] Bet spreading: It’s a mistake to see reshoring as bringing all production back to the U.S.. The concept of local for local means manufacturing close to market for both economic and environmental reasons.

[7:16] Embracing ESG: What was once a nice-to-have is now a requirement, as boards decide ESG is a top priority for sustainability.

[8:31] Top tier strategizing: The pandemic showed supply chain to be essential. It really did become the “value chain” people had been talking about for years.

[10:19] Old-school hero recognition: Thanks to the internet and improved communications, reliance on firefighting in automotive is dying out. The unstoppable rise of AI provides a glimpse into the future of exciting supply chain applications.

[12:27] Spreadsheet woes: The problem with your pivot tables is that they only work for you. Long-term ERP integration requires extracting data for all systems and users.

[13:40] Be the cutting edge: Supply chains of the future will need to use technology to understand captured data and make better decisions. Case in point: Sharp supply chain companies caught signals from the Detroit of China (Wuhan) weeks before the pandemic frenzy hit the mainstream, in order to think and act fast for their clients.

[17:30] Unique and special supply chains: It’s a mistake to use “supply chain” as a generic term, Rosemary explains. Managing multiple supply chains is a lot more complicated now, and requires real orchestration.

[19:23] Cost offsetting: Between foreign-trade zones and automation, companies are keen to cut labor costs — which are comparatively high in the U.S.. But China is no longer on the low end either: India, Vietnam and Mexico take the prize.

Top quotes[1:51] Rosemary: “We need to think about supply chain as being an umbrella term. And under that umbrella includes all of the operations of a firm: … forecasting and planning on the front end, procurement, purchasing, certainly manufacturing operations… logistics, import [and] export. However, I find myself explaining that a lot: Because [when] people hear supply chain they think purchasing, and that's only one small slice.”

[5:14] Rosemary: “A mistake companies make is thinking about reshoring [as] bringing all your production back to the U.S. — that's not really the way global companies think these days. Instead, they're looking at the global manufacturing landscape, and determining if they should keep some of their production in Asia — specifically, because it's a huge growth market, especially for automotive.”

[9:39] Rosemary: “This is a big change: in not only notoriety, but the acceptance that supply chain is the heart and soul of the manufacturing company, and results in a seat at the table [in] the boardroom [as the] chief supply chain officer [with] much more visibility at the executive level.”

[11:30] Rosemary: “There are all kinds of applications throughout supply chain where AI is going to be used extensively … making it easier, more efficient and giving us an opportunity to make decisions based on actual data and facts. In the past, we were just picking up the phone and trying to call somebody and get [a] shipment on the plane — we don't do that so much anymore.”

[16:48] Cathy: “Many automotive manufacturers were planning their semiconductor requirements in the same way that they were planning fasteners … And those are two completely different supply chains. They require a different set of criteria and planning parameters. So that's a key message that we've been really emphasizing, especially in the automotive space: that we have to be a lot more discerning in how we are planning those supply chains.”

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

We are now on Season 2 of the Automotive Supply Chain Prophets!

MMOG/LE version 6 is here! Now it's time to look at the intersection with IATF. Do you know how many points of intersection there are?

In this first episode of season 2, Cathy and Terry discussed the benefits of IATF and MMOG/LE. Cathy talked about leveraging the strategic view of the organization to prioritize the supply chain processes. On the other hand, Terry mentions leveraging the IT side of the organization and encouraging them to really engage in the systems.

Themes discussed in this episode:

• The benefits of adopting MMOG/LE
• Leveraging supply chain processes
• Are you're supply chain work instructions robust enough?
• The intersection with IATF

Episode highlights:

[2:01] Benefits of MMOG/LE: Terry talks about adopting MMGO/LE to transform the supply chain.

[8:11] Lack of understanding: Cathy explains why work instructions are lacking or non-existent.

[15:03] More F3 questions?!: Terry enumerated some of the new questions in F3, and that supplier schedules are new F3 questions in MMOG/LE version six.

[23:25] Leveraging ERP: Terry discusses the value of getting IT involved.

[30:59] Advice to supply chain leaders: Cathy's advice to CEOs as the top leadership in an organization is to break down the silos in the business and to acknowledge that their true value stream is the supply chain.

[33:22] Engaged in the systems: Terry's advice to CEOs is to stop viewing ERP as a cost that they have to incur and to start leveraging the future way of IT as they transform data that has value to the business.

We want to hear from you!

Contact us directly:-

Jan Griffiths - Jan@gravitasdetroit.com

Terry Onica - tjo@qad.com

Cathy Fisher - cathyfisher@quistem.com

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Delivering on the promise of delivery — that’s the mark of a successful automotive supply chain. But when it comes to a smooth supply chain operation, many suppliers aren’t doing nearly as well as think they are. It’s time for an efficiency check-up.

The Global Materials Management Operations Guidelines/Logistics Evaluation (MMOG/LE) is a plant-level self-assessment tool to help automotive suppliers determine how well they’re managing their supply chain — and the results are transformative.

Tanya Bolden of the Automotive Industry Action Group (AIAG) and Terry Onica, Director of Automotive for QAD are some of the organizations spearheading the development of MMOG/LE discuss how the assessment process is far more than just another standard.

Themes discussed in this episode:

• Standardization is the key to stability and continued success in an unpredictable world.
• A changing workforce requires supply chain essentials training.
• MMOG/LE does more than bring visibility to an organization’s supply chain process. It drastically reduces inventory and improves customer satisfaction.
• Long-term planning should include workforce automation, but also better communication.
• Supply chain and quality teams must work together collaboratively.

Featured on this Episode Name: Tanya Bolden

Title: Vice President, Corporate Responsibility and Supply Chain Products & Services, Automotive Industry Action Group (AIAG)

About: Tanya has more than 30 years of experience in corporate responsibility, sustainability and community relations. After a 20-year career at General Motors, she founded the corporate responsibility program at AIAG. She’s particularly interested in how responsibility issues like environmental stewardship are relevant in supply chain management.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning (ERP) software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange (EDI) for all the Ford assembly and component plants.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[3:33] Pop quiz: What is MMOG/LE? Terry introduces the self-assessment tool and explains how OEMs and Tier 1s use it. “If you get an A, that means you’re world-class.”

[5:56] Expect the unexpected: Tanya talks about her role at AIAG and their mission to reduce supply chain costs and complexity. She emphasizes the importance of standardization in an unpredictable world.

[7:12] See what you’re missing: Terry offers two reasons why Tier 1 executives should care about MMOG/LE.

[9:41] “I hate the word spreadsheet”: Version 6 of the MMOG/LE focuses on automation. Greater supply chain visibility is vital both for meeting compliance requirements and successfully onboarding new employees.

[13:53] Training the next generation: Tanya and Terry discuss the challenges presented by subject matter experts aging out of the workforce and why startups — especially in EV — need best practices for supply chain management.

[19:18] Know your acronyms: Tanya explains the inclusion of ESG in MMOG/LE. These environmental, social and governance issues focus on sustainability initiatives to protect people and the planet.

[23:25] Break down the silo: Corrective actions and contingency plans work best when teams collaborate. Terry speaks to the importance of quality and supply chain working together.

[27:12] Essentials of supply chain: AIAG has virtual training modules that help small and medium-sized suppliers and new entrants to the field master the basics of supply chain best practices. This module launches June 1, 2023.

[31:46] The one thing: Tanya’s best advice is to establish a collaborative work group to identify pain points. For Terry, it’s never underestimating the power of bringing fresh eyes to your systems.

Top quotes[8:15] Terry: “By people taking the assessment, and sitting down and honestly going through each of the criteria, they reduce inventory anywhere from 15% to 60% … Maybe sometimes people fall off the wagon of doing certain things and they need to get back to using the system. [MMOG/LE] identifies that and allows them to correct that.”

[12:03] Jan: “It's much better to be proactive and establish that foundation upfront than it is to be on the other side of that when you have supply chain issues that are disrupting an OEM … The time to be looking at your supply chain is way, way up front, as soon as you possibly can.”

[24:51] Terry: “If I go into a supplier, I can guarantee you they will show me all their contingency plans for quality and disruptions, but they won't show me any contingency plans for what happens when the truck driver is late. Quality doesn't think about those types of things, right? … By working together, [quality and supply chain] can really look at the whole picture.”

[26:54] Jan: “This MMOG/LE Version 6 really has the potential to break down these silos and help us work more collaboratively together, which, we all know, if we're going to achieve the speed and agility that we want in this industry, that's what we're going to have to do.”

[34:21] Tanya: “Don't work in a vacuum. We can learn a great deal from collaborating with our peers, our customers and our suppliers. There's new technology coming out there. There's always something new to learn or something that might benefit you.”

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All of us at the Auto Supply Chain Prophets podcast are preparing for the future.

Season 2 is coming!

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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Auto Supply Chain Prophets welcomes two guests from the OESA Supplier Summit in Novi, Michigan.

Supply chain shortages continue to persist in the automotive industry, but some EV parts suppliers are finding success and growing quickly despite the challenges. Jovani Gonzalez, CFO of Acument Global Technologies, and Carolyn Sauer, the business development director at Schaltbau North America, offer their perspectives on how to manage relationships with customers and suppliers.

As the automotive industry moves from internal combustion engines to electric vehicles, it’s more important than ever to have good communication with OEMs, tier suppliers — and internally. “Ask questions” and “fail fast” are the ingredients for future supply chain success.

Themes discussed in this episode:

• How suppliers can adapt to labor shortages and supply chain slowdowns.
• The automotive industry’s shift from internal combustion to EV.
• Why managing risk is better than avoiding it.
• Transferring technology from existing industries to EV opens new doors.
• Compared to automotive, the EV supply chain seems nontraditional.
• How close contact and frequent communication lead to business success.

Featured on this Episode Name: Jovani Gonzalez

Title: CFO at Acument Global Technologies

About: Jovani is a finance and operations executive with more than two decades of experience in manufacturing and automotive. Acument develops and manufactures fastening and assembly solutions for industries including auto, EV and aerospace.

Connect: LinkedIn

Name: Carolyn Sauer

Title: Director, Business Development at Schaltbau GmbH

About: An experienced marketing and sales director, Carolyn currently oversees business partnerships around EV infrastructure at Schaltbau North America. Her passion for safe and scalable electrification is built on more than 20 years of experience with global Tier 1 suppliers.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[0:44] Built on tradition: Jovani discusses Fontana’s acquisition of Acument. Fontana is a global supplier of fasteners, and its long history of success can extend Acument’s reach.

[1:23] Shorthanded goals: How have labor shortages and supply chain slowdowns impacted Acument’s production? Jovani explains how his company approaches these challenges.

[2:15] Communication is key: Jovani sees an opportunity in building relationships. Suppliers must stay in close contact with OEMs as the industry moves from internal combustion engines to electric vehicles.

[3:14] Crunching the numbers: From a CFO’s perspective, Jovani explains the difference between avoiding risk and managing risk. Prioritizing efficiency combats the effects of inflation.

[4:29] Fail fast: Jovani’s recommendation to auto manufacturers is to be proactive. Future supply chain success relies on planning for changes, innovating and learning from mistakes.

[5:35] New kid on the block: Schaltbau may be an unfamiliar name to an automotive audience, but Carolyn shares how a rail company from Munich is bringing decades of DC power experience to the world of EV.

[7:01] Selling out: With so many applications for DC contractors in the EV space, Carolyn explains how one of the biggest supply chain challenges is finding the right buyer. It’s a big shift for the industry, but the increased networking presents an opportunity.

[9:37] The one thing: Carolyn’s advice for supply chain success is to ask more questions. “The best way to solve problems is to understand what people need.”

Top quotes[2:03] Jovani: “Just like any other company in the automotive industry, we have been dealing with shortages in general [...] What we are doing is staying in close communication with our customers, but also with our suppliers.”

[3:40] Jovani: “One of the things we do as a company is not to avoid risk but to manage risk. We have to be in contact with all the changes in the environment.”

[4:44] Jovani: “One of the things that prevent the industry from moving forward is the inability to be proactive against changes. The only way that we have to improve that situation is by making a strong plan. We test. We call this fail fast — adopt a change, then start moving forward.”

[7:30] Carolyn: “There are so many different applications for [DC contactors] and so many relationships between the OEMs and the tier suppliers, that it's a challenge to figure out who's best to talk to. So, I try to talk to everyone.”

[10:11] Carolyn: “The best way for me to solve problems is to understand what people need.”

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Jan takes over the microphone to share the story behind the podcast.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

Quistem

QAD

E-Mail us directly at Jan@gravitasdetroit.com

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Everyone in the automotive industry is thinking about cybersecurity. We got the opportunity to speak to not one but two thought leaders in the space — live from the OESA Summit in Novi, Michigan.

“When you have software or technology plugging into the vehicle in a totally new and different way, understanding how all of the systems around you and those specifications work is absolutely mission critical to launch,” says Jennifer Dukarski, known as “The Geek Lawyer.”

VP of Autocrypt Martin Totev sees digitalization reshaping automotive firsthand. “The auto industry is going to experience what the phone industry has experienced for the last 20 to 30 years,” he explains.

Themes discussed on this episode:

• How technology and automotive are colliding in a big way, and what to focus on to benefit most from these transitional changes.
• The biggest risks OEMs and automotive suppliers face today, and why increased digitization means increased cyberthreats.
• The industry standards OEMs and suppliers need to get up to speed on.
• What the landscape of program management looks like.
• Who should be responsible for cybersecurity updates.

Featured on this Episode Name: Jennifer Dukarski

Title: Shareholder, Butzel

About: Affectionately known as “The Geek Lawyer,” Jennifer is a recognized thought leader in the emerging tech media, IP privacy and cybersecurity spaces. As a “recovering engineer” — albeit, as she says, “one never truly recovers” — she brings “engineering sensibility” to legal issues within the automotive supply chain.

Connect: LinkedIn

Name: Martin Totev

Title: VP, Autocrypt

About: Autocrypt is a mobility cybersecurity provider dedicated to the safety of new transportation. With increasing cyber risks, Autocrypt works with OEMs and suppliers to offer cybersecurity solutions to the automotive industry.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[1:28] Recovering engineer: From engineering to the legal world, Jennifer brings her prior experience into emerging new tech-driven spaces.

[2:14] Automotive supply chain prophecy: What’s on the horizon for automotive? A lot of exciting technology to modernize your supply chain.

[3:03] Big challenges: Automakers have to contend with the risks of software, as well as benefit from its upsides.

[4:47] Jennifer’s one thing: Terms and conditions and engineering specifications really matter when improving the supply chain — Jennifer explains how.

[6:02] Where cybersecurity and automotive collide: Cars are growing more digitized by the day. With this trend, Martin explains, comes an increasing number of cyber threats.

[6:56] ISO alignment: Along with ISO 26262, there are published industry standards like ISO 21434 and cybersecurity regulations like WP.29 to which companies need to adhere. But it’ll be a few years yet before everyone is fully compliant.

[8:24] View from the supply chain: Martin explains how cybersecurity looks inside the car. Pressing a button to engage breaks is one of many new innovations that require manufacturers to assess different, new risks.

[10:12] Change the program: Program management in organizations is in for a wild ride. The traditional way no longer works. Autocrypt engages OEMs to help prepare with the WP.29 and other new regulations.

[11:57] Who owns cybersecurity?: OEMs and suppliers need to be aware of their responsibilities in this new world. This may include acquiring the necessary qualifications and considering how to mitigate vulnerabilities if (and when) they appear.

[13:28] Martin’s one thing: Consumers need to accept updates to benefit from better cybersecurity. Martin explains how safety is the number one priority and where the balance can be struck.

Top quotes[2:15] Jennifer: “There's a lot of exciting things on the horizon and a lot of them really do come from technology: components [for] the supply chain, [and] new areas like software, artificial intelligence sensors, electrical vehicle batteries — so many different new technologies. But at the same time, a lot of these technologies, software and AI can all be used to truly bring your supply chain up and into the modern era of manufacturing. I see technology as the place to be because it can help with the actual workload, and it can help with the product that we're creating [and] your engineering.”

[4:47] Jennifer: “To truly improve the supply chain, understand your terms and conditions [and] include your engineering specifications. When we go and negotiate terms and conditions, we don't always look at everything underneath that agreement — we need to know and make sure we're understanding what the quality and test requirements are. Moreover, when you have software or technology plugging into the vehicle in a totally new and different way, understanding how all of the systems around you and those specifications work is absolutely mission critical to launch [and to make sure] it's going to be successful, have great delivery and quality, and also make consumers happy.”

[12:49] Martin: “How we update our phones these days — every few months — I believe cars are going to be also updatable in a very similar manner. It’s the future: Digitalization is happening everywhere, and the auto industry is going to experience what the phone industry has experienced for the last 20 [or] 30 years.”

[13:28] Martin: “When it comes to regulation, there should be a middle ground as to [asking] for permission from the driver and [when] the OEM [should] push it [out] themselves. If it's security and safety related, the OEM should not require any action from the drivers. … I hope that the regulation authorities are on the same page as myself, because safety of course is the highest priority.”

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For most electric vehicle owners, charging a vehicle at a public charging station is a dreaded affair. A recent J.D. Power survey found that 1 in 5 EV owners weren’t able to charge their cars during a visit to a station, mostly because of faulty equipment.

Everyone in the automotive industry knows EVs are the future. So why aren’t more leaders focused on improving the charging experience?

Jeremy McCool, founder and CEO of HEVO, has a message for auto industry leaders: get on board for the wireless charging revolution. He recently joined the hosts of Auto Supply Chain Prophets to talk about how his company is building the future of EV charging that consumers deserve.

Themes discussed in this episode:

• How HEVO’s technology is revolutionizing EV charging.
• What makes HEVO’s charging mats a less expensive and more sustainable EV charging solution.
• Why EV charging stations like HEVO’s meld perfectly with OSHA supply chain safety requirements.
• When we can expect to see HEVO wireless charging mats on roads and in homes.

Featured on this Episode Name: Jeremy McCool

Title: Founder and CEO, HEVO

About: HEVO is the first wireless, third-party EV charging port approved by SAE International and UL Solutions and designed with the mission of eliminating global reliance on fossil fuels. Founded by Jeremy McCool in 2011, the company is built upon values built into HEVO’s name: Honesty, Empathy, Vision, and Optimism.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[0:40] A wireless charging revolution: Meet Jeremy McCool, founder of HEVO, the first wireless EV charging station on the market approved by SAE International and UL Solutions.

[1:36] A perfect supply chain marriage: Jeremy explains why a wireless charging company like HEVO melds perfectly with the needs of supply chain and logistics providers.

[4:33] Getting EVs on the road: Wireless charging mats have the power to revolutionize the EV industry. Here’s when we can expect to see them on the market — and how battery manufacturers could speed up the process.

[7:31] Keeping it clean: The power used to charge EVs only helps to reduce carbon emissions if it is clean and renewable. HEVO has the power to do just that by connecting directly to solar, battery and wind — and reusing that energy to power your home after you park.

[8:55] A more sustainable infrastructure: HEVO’s installation is not only efficient; it also costs less to power more cars in the same period of time.

[11:03] The one thing: Jeremy’s message to auto supply chain industry leaders? Get involved in the EV revolution. “We need a charging solution that we should give to our customers because they demand better,” he says.

Top quotes[3:50] Jeremy: “There's this complicated matter of OSHA and unions that really marries up with wireless charging because we make it simple, safe and seamless for them to be able to do it without having to worry about all these different problems.”

[7:46] Jeremy: “We need to make sure that the power that's going into electric cars is clean — if you want to put it that way — or renewable. Because the total effect of end-to-end CO2 emissions abatement only happens in the way that we want it to if it's connected to renewable.”

[10:33] Jeremy: “A one-mile stretch of charging equipment for wireless charging from HEVO will be [the] equivalent cost to two to three plug-in fast charging stations. The difference is, instead of charging one car at one time, you're now charging […] dozens of cars in that one period of time. There is a cost efficiency to deploying this technology. And we need to do it now because it's the real true universal way to do it and make it easy for everybody to adopt it.”

[11:09] Jeremy: “Automakers have to get involved. We need the leadership of automakers, the visionary people out there to go, alright, we get it. We need a charging solution that we should give to our customers because they demand better.”

[12:10] Jeremy: “All mobile phones can charge on any wireless charging dock around the world. The same is the case with wireless charging for electric cars — there's one universal standard, the SAE standard is the one that we follow, because we helped to bring it forward and bring it to life.”

What's the buzz?

Checkout the press releases:-

• AUSEV Press Release HEVO Inc. Announces Partnership with AUSEV (readmagazine.com)
• Clean Transit Access Program Press Release https://www.prnewswire.com/news-releases/hevo-awarded-largest-public-wireless-ev-charging-order-to-date-as-part-of-10m-clean-neighborhoods-challenge-to-bring-electric-transit-to-nycs-underserved-communities-301680670.html
• Lightning e Motors Press Release https://www.prnewswire.com/news-releases/lightning-emotors-announces-collaboration-with-hevo-inc-to-wirelessly-charge-electric-vehicle-fleets-301678276.html
• Short demo video of our Detroit Smart Parking Lab project
• HEVO wins the 2022 PACEpilot Innovations to Watch award
• Short summary video of our Journey software
• Coverage from Forbes about the Detroit project
• Press release about our collaboration with Oak Ridge National Laboratory (high-power wireless charging including bidirectional and dynamic)
• Long-form demonstration with the Miss Go Electric YouTube Channel

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Wishing you a wonderful holiday season!

In case you missed it, check out some of our selected episodes from season 1.

Episode 21 with Dan Sharkey. You'll know Dan, he's well-known in supply chain circles and he's got his finger on the pulse of today's issues. And he reminds us to and I quote, "contract deliberately"

Episode 15 with Katie Pullin, also in the legal profession in the auto supply chain, she talks about the force majeure pandemic, are you abusing the term?

Episode 11 with Mike and Rocky, self-confessed quality nerds and data geeks, you'll learn all about automating the quality management system and why the word silo is a four-letter word in their vocabulary

Episode 12 meet the shop floor leaders making it happen at Detroit Manufacturing Systems and how they cultivated and uplifted a strong team that's designed for execution

Episodes 3 & 5 an interview with a well-known supply chain veteran Bill Hurles, Bill is the former executive director of global supply chain for General Motors

Episode 4 meet Julie Dedene as she reminds us not to forget the grease. She's in the grease business. Learn about the importance of a secondary source

Episode 6 with Paul Eichenberg. Paul talks about the unique set of auto supply chain obstacles that the ICE and EV organizations face and the type of auto supply chain leader that the EV industry demands

Episodes 16 & 17 with Gary Vasliash, you'll know Gary, he's a veteran auto writer in the space. And you'll hear his unique views on the challenges ahead

Episodes 9 & 19 Are you ready to deliver on the promise of delivery? familiar with MMOG/LE, and IATF 6949? listen to Terry and Cathy and download their framework for success. They've done the work for you.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

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Not everyone has their finger on the pulse of what’s happening in the auto supply base today. But among the few who do is attorney, co-founder and member of Brooks Wilkins Sharkey & Turco PLLC Dan Sharkey. A well-known legal expert specializing in supply chain contract disputes, Dan knows that the world of automotive is now facing some of its biggest challenges.

In this episode of Auto Supply Chain Prophets, Dan shares insight at the 2022 Original Equipment Suppliers Association (OESA) Annual Automotive Supplier Conference in Novi, Michigan. He takes us through the complex challenges and risks faced by automotive suppliers in today’s precarious world.

Themes discussed in this episode:

• Why we should focus on EV over autonomous
• The two big issues facing automotive right now
• How suppliers should manage increasing volatility and what that means legally
• The tension between suppliers and OEMs
• What it means to contract business you really want
• Why you shouldn’t be afraid to fire customers

Featured on this Episode Name: Dan Sharkey

Title: Co-founder and member of Brooks Wilkins Sharkey & Turco PLLC

About: With more than 60 trials behind him, attorneyDan Sharkey has expertise in business and commercial contracts and litigation — especially automotive supply chain contract disputes.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[2:12] It’s electrifying!: Autonomous automotive might be a decade or two off, but there are big challenges ahead for electrical — from pricing to volatility and releases.

[3:38] Get ready for the B word: How should suppliers best manage volatility? Hint: breach.

[4:47] Futureproof the schedule: OEMs have so many issues — from unions to chips and freight — they can’t meet suppliers with a firm plan. A lot of risk ensues.

[5:58] The one thing: Dan is a firm believer that the automotive industry should “contract deliberately, not by default.” Make sure that it’s business you really want.

[3:38] It’s just business: Suppliers should be careful not to outsell capacity. If this means firing the worst customer every year, so be it. (You’ll be better off anyway.)

Top quotes[2:14] Dan: “Electrification feels very long term. I think a lot of people were skeptical about one or the other, but now they're saying, autonomous might be a while — a decade or two — but electrification is happening really fast.”

[5:58] Dan: “Contract deliberately, not by default. You worked so hard to get the business, building relationships and responding to RFQs. [When] you finally get the PO, your instinct is to celebrate. Selling parts is tough, but you've got to take a deep breath and say, What did I really just get? … What do I really need out of this contract? When you're happy, take a deep breath, and make sure it's business that you really want.”

[6:59] Dan: “We have clients who are super technical [and] great executors. Sales can survive. The most troubled clients we have have great sales teams, but the backend operations don't support it, and they can't swallow the capacity. … Sales is super important, it's your face to the customer, but don't outsell your capacity.”

[7:35] Dan: “If you fire one really bad customer every year, you'll be happier. … Find that one customer you're not making money on and say hey, not that we're going to stop shipping tomorrow, but we're going to get out of this, and we're going to have an orderly exit over the next six to 12 months. And so many people look at you funny, like, Well, wait a minute, we're trying to get business. But once they go through that process, it's so much better.”

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A sneak peek 🫣 into what's coming up next.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here

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Two automotive supply chain experts sit down in a room and scour two of the most widely consulted, notoriously complex protocols for automotive supply chain management: the Automotive Industry Action Group’s Global Materials Management Operational Guidelines/Logistical Evaluation (MMOG/LE) and International Automotive Task Force (IATF) 16949.

They emerge, probably with plenty of eyestrain, and produce a meticulously assembled document that identifies 24 essential supply chain processes and connects them to each other.

The aforementioned experts are Auto Supply Chain Prophets co-hosts Cathy Fisher and Terry Onica, and they’re making the case for breaking down silos through open communication and critical analysis of processes.

In this episode of Auto Supply Chain Prophets, they talk with co-host Jan Griffiths about the patterns that emerged when they identified each process and looked for connections between them, the results their clients have seen upon applying these findings and the reception they’ve been getting from original equipment manufacturers (OEMs) so far.

Themes discussed in this episode:

• How delivery has always been a part of quality
• The cohesion and growth that can occur when you break down silos and communicate
• The application of the processes across verticals
• The five categories that Terry and Cathy created to map out all 24 processes across the business continuum

Featured on this Episode Name: Cathy Fisher

Title: Founder and President, Quistem

About: Cathy’s firm helps its clients, particularly automotive manufacturers, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit

About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops to break the mold of command and control leadership to help you unleash the potential of your team and allow authentic leadership to thrive.

Connect: LinkedIn

Episode HighlightsTimestamped inflection points from the show

[00:26] From pain points to processes: Five years ago, Cathy Fisher and Terry Onica began...

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From the staffing crisis to the current economic recession, the manufacturing industry has experienced a whirlwind of changes in the past several years. How can manufacturers ensure they’re in a healthy financial position while meeting the high demands of their customers? Michele Vincent recommends temporary staffing agencies like MADICORP, where she has worked for the past 15 years. Unlike other staffing companies, MADICORP sources experienced talent from all across the country and offer compensation packages attractive to high-value employees.  “We’ll go in, bring the labor, help them get caught up on that backlog, and ensure that those parts are moving from the supplier sites to the manufacturing plants while keeping their manufacturing plant on schedule,” Michele explains Don’t miss this episode of Auto Supply Chain Prophets as Michele explains the benefits of experienced temp workers and how staffing in supply chain manufacturing has shifted throughout the pandemic.  Themes discussed in this episode:  What makes MADICORP’s staffing model different How COVID-19 changed the demands of temp agencies like MADICORP Why experienced temp employees are worth the higher cost Why the manufacturing industry hasn’t experienced a severe impact from the economic recession How to attract the right talent for your company

Featured on this Episode  Name: Michele Vincent Title: Senior Director of Marketing and Sales, https://www.madicorp.com/ (MADICORP) About: MADICORP is a national temp staffing agency that specializes in bringing manufacturing talent from across the country to the companies that need it most. In addition to marketing and sales, Michele is responsible for strategy development, business growth, and innovation. She recently launched the https://www.madicorp.com/podcast (U.S. Manufacturing Workforce Podcast), which features conversations with business leaders about issues impacting the country’s manufacturing workforce today. Connect: https://www.linkedin.com/in/michelevincent/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

Episode HighlightsTimestamped inflection points from the show [1:52] An atypical model: Today’s guest, Michele Vincent, explains how MADICORP’s model for providing manufacturing talent differs from others and why it works. [4:17] The pandemic shift: Ever since the start of COVID-19, MADICORP has seen an unusually high demand for unskilled labor, a trend that persists today. [5:13] Knowing your audience: Did you know that Gen Z is more interested in manufacturing jobs than millennials? Michele explains why — and how MADICORP has leveraged this trend to attract more workers to the industry.   [6:53] Attracting the right talent: Michele talks about some of the creative ways she has recruited talent from across the country, from traditional job boards to industry-specific Facebook groups.  [9:38] High demand, high pay: In the current market, experienced, high-value temporary factory workers are few and far between, which means a higher paycheck than most companies will usually pay off. [11:47] Endless opportunities: Amid the current recession, are companies getting rid of the temporary workers they needed only recently to fill vacancies? Michele discussed why the manufacturing industry hasn’t seen a massive impact. Check out this recent https://www.newsweek.com/us-economy-recession-federal-reserve-inflation-workers-economic-shrinking-1728687 (Newsweek) article for more. [13:48] The one thing: Michele tells us why the best thing supply chain leaders can do for themselves in this precarious economy is to educate themselves about temp labor services like MADICORP. Top quotes[3:26] Michele: “For suppliers that have a backlog — that aren't getting the parts to the manufacturing plant — we’ll go in, bring the labor, help them get caught up on that backlog, and ensure that those parts are moving from the supplier sites to

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An industrial revolution is happening in automotive supply chain. It’s having its Kodak moment. But can the industry get ahead of the curve to avoid a similar fate? Traditional OEMs are feeling the pressure from electric vehicle (EV) startups. Dealing with disruptive, innovative new entrants is nothing new for most industries, but it feels fresh for automotive. In round two of this special Auto Supply Chain Prophets interview, we’re rejoined by veteran auto writer and editor Gary Vasilash to talk about the automotive supply chain future that’s already arrived. Themes discussed in this episode:  How traditional OEMs can adapt supply chain strategies in preparation for the EV revolution. Why creating a stable supply chain for EV isn’t the same as for the internal combustion engine. Why managing supplier performance is new ground for automotive, and how to learn from other industries — or even pivot into them. How distinctive premium products might kill the mass market. Why separating product and process is all in the execution.

Featured on this Episode  Name: Gary Vasilash Title: Transportation Editor, https://www.gardnerweb.com/ (Gardner Business Media) About: Gary Vasilash has been working for Gardner Business media for 30 years, where he writes about design, engineering, manufacturing and management within the automotive industry. He also co-hosts http://www.autoline.tv/journal/?cat=1513 (Autoline After Hours), a weekly podcast for car lovers and auto industry enthusiasts. Connect: https://www.linkedin.com/in/gary-vasilash-2872397/ (LinkedIn) 

Episode HighlightsTimestamped inflection points from the show  [1:25] Here today, gone tomorrow: Is EV technology a revolution for the automotive industry? Gary seems to think so, and explains how. [3:11] Ch-ch-changes: EV is shifting strategy for automotive supply chain in some obvious (and some surprising) ways. It all depends on what you’re making and how you’re making it. [6:01] Keeping it stable: OEMs creating a capable, stable supply chain when it comes to EV isn’t going to be the same as the internal combustion engine — especially in light of all the new startup entrants. [9:35] Have faith: With all this change, managing supplier performance isn’t new for most industries but it is a new challenge for automotive. [11:47] (Trying to) stay alive: Are new EV startups niche players in the making? Will traditional OEMs buy them up or merge with them? It’s like automotive in the Great Depression. Maybe the future isn’t in economies of scale but in charging for a distinctive, premium product that isn’t a mass product. [13:58] The rules they are a-changin’: Right in front of our eyes, traditional automotive giants have pivoted into software to drive revenue. [15:09] Premium models: Batteries — and the plants that build them — are what costs the most in EVs, which drives a high-end market. Gary explains it has little to do with tax breaks or the Inflation Reduction Act. [18:30] The one thing: Automotive supply chain leaders need “to separate the product from the process.” It’s all in the execution, whether the vehicle’s electric, hydrogen fuel cell or internal combustion engine based. With the right resources from a process standpoint, they’ll get costs right and profit.

Top quotes[1:25] Cathy: “EV [is] the automotive industry’s Kodak moment: [It’s] here today, gone tomorrow — in terms of a technology.”  [2:59] Gary: “The auto industry is doing better than other industries did, in terms of saying, Hey, we're going to make our future. We're not going to be reacting to the future.”  [4:15] Gary: “If this is revolution — as we submit — there are substantial changes such that what you used to be doing may not be relevant, and this is devastating for a lot of people. What did those people who were making horses and buggies do? … What happened to sailing ships when Robert Fulton said, Hmm, steamships might be a better way of...

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No one can predict the future. Even if we can plan and prepare for possible outcomes — like a war in Europe or a historic heat wave in China — there will always be unexpected challenges.  The automotive industry is the same way. The pandemic was unpredictable, and subsequent supply chain issues led to lower-than-usual quality ratings. Even bigger changes are coming soon as the industry shifts its focus to electric vehicles. Suppliers need to be ready, says Gary Vasilash, an editor with Gardner Business Media who has been writing about the automotive industry for 30 years. In this first episode of a special two-part series of Auto Supply Chain Prophets, we talk with Gary about what the industry looks like today as it gets ready to make the big leap toward EVs and new technology. Themes discussed in this episode:  What the aftermath of the pandemic can tell us about contingency planning within the automotive industry. The hidden reason behind unusually low JD Power quality ratings. What automotive suppliers should do now to prepare for the shift to EVs. Why Original Equipment Manufacturers (OEMs) are beginning to “insource” more parts. Why improving visibility into your company will help you survive the future of the automotive industry.

Featured on this Episode  Name: Gary Vasilash Title: Transportation Editor, https://www.gardnerweb.com/ (Gardner Business Media) About: Gary Vasilash has been working for Gardner Business media for 30 years, where he writes about design, engineering, manufacturing, and management within the automotive industry. He also co-hosts http://www.autoline.tv/journal/?cat=1513 (Autoline After Hours), a weekly podcast for car lovers and auto industry enthusiasts. Connect: https://www.linkedin.com/in/gary-vasilash-2872397/ (LinkedIn)  https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here )

Episode HighlightsTimestamped inflection points from the show

[1:37] Unpredictable: Today’s guest, Gary Vasilash of Gardner Business Media, weighs in on current auto supply chain disruptions and what they say about risk assessment and contingency planning within the industry. [5:11] An alarming trend: One of the consequences of the pandemic on the auto supply chain industry has been a dramatic increase in recalls alongside poor JD Power initial quality ratings. Gary explains why this happened and what to expect in the future as we move toward electric vehicles. [7:01] The hidden factor: Gary explains a hidden, non-pandemic reason behind the lower-than-usual JD Power ratings this year: new and unfamiliar technology. [10:00] Changes are coming: Even before the pandemic, suppliers had a hard time tracking down parts needed to repair conventional ICE vehicles. Will the shift to EVs exacerbate this trend, and what should suppliers do to be ready? [12:26] The big shift: A major transition to EVs is coming, and suppliers for ICE engine parts should start thinking about transition or exit strategies, Gary says. In this segment, he offers suppliers some advice on how they can be best prepared.  [14:55] Blast from the past: The shift to EVs has come with an unexpected side effect for OEMs: a rise in insourcing for additional parts like seats. Could this mark a shift back toward vertical integration? Gary and host Cathy Fisher weigh in.   [16:36] The one thing: Gary offers his most important piece of advice for auto supply chain leaders who want to regain stability in the supply chain: allow visibility into your company. 

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[3:14] Gary: “How can you plan for this? I would submit that you just simply can't. It would be nice to say, yes, if we had perfect visibility everywhere, we wouldn't have these problems, but you know what? Things happen.”  [4:09] Gary: “The problem...

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Before the pandemic, most people didn’t pay too much attention to force majeure in their contracts — until lockdowns, worker shortages and extended transport times interrupted supply chains. Since then, force majeure has become “one of the most invoked and highly-analyzed terms out there,” says Katherine L. Pullen, attorney at https://www.wnj.com/ (Warner Norcross + Judd LLP). But are we abusing it? And as auto supply chain leaders, what can we do to adapt our contracts to the post-pandemic world and avoid using force majeure?  As a litigator who works with automotive suppliers, Katie has significant experience working with this issue. In this episode of Auto Supply Chain Prophets, we get knee-deep with Katie into the legal side of the industry, force majeure, and best practices for drawing up terms and conditions. Themes discussed in this episode:  When force majeure is legally applicable, and how to avoid invoking it. How to manage risk within contracts. Why supply chain leaders need to understand their — and their customers’ — contracts. How contract negotiations are changing in the post-pandemic world.

Featured on this Episode  Name: Katherine L. Pullen Title: Attorney, https://www.wnj.com/people/katherine-l-pullen (Warner Norcross + Judd LLP) About: Katherine “Katie” Pullen is a litigator with the Michigan-based Warner Norcross + Judd, which represents automotive suppliers and other businesses in a variety of issues, including supply chain contracting issues, litigation, corporate and more. Connect: https://www.linkedin.com/in/katherine-pullen-7b395228/ (LinkedIn) Episode HighlightsTimestamped inflection points from the show [2:28] The force majeure pandemic: Before the COVID-19 pandemic, force majeure was a legal term that no one really paid attention to. Guest Katie Pullen talks about how the pandemic has since made it one of the “most invoked and highly analyzed contractual terms out there.” [5:37] The gray areas: Katie breaks down the types of situations that commonly fall under force majeure, including, most commonly, transport issues. [6:55] Prepare for the unexpected: We’re living in a new post-pandemic world, so the automotive industry needs to make appropriate adjustments and changes. Taking a second look at contracts can mean avoiding unnecessary visits to court.  

[8:11] Managing supply chain risks: Katie talks with host Cathy Fisher about what automotive suppliers can do to manage risks within their contracts and avoid having to use force majeure.

[10:13] Contracts are part of the business: Too often, those within the automotive industry avoid paying attention to the legal side because they believe it’s not relevant to them. Katie explains why it’s crucial to know your terms and conditions, even if you’re not a lawyer. 

[11:17] Map your processes: The hosts talk with Katie about what managers can do when they aren’t able to meet certain certifications or requirements within a supplier contract. 

[13:24] A changing industry: The pandemic has changed the way we do business, and the pressures of the past few years have pushed original equipment manufacturers (OEMs) to be more engaged in contract negotiations. Katie shares her outlook on the future of the industry.

[15:05] Best practices: For new entrants into the automotive industry who want to learn more about the legal and contractual landscape, check out Warner Norcross + Judd’s https://www.wnj.com/updates/innovation-lunch-and-learn-series (Lunch-and-Learn Series).

[15:53] The one thing: Katie’s biggest piece of advice to supply chain leaders is simple: Pay attention. “We're in a new world. Make sure that the terms that you're agreeing to reflect that certain things that were previously unforeseeable may now be foreseeable,” she says. Top quotes

[4:45] Katie: “Some suppliers are leaning on force majeure to justify suspending performance due to some unexpected...

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It’s 2022, but women are still a minority in the automotive supply chain and manufacturing industry, representing only 30% of the workforce. It’s a slight increase from 20 years ago when that number was only around 26%, but we can do better. Improving female representation is Allison Grealis’s focus as President and Founder of the https://www.wimef.org/ (Women in Manufacturing Education Foundation), which develops training and development programs for women in the industry.  One of her biggest goals in that role, Allison says, is to portray the right message about what modern manufacturing work even is. Hint: It’s no longer just a shop floor job in a dirty factory. “We hope all of these efforts … will make a difference and have more women wanting and selecting a career in manufacturing.” She joins us in this episode of Auto Supply Chain Prophets to talk about job and development opportunities for women in the auto supply chain industry. Themes discussed in this episode:  The current job opportunity landscape for women who want manufacturing jobs. How to portray the right message about what a modern manufacturing job is. Training and development opportunities available through Women in Manufacturing (WiM). What to expect at WiM’s https://web.cvent.com/event/fada947f-796a-469a-ad64-05b476e95941/summary?RefId=Website (annual summit).

Featured on this Episode  Name: Allison Grealis Title: President and Founder, https://www.wimef.org/ (Women in Manufacturing Education Foundation) About: The Women in Manufacturing Education Foundation is dedicated to developing training and educational programs aimed at supporting the advancement of women in the manufacturing industry. She has over 20 years of experience working with trade associations. Connect: https://www.linkedin.com/in/allison-grealis-1a234919/ (LinkedIn) | https://twitter.com/allisongrealis (Twitter)

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[2:16] A life of service: Meet Allison Grealis, Founder and President of the https://www.wimef.org/ (Women in Manufacturing Association Education Foundation). She explains why trade associations are so important, especially for women in the industry.

[3:32] The opportunity landscape: There are tons of opportunities available today as the automotive supply chain and manufacturing industry continues to change and develop, Allison explains.

[4:45] The right message: There are a lot of myths and misconceptions around what manufacturing really is. Allison explains how her organization uses https://twitter.com/WomeninMFG (social media), https://www.womeninmanufacturing.org/news/blog (blog posts), and https://www.womeninmanufacturing.org/hear-her-story-podcast (other strategies) to change that image and attract more women to the industry.

[6:43] Training is critical: A majority of WiM members say the one thing they need to feel successful in their career is more training and professional development opportunities. Allison shares some of the options https://www.wimef.org/events-and-programs (available through WiM).

[9:45] Summit 2022: Registration for https://web.cvent.com/event/fada947f-796a-469a-ad64-05b476e95941/summary?RefId=Website (WiM’s 2022 Summit is now open). Interested participants can expect leadership and educational tracks that will help them develop personally and professionally.

[11:09] Corporate membership: Allison discusses how WiM’s 300+ corporate members can leverage its trainings and resources within their companies.   

[11:57]  The one thing: The best thing supply chain leaders can do to excite a new generation about supply chain manufacturing jobs is share their stories and be ambassadors for the industry, Allison says.

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[4:35] Allison: “There are lots of supply chain opportunities and companies are looking for individuals who can be problem solvers [and] innovators who have expertise to hop...

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In 2022, information technology (IT) professionals in supply chains can no longer sit on the sidelines. Responsible for more than just technology, they play a major role in strategy and business functions. No one knows this better than Heidi Mattison, Chief Information Officer at https://superior-ind.com/ (Superior Industries). From the beginning of her career in the automotive industry on the manufacturing floor, she saw how tech plays a crucial role in every corner of the company. As an IT professional, “you need to have a seat at the table,” Heidi says. “If you don't understand how your role affects the P&L, you need to figure it out.” In this episode of Auto Supply Chain Prophets, Heidi talks about her auto supply chain journey, growing up in an auto household, and launching a career in IT. Expect to come away from this episode with a totally different view of your IT department! Themes discussed in this episode:  Why tech matters across the supply chain. How IT functions can better support the supply chain process. Why cybersecurity should be everybody’s concern, from shop floor workers to executives. How IT professionals can get a seat at the C-suite table. Why traditional lines around IT are blurring and overlapping with other roles.

Featured on this Episode  Name: Heidi Mattison Title: VP and Chief Information Officer, https://superior-ind.com/ (Superior Industries) About:  Heidi has worked for several original equipment manufacturers and Tier 1 companies throughout her career in the auto industry. As Chief Information Officer at Superior Industries, she focuses on the crucial role of technology in the business. Connect: https://www.linkedin.com/in/heidi-mattison-8667b919/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

Episode HighlightsTimestamped inflection points from the show

[0:40] Meet ‘auto baby’ Heidi Mattison: Heidi Mattison has motor oil in her blood. Listen to how she started on the manufacturing floor before falling into information technology. 

[4:32] Cooperation to integration: Heidi explains how Enterprise Resource Planning (ERP) has evolved throughout her career — from a disconnected string of islands to an integrated web. 

[5:31] A measurable impact: Information technology is a pretty big career leap from Heidi’s starting point in manufacturing, but the shop floor is where she got her first exposure to the importance of tech in the business and in the supply chain.

[7:16] A seat at the table: Technology impacts everything that happens in the supply chain. That’s why “IT professionals need to have a seat at the table and participate in executive-level conversations”, Heidi says. 

[9:12] Blurring the lines: Heidi discusses why the roles of business analysts and IT professionals are overlapping with one another, and why those lines will continue to blur in the future.

[10:03] Be vocal: IT professionals are playing a vital and challenging role in a changing industry. Heidi offers some insight on what they can do to better support supply chain processes.

[13:49] Breaking the silos: Information and operational technology can no longer be discussed separately, especially given how integrated and important technology has become throughout the supply chain. Heidi breaks down barriers across her company to improve communication and collaboration. 

[16:05] Stronger partnerships, stronger security: As an IT professional, cybersecurity is on Heidi’s radar every day. But it should be a concern that the industry works to address together, she explains. 

[18:23] Budget and educate: Tier 2 and Tier 3 companies might not have the budget or ability for their own IT departments or teams, but security needs to be one of the first lines of defense in your company, Heidi says. 

[19:50] The one thing: We have more data than ever available at our fingertips, and the cost of...

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The Many Dimensions of Supply Chain Success For Sherise Brown and Katrina Allen of https://www.dmsna.com/ (Detroit Manufacturing Systems (DMS)), a woman’s place is on the shop floor. As two female leaders who worked their way up from assembly staff to Supply Chain Superintendents, they bring important assets to the automotive manufacturing industry. “Women tend to be patient, we listen, we hear what you're saying,” Katrina says. “One of the things that we bring to the table is a lot of wisdom where we can make good decisions.” The focus of their management style? Cultivating and uplifting a strong team. It’s that kind of leadership, Sherise and Katrina say, that got DMS through the unpredictable post-pandemic environment. In this episode of Auto Supply Chain Prophets, co-hosts Cathy Fisher and Terry Onica sit down with Sherise and Katrina as they share their supply chain management secrets.  Themes discussed in this episode:  What Supply Chain Superintendents do. Why you should pursue training and certifications. What women bring to the supply chain. How great leadership and teamwork can keep your supply chain afloat in unprecedented times. Why supply chains should embrace automation.

Featured on this Episode  Name: Sherise Brown Title: Superintendent of Supply Chain and Logistics, https://www.dmsna.com/ (Detroit Manufacturing Systems)  About: After growing up with a father who worked in a manufacturing plant, Sherise never thought she would find herself in the industry. But after serving in the military, she found that she liked the structure that supply chains had to offer. A decade ago, she came into DMS as an Assembly Worker and climbed the ranks to Superintendent.  Connect: https://www.linkedin.com/in/sherise-brown-7b8b1750/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( ) Name: Katrina Allen Title: Superintendent of Supply Chain, https://www.dmsna.com/ (Detroit Manufacturing Systems)  About: Katrina started as assembly line staff at DMS 10 years ago, working her way through higher positions as a Dock Coordinator and later a Shipping Supervisor. This year, Katrina became a Supply Chain Superintendent alongside Sherise. Connect: https://www.linkedin.com/in/katrina-allen-b982a9187/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

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[0:40] Meet the guests: Cathy, Terry, and Jan  welcome two exceptional female leaders in the automotive manufacturing industry: Katrina Allen and Sherise Brown from Detroit Manufacturing Systems.

[3:40] Pushing to the next level: Katrina and Sherise talk about their favorite things about supply chain management: engaging with and empowering employees and working collaboratively across departments.

[6:21] A woman’s wisdom: What can women bring to the table in supply chains? A lot of assets that will benefit the industry, Katrina and Sherise say, from patience to wisdom and the ability to multitask.

[7:56] Staying afloat: A shortage of manpower is one of the biggest challenges that supply chains face as the fallout of the pandemic continues. Katrina and Sherise explain how exceptional teamwork and leadership at Detroit Manufacturing Systems helped the company stay afloat in unprecedented times.

[9:44] Embracing automation: Sherise talks about how implementing a Warehouse Management System increased the accuracy and efficiency of the supply chain, and why others in the industry should embrace automation.

[8:34] Maintaining the line: Katrina walks us through a day in the life of a Supply Chain Superintendent.

[12:23] Get certified: Not everyone gets specialized supply chain training before entering the industry, but Katrina and Sherise both did. They explain how classes and certifications can help your supply chain career.

[13:39] Breaking down silos: Silos — or divisions in a company that operate...

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As self-proclaimed “quality nerds,” Rocky Pinheiro and Mike Payionk of fastening solutions manufacturer PennEngineering speak about quality with exactly what nerd implies — passion, expertise, and arcane knowledge.  Rocky, who holds a Ph.D. in management, spent 25 years in manufacturing before arriving at PennEngineering. Most of his career was in the automotive industry, including 13 years at various iterations of Fiat Chrysler.  A Michigan native, Mike grew up surrounded by automotive manufacturing. Like Rocky, he spent most of the past two decades working in the industry with a focus on quality control. Rocky and Mike love to geek out on data, which they use to help manufacturing plants operate at a higher level. In this episode, they discuss the key role automation plays in making it all possible, as well as their unique style of facilitating interdepartmental communication. Themes discussed in this episode:  How to sell the idea of automation to client organizations that may be initially reluctant to adopt it  Rocky and Mike’s “U.N. diplomat” approach to communication and how they use it to break down silos How automating their quality management system helped create a plant-level system for employees to step right into after COVID Rocky and Mike’s “industry 4.0 journey” toward goals of improving technology and data gathering Why automotive supply chain leaders need to acknowledge their blind spots to help improve quality issues 

Featured Guests: Name: Rocky Pinheiro Title: Global Vice President of Quality, https://www.pemnet.com/ (PennEngineering) What he does: Rocky ensures that organizational communication is ongoing and transparent between silos at PennEngineering, which is a decentralized organization. An auto industry veteran, he credits a brief stint working to implement lean methodology at Detroit Medical Center for his customer-centric approach. Connect: https://www.linkedin.com/in/dr-rocky-pinheiro-55505ab/ (Linked)in Name: Mike Payionk Title: Quality Control Program Manager, PennEngineering What he does: Mike manages PennEngineering’s Enterprise Quality Management System and is a stakeholder for its supplier onboarding and management. Also an automotive industry veteran, he helps ensure best practices are consistent in PennEngineering’s 11 manufacturing plants across the globe. Connect: https://www.linkedin.com/in/mike-payionk-17540131/ (LinkedIn)  Episode HighlightsTimestamped inflection points from the show

[1:45]  Forged in steel: PennEngineering’s Rocky Pinheiro is a quality expert with over 25 years of experience in heavy manufacturing, the bulk of it in the automotive industry. He spent 13 years at Fiat Chrysler. 

[3:20] Early exposure:  Rocky’s colleague Mike Payionk also represents a wealth of experience in automotive manufacturing, with the better part of two decades spent in quality control. 

[4:53] Same process, different applications: Automation is crucial to PennEngineering’s work. It provides critical lead time to supply automotive clients, who have very specific deadlines, processes, and systems for manufacturing their products. Consumer electronics clients rely on automation to shorten the time it takes to develop the initial versions of their products from ideation to build. 

[5:53] The buy-in: Automation must be implemented in order to work. Rocky says end users must be involved and invested in the automation process from the very beginning. 

[7:16] Key automation category: Automating the CAPA (Corrective and Preventive Action) system made the most dramatic difference for Rocky and Mike’s team, in terms of automating nonconformances data. “It felt like overnight we went from not understanding what was happening on the plant floor to completely understanding what was happening on the plant floor,” Mike says. 

[10:26] Clear communication, hard data: Automation enabled one of

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Maps & MetricsWhen Jd Marhevko speaks about how to measure performance, apply solutions and improve overall quality, suppliers listen.  Currently, Vice President of Quality for a major Tier 1 automotive supplier, Jd built her reputation over decades in the automotive industry. Starting college at just 16, Jd studied engineering, which she saw as a road out of poverty. Around the same time, she rebuilt her first engine on a fishing trip with her grandfather, a Chrysler employee and operations expert, after she accidentally dropped their boat’s motor in the water.  The award-winning quality guru offers her sage advice on this episode of Automotive Supply Chain Prophets. She believes that silos — whether good or bad — are culturally dependent and that without looking at leading indicators, lagging indicators can create a reactive environment.  Themes discussed in this episode:  The effects of recent supply chain disruptions on problem-solving for OEMs  How offshoring has given suppliers leverage in a time of shortages Quality and delivery as a single, intertwined metric The importance of geographic diversity when it comes to supply chain contingency planning Why automotive supply chain leaders need to apply lean management to their systems

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Featured Guest: 

Name: Jd Marhevko Title: Vice President of Quality, Major Tier 1 automotive supplier What she does: Jd is a revered expert in Quality, working in Operations and LSS efforts for almost 30 years. Jd is an ASQ Fellow, Shainin Medalist and in 2016, was recognized as one of the top 100 women in manufacturing by NAM. She holds an ASQ CMQ/OE, CQE, CSSBB and is an ASQ Certified Trainer. Jd has co-authored 5 books on Quality and Lean Management systems. Connect: https://www.linkedin.com/in/jd-marhevko-3932615/ (LinkedIn )

Episode HighlightsTimestamped inflection points from the show

[1:00] A standout: Quality expert Jd Marhevko is an ASQ fellow, a https://asq.org/about-asq/asq-awards/shainin (Shainin medalist), was named a “Notable Woman in Manufacturing” by Crain’s Detroit in 2018,  and in 2020, was inducted into the https://www.womeninmanufacturing.org/women-in-manufacturing-hall-of-fame (Women in Manufacturing Hall of Fame).

[2:31] Early exposure: Jd grew up working with her grandfather, a tool and die maker for Chrysler for 46 years and an operations expert. At his behest, Jd rebuilt her first engine after she accidentally dropped their boat’s motor into the water while they were fishing.

[4:35] A realignment: Jd’s most recent assignment was remote and globally distributed. Of the many disruptions the industry has experienced in recent years, Jd says the cumulative effect hasn’t been negative but has forced “an intensive readjustment to Agile problem-solving.”

[6:52] Delivery is the sum of its parts: Jd sees quality and delivery as inseparable metrics in that “delivery incorporates and includes quality of that product in that definition of delivery.” 

[10:51] Transactional analysis: Jd thinks the most effective tool to break down silos in an organization  is, “https://asq.org/quality-resources/lean/value-stream-mapping (value stream mapping) of the transactional activities.” 

[13:46] Preventing a reaction, preparing a response: Organizations should track lagging and leading indicators. Jd says that only tracking lagging indicators fosters, “a very reactive environment.”

[15:09] Some favorite leading indicators: Leading indicators Jd recommends OEMs track include operational equipment effectiveness (OEE),  maintenance KPIs and the upfront supply chain. 

[18:38] Check your sources: If COVID taught us anything about contingency...

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Moving Parts: A Framework for Improving Automotive Supply Chain PerformanceWithout context, strategy, and systems, the current automotive supply chain can seem like a complex web of disjointed parts. Combine that with the pressure to deliver on the promise of delivery and you have a recipe for disorder, bottlenecks, confusion, and frustration.   Fortunately for OEMs everywhere, Cathy Fisher, Founder and President of automotive systems firm https://quistem.com/ (Quistem), and Terry Onica, who directs vertical solution strategy for enterprise resource planner (ERP) and supply chain solution provider https://www.qad.com/ (QAD), dove deep into ITF 16949 and MMOG/LE. Their goal — to unearth and demystify the workings and management of the auto supply chain machinery — resulted in an easy-to-implement framework that integrates and summarizes the two sets of professional standards and guidelines.

In this episode of Auto Supply Chain Prophets, co-host Jan Griffiths talks with Cathy and Terry about their findings and how they used them to identify 24 processes that are essential to the automotive supply chain, creating a five-step, easy-to-follow roadmap to optimize supply chain performance. 

Themes discussed in this episode: 

How a simple roadmap can make the seeming complexity of the automotive supply chain a lot more manageable and improve performance.  The value for an organization of identifying its 24 essential processes in making good on the promise of delivery.   How, without context and careful application, investing in IT solutions can cost time and money instead of saving them.  The extremely valuable (but often under-utilized) employee who’s been with the company for decades and knows its systems and processes inside and out.  The necessity of a seat at the C-suite table for supply chain leaders. 

Featured on this Episode  Name: Cathy Fisher Title: Founder and President, https://quistem.com/ (Quistem) About: Cathy’s firm helps its clients, particularly automotive clients, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors. Connect: https://www.linkedin.com/in/cathy-fisher-5069425/ (LinkedIn)

Name: Terry Onica  Title: Director, Automotive at https://www.qad.com/ (QAD) About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning (ERP) software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement  Electronic Data Interchange (EDI) for all the Ford assembly and component plants.   Connect: https://www.linkedin.com/in/terry-onica-615979/ (LinkedIn)

Name: Jan Griffiths  Title: President and Founder, https://www.gravitasdetroit.com/ (Gravitas Detroit) About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops to break the mold of command and control leadership to help you unleash the potential of your team and allow authentic leadership to thrive! Connect: https://www.linkedin.com/in/jangriffiths/ (LinkedIn)

Episode HighlightsTimestamped inflection points from the show

[2:19] Twenty-four processes, five steps: Cathy Fisher and Terry Onica identified 24 essential supply chain processes and mapped out five steps https://autosupplychainprophets.com/ ((click to download whirepaper)) to help OEMs deliver on the promise of delivery. Their roadmap begins with recognizing what the essential processes are within a particular organization. 

[3:11] Beyond recognition: Once a manufacturer identifies the essential processes they need to assess their...

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With the supply chain industry in the headlines for all the wrong reasons lately, it might make the idea of choosing it as a career path seem counterintuitive for college students. However, the field still presents excellent opportunities for young professionals and recent graduates.  One of the primary challenges is that most students are unaware that majoring in supply chain management is even an option. Lori Sisk, automotive supply chain veteran and Assistant Professor at Wayne State University’s Global Supply Chain Management program, is determined to raise awareness and attract young talent. She says it’s essential to “get the word out” to high school and community college students that a program like hers exists — in the Motor City no less. Themes discussed in this episode:  The importance of rotational programs to help students understand the many different areas within supply chain The premium that today’s employers put on understanding data analytics and applying that knowledge to decision-making The complementary relationship between industry and academia in professional development programs like the one Lori helped develop at the https://www.aiag.org/ (Automotive Industry Action Group) (AIAG) The increasing desire for flexibility in the workplace among supply chain students and recent graduates How students tend to defy their own expectations when provided with the right learning and work environments

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Featured on This Episode: Name: Lori Sisk Title: Assistant Professor, Wayne State University’s https://ilitchbusiness.wayne.edu/ (Mike Ilitch School of Business); Owner, https://www.acceleratetosuccess.com/ (Accelerate to Success, LLC) About: Lori is an Assistant Professor at Wayne State University’s Mike Ilitch School of Business in Detroit. She teaches in its Global Supply Chain Management program. Connect: https://www.linkedin.com/in/lori-sisk-cpsm-28a2a66/ (LinkedIn)  Episode HighlightsTimestamp inflection points from the show [1:50] Multiple vantage points: Two and a half decades of experience across the automotive industry, including roles on the OEM and Tier One side and as a consultant, inform Lori’s work at Wayne State University, where she teaches in its https://ilitchbusiness.wayne.edu/supply-chain/ (Global Supply Chain Management program).     [3:42] Raising awareness: The biggest challenge Lori and her Wayne State colleagues face is letting students know the school offers a supply chain major and that supply chain is its own distinct career path. Being in Detroit and being passionate industry veterans and educators helps the recruiting effort.  [5:05] A real-world education: Rotational programs with employers expose Lori’s students to supply chain niches that range from purchasing to logistics to materials management to production planning and give them a practical understanding of each part of the supply chain.  [6:04] Hot spots: The supply chain areas Lori’s students tend to gravitate towards are purchasing, logistics and consulting. [7:40] New skills for a changing world: Companies want graduates to have a firm understanding of data analytics and know how to apply them to decision-making. It has become a focus at Wayne State. 

[8:29] Practical experience: As part of a required quality class, students participate in case studies created by industry professionals who are also Wayne State supply chain alumni. These former students come in and answer students’ questions. Top student teams get to present to executives at their companies. 

[11:58] Learning from the pros: Industry mentors (https://www.linkedin.com/in/terry-onica-615979/ (Terry Onica) is one) are a key part of Wayne State’s supply...

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Sometimes you have to look back in order to propel forward. https://secureservercdn.net/198.71.233.38/d9y.202.myftpupload.com/wp-content/uploads/2022/06/Reflections-from-the-Auto-Supply-Chain-Prophets.pdf (Download our summary of the "one thing" actionable items from each episode.) Browse our back catalog of episodes: https://autosupplychainprophets.com/episode/can-prophets-really-see-the-future/ (Episode #1 )- Can the prophets really see the future? with your hosts Cathy Fisher and Terry Onica https://autosupplychainprophets.com/episode/the-farm-girl-takes-on-the-supply-chain/ (Episode #2)- The Farm Girl Takes on the Supply Chain with Jan Griffiths https://autosupplychainprophets.com/episode/a-clearer-look-into-todays-murky-auto-supply-chain/ (Episode #3)- A Clearer Look Into Today’s Murky Supply Chain with Bill Hurles https://autosupplychainprophets.com/episode/dont-forget-the-grease/ (Episode #4)- Don't Forget the Grease! with Julie Dedene https://autosupplychainprophets.com/episode/supply-chain-leadership-risk-resiliency-and-trust/ (Episode #5)- Supply Chain Leadership: Risk, Resiliency, and Trust with Bill Hurles https://autosupplychainprophets.com/episode/electrifying-the-auto-supply-chain/ (Episode #6)- Electrifying the Auto Supply Chain with Paul Eichenberg

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here )

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http://www.pauleichenberg.com (Paul Eichenberg) has his finger on the pulse of the automotive industry. With an engineering background and three decades of automotive experience, the former Vice President of Corporate and Strategic Planning at https://www.magna.com/company/company-information/magna-groups/magna-powertrain (Magna Powertrain, Inc). is now the head of his own consulting firm, which advises auto executives around the world on how to make the most of an era of disruption and the rise of electric vehicles. In eight years at Magna, Paul was responsible for three times growth and says this role put him “at the forefront of the major disruptions” taking place in the automotive industry today. In this episode, Paul talks about the unique set of supply chain obstacles that Internal Combustion Engine (ICE) and Electric Vehicle (EV) organizations face, the unexpected speed of progress in new battery technologies, and the type of supply chain leader that the electric vehicle industry demands. Themes discussed in this episode:  Significant advantages that new entrants into the EV market have over traditional automakers who are entering the space.  The challenge that the complexity of new EV technologies presents for executives in ICE organizations How operating without historic ICE supply chain systems creates challenges for EV organizations  Why non-automotive electronics manufacturers entering the EV market are at a disadvantage and what they can do to help bridge the gap Why ICE and EV components are “an apples-to-oranges comparison”  Automotive leadership for the EV age

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Featured Guest: Name: https://www.pauleichenberg.com/ (Paul Eichenberg)  Title: Managing Director, Paul Eichenberg Consulting What he does: Paul turns technology into growth by helping executives across North America, Europe and Asia navigate the operational, systemic and strategic issues this disruptive time in the automotive industry presents.  Connect: https://www.linkedin.com/in/pauleichenberg/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( ) Episode HighlightsTimestamped inflection points from the show [1:05] Electric avenue: Paul describes his 30-year career trajectory in auto manufacturing and how it led him to the frontlines of innovation and disruption in the industry.  [2:17] A new paradigm: Automotive executives have been conditioned to see continuous improvement as their chief management responsibility. Electrification presents them with a whole new set of challenges and complexities that most of them are unprepared for, Paul says. [5:18] Deceptively simple: Building an electric vehicle requires only 60 percent of the manufacturing footprint of a gas-powered car. Yet EV manufacturers do not have the luxury of the business systems developed in the past few decades to support ICE vehicle production. [6:53] ETA unknown: Paul says that forecasting vehicle release dates are a “huge problem” for EV manufacturers because they don’t have the value chains that their ICE counterparts do to make forecasting reliable. [7:50] Joining forces: Companies like Panasonic benefit from years of automotive experience on top of their other verticals. Paul points to the collaboration between LG and automotive component manufacturer https://electrek.co/2021/03/30/electric-vehicle-spotlight-evs-magna-international/ (Magna International) as an example of players without this experience connecting to an organization in the automotive field as a way to compensate.   [10:24] Raising the power bar: Ten years ago, the industry’s goal was less than $1000 per kilowatt hour for battery technology. Paul says progress on this is way ahead of schedule; today the goal is...

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General Motors’ former Executive Director of Global Supply Chain Operations https://www.linkedin.com/in/bill-hurles-455265b8/ (Bill Hurles) is back to share more insight on the current dynamic supply chain landscape.  In a wide-ranging discussion, Bill (who spent almost four decades in the automotive industry before he retired) reflects on his time working with GM's former head of purchasing https://en.wikipedia.org/wiki/Jos%C3%A9_Ignacio_L%C3%B3pez_de_Arriort%C3%BAa (Ignacio Lopez). He also talks about the qualities he'd seek if he were hiring a Tier 1 supply chain leader today — and the strengths of younger generations in the workplace. Themes discussed in this episode:  The most important qualities a Tier 1 supply chain leader must have  How simple changes in the supply chain can save automakers thousands or even millions per month Why there’s more to supply chain than improving labor efficiency The resiliency and promise of younger supply chain workers What it was really like to work under Lopez, GM’s former head of purchasing The power of enthusiasm in supply chain leadership

Featured Guest: Name: Bill Hurles Title: Executive Director, Supply Chain at General Motors (Retired) What he does: Over the course of a long and prolific career at GM, Bill worked in engineering and lean manufacturing before pivoting to supply chain management. By the time he retired after 38 years with the company, Bill led its entire global supply chain.  Connect: https://www.linkedin.com/in/bill-hurles-455265b8/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( ) https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Episode HighlightsTimestamped inflection points from the show [1:14] Core competencies: A Tier 1 supply chain leader needs to have a broad understanding of the entire supply chain and the technology used to manage it. Bill also says it's crucial to be aware of the best procurement processes and have the ability to cultivate good relationships with suppliers. [3:25] Real talk: An ecosystem model of the supply chain demands transparency and open communication between an OEM and its suppliers.  [4:26] One hand washes the other: If Bill were to advise Tier 1 CEOs today, he would underscore the direct relationship between supply chain and profitability. [5:54] Raising awareness: Quality organizations and the engineering community are the two most important partners supply chain leaders have in helping CEOs and C-suite executives realize that supply chain is a profit center, Bill says. [7:45] Millennials to Gen Z and beyond: Younger people entering the industry are showing themselves to be motivated and resilient, with a broad awareness of the latest technologies.  [9:38] Constant connection, rapid progression: The industry’s newest generations of workers are much more connected to their peers than their predecessors were when they started their careers. Not only are they knowledgeable about technology, but they share information with each other on a daily basis. Bill is excited about this because it can give companies a much clearer view of how to drive improvement. [11:59] The Lopez era: Recalling his time at GM working under former purchasing head Ignacio Lopez., Bill says Lopez’s dictatorial, confrontational leadership style cost GM the trust of many of its suppliers, “which inhibited the growth of the organization.” [12:28] The one thing: To build trust and connection with employees, a supply chain leader has to be a great communicator — and an "all in," enthusiastic, excited, open-minded, humble member of the team. Top quotes[2:36] “The most important tool in 'de-risking,' or increasing resiliency, is great supplier relations.” [2:52] “You can't control when an earthquake is going to happen....

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It’s a good thing Julie Dedene likes to think on her feet. In her role as a supply chain manager for industrial lubrication supplier https://www.easternoil.com/ (Eastern Oil Company), she’s had to contend with everything from the COVID shutdown to a demand spike, labor shortages, and natural disasters. Julie describes her job as “a constant battle,” but as someone who loves a good puzzle and solving problems in real-time, she’s in her element. Themes discussed in this episode:  How Julie "fell" into a career in supply chain after working in human resources The importance of continuous communication with suppliers and customers How to attract Millennials to the supply chain industry Why having multiple suppliers is critical in an emergency The need for supply chain leaders to open their minds to alternative products

Featured Guest: 

Name: http://www.easternoil.com (Julie Dedene)  Title: Supply Chain Manager at https://www.easternoil.com/ (Eastern Oil Company) What she does: Julie began steadily working her way up the supply chain ladder at Pontiac, Michigan-based Eastern Oil Company when she was hired in 2015 as a purchaser. Today, she manages the organization’s supply chain.  Connect: https://www.linkedin.com/in/julie-dedene-977a441b/ (LinkedIn )

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Episode HighlightsTimestamped inflection points from the show

[1:17] A false start: After realizing human resources wasn’t for her, Julie joined Eastern Oil Company as a buyer and began her career in supply chain. 

[2:02] Never a dull moment: Since 2020, Julie and her team have dealt with a number of challenges. COVID, a demand spike, labor shortages, and bottlenecks created what Julie describes as “a huge trickle-down effect.” 

[2:28] The perfect storm: In 2021, fires at multiple oil and chemical facilities in several states and a winter storm in Houston seriously affected the industry's ability to meet demand and do business. 

[4:16] Check your sources, and make sure there’s more than one: To address unforeseen disruptions, Julie recommends that manufacturers have multiple suppliers, each approved to provide more than one material. 

[6:15] Communication is your fail-safe: Amid the instability of the past few years, Julie has found continuous communication with customers and suppliers to be essential in keeping things running as smoothly as possible. 

[8:19] Small advantage: Since she doesn’t have to navigate the giant hierarchy of a big corporation, it’s easy for Julie to communicate directly with decision-makers and stakeholders in her organization. 

[10:12] Piecing it all together: While working in human resources, Julie realized that she really liked numbers and analysis. Eventually, she made the transition to supply chain. 

[12:32] Ground control: The importance of a strong IT system can’t be understated. Julie says this is especially true when multiple sites work together and need to view the same data. 

[13:12] The one thing: The auto supply chain industry would benefit from being “more open to alternative products,” Julie says. She stresses the importance of having backup plans to keep things moving, even when the unthinkable happens. 

Top quotes

[1:53] “I feel like every day I'm walking into something new. When you think it can't get any worse, somehow it does.”

[3:32] “You always have to think outside the box to make magic happen, and that's what we've been doing for almost two years now.” 

[4:16] “One thing I would recommend [manufacturers] do is not be single source or not have just one material approved. Being a small company, we have the flexibility with our lab and management and everybody at...

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Over the course of nearly four decades in the automotive industry, https://www.linkedin.com/in/bill-hurles-455265b8/ (Bill Hurles) has seen a lot. With a mechanical engineering degree and an MBA in hand, he began working at General Motors in the 1980s. Eventually, he moved from the engineering side of the organization into manufacturing, and when an opportunity arose in supply chain management, he took it.  When Bill retired, he was GM’s Executive Director for Global Supply Chain Operations. Today, with supply chain issues suddenly in the headlines, he is the perfect guest to shine some light on where the auto supply chain has been, what’s led to its current struggles and where it’s headed.  Themes discussed in this episode: 

How you never know where your career in the auto industry will take you The efficiency and effectiveness of lean manufacturing Why organizations would be better off improving supply chain systems than replacing them altogether  What Bill would do to address the current supply chain issues if he came out of retirement and stepped back into his role at GM.  The challenge (and importance) of providing continuing education for experienced people within an organization 

Featured Guest: 

Name: Bill Hurles Title: Executive Director, Supply Chain at General Motors (Retired) What he does: After several years on GM’s engineering side, Bill began working in manufacturing as a skilled trade supervisor at a GM transmission plant. At this time, the automaker was focused on lean manufacturing. While observing the benefits of this approach, he moved into a supply chain management role, then a divisional role in supply chain. He eventually headed the entire North American territory. By the time he retired after 38 years with GM, Bill was directing its global supply chain.  Connect: https://www.linkedin.com/in/bill-hurles-455265b8/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

Next Best Action(s): Do This Now for the Future of Your Supply ChainIn the auto industry, we "count on the tiered supply nation," says Bill. To ensure the success of their supply chains in the future, he thinks OEMs need to take more control of sub-tier components and commodities. 

Other industries, like electronics — Apple is a prime example — "have a much more defined responsibility there," he adds. "I could see a day where the OEMs actually purchase the material."   OEMs could even warehouse and distribute this material so they're able to control both quantity and usage. The more control a manufacturer has over each element of the supply chain, the more it reduces the complexity of its manufacturing process. 

"Especially in light of today's environment, we need to help manage our own destiny at a stronger level than we ever have in the past," Bill says.

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Episode HighlightsTimestamped inflection points from the show

[3:46] The green book: When Bill started working at a GM transmission plant, the company was using what they called its “green book,” a manual of guidelines based on the Toyota Production System. It exposed him to lean manufacturing and showed him how well it eliminated waste and increased efficiency.

[5:34] Greater than the sum of its parts: Many have pointed to the recent semiconductor crisis as proof that lean manufacturing doesn’t work. Bill calls this “myopic,” because lean and Just in Time is an entire system, not an event. The system as a whole works. 

[6:27] Room for improvement: The semiconductor crisis is not the fault of lean manufacturing. Rather, Bill thinks it’s critical for suppliers and OEMs to dig deep and scrutinize their supply chains. They need to look at...

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In the last episode of Auto Supply Chain Prophets, host Jan Griffiths and guests Cathy Fisher and Terry Onica discussed the evolution of supply chain management in a global marketplace. They agree that the pandemic served as a wake-up call for business leaders who thought Industrial Age management systems were good enough for the 21st century. This time around, Cathy and Terry turn the tables and pick Jan’s brain to find out what she’s observed in her three-plus decades in the automotive industry.  https://go.qad.com/PromiseofDelivery.html (Download the 24 processes e book here) Themes discussed in this episode:  The magic of setting foot on a shop floor for the first time The value of working in a different industry for a while Expectations versus reality, once you make it into the C-Suite  Why "command and control" supply chain models don’t apply now How leadership in an ecosystem model is about interdependent relationships, not about assigning blame when issues arise in the supply chain

Featured on This Episode: Name: Jan Griffiths  Title: President and Founder, https://www.gravitasdetroit.com/ (Gravitas Detroit) About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops designed to empower authentic leadership and accelerate high performance teams. Jan is the host of the https://finding-gravitas.captivate.fm/ (Finding Gravitas) podcast Connect: https://www.linkedin.com/in/jangriffiths/ (LinkedIn) Name: Cathy Fisher Title: Founder and President, https://quistem.com/ (Quistem) About: Cathy’s firm Quistem helps companies, particularly in the automotive industry, eliminate customer complaints and increase profits. She has worked in the automotive supply chain since the 1980s, when she started her career at General Motors.  Connect: https://www.linkedin.com/in/cathy-fisher-5069425/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

Name: Terry Onica  Title: Director, Automotive at https://www.qad.com/ (QAD) About: For two decades, Terry has been the automotive vertical director of QAD, a provider of manufacturing Enterprise Resource Planning (ERP) software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange (EDI) for Ford assembly and component plants.   Connect: https://www.linkedin.com/in/terry-onica-615979/ (LinkedIn)

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here )

Episode HighlightsTimestamped inflection points from the show

[1:19] From farm to table saw: Jan recalls being a “rebellious, passionate farmer’s daughter from Wales” who took a temp job in the purchasing department of automotive supplier BorgWarner. This was her first exposure to manufacturing and the shop floor. 

[2:44] Opportunity knocks: BorgWarner sent Jan on what was supposed to be a 10-day business trip to the U.S. She decided to stay. It’s been 35 years and counting. 

[3:09] A brief detour: Jan was “in love with the automotive industry” and worked her way through several Tier 1 suppliers. However, she spent a year directing LeanSigma at Maytag and recommends trying out a different industry for a while to gain perspective. 

[4:22] Reality check: When Jan finally made it into the C-Suite, it didn’t meet her expectations. Supply chain itself hadn’t always been part of the C-Suite. When it finally got a seat at the table, it was a victory. Yet Jan remembers her surprise upon realizing that its role seemed to be “all about cost,” rather than getting the right product to...

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In the automotive industry, supply chain is typically not viewed as a driver of profits — but that needs to shift.  Over the years, the supply chain has evolved from a mostly local or regional operation into a sprawling, diverse, global enterprise. And as the pandemic proved, it can make or break an organization.  In the premiere episode of Auto Supply Chain Prophets, co-host Jan Griffiths talks with Cathy Fisher, Founder and President of automotive management systems firm https://quistem.com/ (Quistem), and Terry Onica, Director, Automotive who directs vertical solution strategy for enterprise resource planner (ERP) and supply chain solution provider https://www.qad.com/industries/automotive-erp (QAD), about the importance of changing this perspective.  https://go.qad.com/PromiseofDelivery.html (Download the e book here) Themes discussed in this episode:  The automotive supply chain is no longer vertically integrated. It’s diverse and global. How to view supply chain as a moneymaker in the automotive industry. Supply chain has been viewed, until recently, as an operational function. It needs to be approached as a strategic one with implications for the bottom line.  Cathy and Terry’s definition of supply chain. The Industrial Age roots of the traditional “command and control” style of supply chain management and why it doesn’t fit the current realities of manufacturing.

Featured on this Episode Name: Cathy Fisher Title: Founder and President, https://quistem.com/ (Quistem) About: Cathy’s firm helps its clients, particularly automotive clients, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors.  Connect: https://www.linkedin.com/in/cathy-fisher-5069425/ (LinkedIn)https://www.linkedin.com/in/greg-hawver-17394220 ( )

Name: Terry Onica  Title: Director, Automotive at https://www.qad.com/industries/automotive-erp (QAD) About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning (ERP) software and supply chain solutions.  Her career began in supply chain in the late 1980s when she led a team to implement  Electronic Data Interchange (EDI) for all the Ford assembly and component plants.   Connect: https://www.linkedin.com/in/terry-onica-615979/ (LinkedIn)

Name: Jan Griffiths  Title: President and Founder, https://www.gravitasdetroit.com/ (Gravitas Detroit) About: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, tier-one global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops to break the mold of command and control leadership to help you unleash the potential of your team and allow authentic leadership to thrive! Connect: https://www.linkedin.com/in/jangriffiths/ (LinkedIn)

https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here )

Episode HighlightsTimestamped inflection points from the show

[1:21] A supply chain shift: When Cathy Fisher, Founder and President of automotive management firm Quistem, began her career with General Motors in the 1980s, the supply chain was much more vertically integrated. Now it’s more global and diverse.

[2:42] Decades of shop floor experience: Terry Onica directs enterprise resource planner (ERP) and supply chain solution provider QAD’s automotive division. She began her career in supply chain in the 1990s, implementing all the electronic data interchange (EDI) for Ford.

[3:58] The good, the bad, and the ugly: Jan Griffiths points out that ERP providers have to observe and improve upon every

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Do you want to escape the neverending costly cycle of supply chain disruptions? Are you looking for proven secrets to supply chain success to give your organization a competitive advantage? Join the Auto Supply Chain Prophets Podcast with your co-hosts https://www.linkedin.com/in/terry-onica-615979/ (Terry Onica )of https://www.qad.com/industries/automotive-erp (QAD), and https://www.linkedin.com/in/cathy-fisher-5069425/ (Cathy Fisher) of https://quistem.com/ (Quistem) to get actionable insights for finding real profits in your supply chain. Listen in as Terry and Cathy share over 70 years of automotive manufacturing supply chain and quality expertise to help you discover hidden profits in your supply chain. You'll hear from enterprising automotive supply chain leaders who are successfully leveraging their supply chains to increase their organization's profits. We'll be releasing a new episode every two weeks. You can find the Auto Supply Chain Prophets podcast on your favorite podcast app, or https://autosupplychainprophets.com/ (click here) because the auto supply chain is where the money is! Visit us at https://autosupplychainprophets.com/ (https://autosupplychainprophets.com/)