As 2025 wraps up, the Auto Supply Chain Prophets podcast looks back on its journey and shares thoughts about what’s next. Hosts Jan Griffiths, Jim Liegghio, and Terry Onica take a moment to celebrate the podcast’s impact, highlighting 15,000 downloads in over 20 countries, and look forward to their 100th episode in 2026, a milestone only a few podcasts achieve.

Jim encourages listeners to revisit past episodes to hear how industry leaders think, solve problems, and approach supply chain challenges. Terry shares her retirement from QAD after 23 years, celebrating a career spent promoting supply chain excellence and promising to continue contributing to projects she loves.

Jan confirms the podcast isn’t going anywhere. In 2026, it will return with a refreshed format and new energy. For now, listeners can check out past episodes, dive deeper into the content on the website, and follow along as the hosts continue sharing conversations that shape the automotive supply chain.

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:

1. Check out every episode of the Auto Supply Chain Prophets podcast here.

This episode takes a break from our usual detailed discussions to reflect on the conversations that shaped the year for the Auto Supply Chain Prophets podcast. 

Jan Griffiths, joined by co-hosts Jim Liegghio and Terry Onica, looks at why specific episodes stuck with them and what those moments reveal about where the automotive supply chain is heading.

Live podcasting quickly rises to the top, especially the Midwest User Group episodes. Hearing customers talk openly about what they deal with every day brought everything back to reality. 

The hosts agree that these conversations stood out because they were raw, unscripted, and focused on real-life challenges rather than polished talking points.

From there, the focus shifts to the next generation of supply chain leaders. Episodes recorded at the GM Wayne State Case Competition and other student-focused events captured something rare: genuine excitement about supply chain careers. 

Hearing students wrestle with real GM case studies and receive direct feedback from senior leaders reinforced why investing time in education and mentorship matters.

Jim then reflects on episodes centered on leadership under pressure, including Kyle Price from Caterpillar and Darrin Lucas from Nissan. Both talked about disruption as something you plan for, not something that throws you off balance. 

Tariffs, volatility, aftersales pressure, none of it was treated as a crisis. The focus remained on preparation, trusting teams, and staying level-headed. The takeaway was simple but powerful. The way leaders respond sets the tone for everyone else.

For Jan, Kate Vitasek’s work on collaborative agreements stood out because it moved beyond talk and into how collaboration actually works. But with structure, accountability, and measurable business impact.

Ted Mabley’s data-driven discussion on RFQs exposed how outdated processes still slow the industry down and why technology only works when people are willing to rethink habits and silos.

The episode closes with a grounded reminder: AI, standards, and platforms matter, but they are not shortcuts. Progress depends on people, relationships, and the willingness to unlearn old ways of working. 

With that perspective, the hosts wrap up 2025 grateful for the conversations, the community, and the momentum heading into the year ahead.

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 & 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

Mentioned in this episode:

• QAD Midwest Users Conference: Community, Culture and Innovation
• Developing Future Leaders: Inside the General Motors and WSU Supply Chain Case Competition
• Resilient by Design: Embedding Risk Strategy into Procurement Decisions with Kyle Price
• Nissan Redefines Aftersales Across the Americas with Darrin Lucas
• Vested Partnerships: Transforming Automotive Negotiations Into Win-Win Partnerships with Kate Vitasek
• Quote Chaos: Inside The Rising Pressure On Automotive Industry's RFQ Teams with Ted Mabley
• Procurement in Motion: How SRM Drives Better, Faster Supplier Decisions with Achim Gatternig

Brand loyalty at Nissan isn’t earned during a sale. It’s earned later, when a driver needs a repair, and the part they need is already there. That moment shapes Darrin Lucas’s work. He leads after-sales supply chain operations across the Americas, making sure vehicles stay in service instead of sitting in a bay waiting for parts.

His team manages warranty support, service parts, and dealer inventory with one goal in mind: a repair should feel routine to the customer. The planning beneath it, however, is anything but routine. Instead of reacting to dealer requests, they work ahead of demand and stock items based on what they expect will be needed weeks from now.

To make those decisions earlier and with more accuracy, Nissan is moving past traditional forecasting habits. The company utilizes AI-driven predictions, real-time performance dashboards, and automation in its distribution centers to prepare the correct parts before customers arrive for service. 

With better insight comes a different kind of supply chain partnership. Suppliers aren’t just shipping parts; they’re sharing data, adapting quickly, and helping Nissan support both production and service without sacrificing one for the other.

Dealers are also part of the strategy. Darrin talks about advisory boards where dealers give feedback, test ideas, and influence how inventory gets planned. 

This helps Nissan prevent shortages before they occur, and it provides a clearer picture of what customers are actually experiencing in service bays, not just what spreadsheets predict.

Darrin’s own career mirrors the way Nissan wants the organization to work. He joined Nissan as a packaging engineer and moved into logistics, quality, and operations because leaders encouraged him to learn beyond his role. That gave him the perspective he uses today. 

Now, he leads by giving his team the same space to grow, allowing people to learn, think independently, and solve problems without being controlled by every metric. When people understand the business, the KPIs follow.

Nissan views after-sales as an ongoing promise to customers who have already chosen the brand. It isn’t a backup to manufacturing or a response to breakdowns. It’s part of the relationship that continues long after the car leaves the showroom, earning loyalty through every mile the vehicle stays on the road.

Themes discussed in this episode:

• How stocking service parts weeks in advance prevents vehicles from sitting idle at the dealership
• The shift from outdated forecasting methods to AI-driven demand planning in automotive after-sales
• How automation in distribution centers speeds up service part delivery and reduces wait times
• Why suppliers must support both production and after-sales to meet customer repair expectations
• The increasing demand for OEM parts through e-commerce and how it disrupts traditional delivery models
• How proactive parts planning turns after-sales into a strategic advantage instead of a reaction to breakdowns
• The value of cross-functional experience in building leaders who understand the entire parts lifecycle
• The responsibility of after-sales supply chain teams to maintain customer confidence after the sale

Featured on this episode:

Name: Darrin Lucas

Title: Director, Aftersales Supply Chain Operations Americas at Nissan North America

About: Darrin is the Director of Aftersales Supply Chain Operations for the Americas region at Nissan Motor Corporation, where he leads strategies to optimize logistics and ensure the timely delivery of parts across the dealer network. With nearly two decades at Nissan, Lucas has played a pivotal role in strengthening supply chain resilience and driving operational excellence. Passionate about collaboration and continuous improvement, Lucas emphasizes efficiency, speed to market, and customer satisfaction as core priorities for Nissan’s aftersales operations.

Connect: LinkedIn

Episode Highlights:

[04:41] Where Loyalty Actually Starts: After sales is the part of the business that earns trust by keeping vehicles on the road through parts support, service, and warranty care long after the sale.

[06:50] Forecasting the Fix: Nissan is shifting from traditional demand guesses to AI forecasting and stronger supplier partnerships to keep the right parts flowing where repairs are needed most.

[08:43] Manual to Smart: Nissan is introducing AI forecasting, real-time dashboards, and new automation tools to replace manual after-sales planning and boost operational efficiency.

[09:24] From Hesitant to All In: Darrin admits he once doubted AI, but now pushes his team to embrace it fully as a tool that strengthens customer support and future talent development in supply chain.

[10:13] Collaboration Still Wins: Darrin credits better forecasting and open performance data as the foundation for trust-driven collaboration with suppliers, purchasing, and dealerships.

[11:07] Dealers in the Driver’s Seat: Nissan uses rotating advisory boards to test ideas, challenge plans, and give real service feedback before new after-sales initiatives roll out.

[12:57] A Culture People Return To: Nissan’s culture encourages employees to explore new functions, build cross-functional experience, and even boomerang back because empowerment makes them want to grow there.

[16:31] AI, Automation, and Going Green: Nissan plans to expand AI forecasting, automate distribution centers, adopt eco-friendly packaging, and build centers of excellence across the Americas to boost after-sales performance.

[17:25] No More “How We’ve Always Done It”: Darrin challenges suppliers to move faster, stay flexible, and break old norms so they can meet changing customer needs without hesitation.

[18:28] Unlearning the OEM Way: The industry must rethink daily dealer delivery models and learn to serve e-commerce customers with new expectations and faster final-mile options.

[19:35] Empower First, Measure Second: Darrin leads with family-style trust and balance, believing that when people are empowered, culture delivers the results KPIs never could.

[21:35] Leaders Who Think Ahead: He looks for people who challenge norms, plan beyond the KPIs, and drive improvement instead of repeating the same work without progress.

Top Quotes:

[00:00] Darrin: “After sales or service part is everything we do to support the customer after that initial vehicle sale. That's about keeping the vehicles on the road and ensuring the customers are confident in our parts availability, service support, and warranty care. It's where we build a trust with the customers, and we want that brand loyalty because we want them to come back to the brand again and again.”

[17:54] Darrin: “We have to be more dynamic, flexible, and adjust to our customer needs and adjust to the industry. I think we've had a lot of events over the last 15 to 20 years that've kind of challenged us from a flexibility perspective, and we're better for it, but I think we can even improve on that. With customer demands and trends changing ever so often, we have to be able to shift almost on a dime these days to make sure we're satisfying them.”

[20:23] Darrin: “Leading a large team as I do, across the Americas region, it's all about empowering my team. And I think it's key to our success, right? Without it, we can't service our customers. And I like to say I try to lead with balance. So that's operational excellence, sustainability, and team engagement. Because strategies only work where the culture brings it to life.”

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.”

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.

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...]]>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.”

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.

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.”

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.”

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.”

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.”

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.

“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...]]>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.”

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...]]>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.”

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)

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.”

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.

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...]]>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.”

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.”

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.”

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...]]>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.”

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...]]>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.”

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...]]>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.”

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.”

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]]>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.”

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.

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.

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...]]>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.”

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...]]>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.”

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.”

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.

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]]>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.”

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...]]>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.”

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...]]>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.”

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.”

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]]>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.”

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.