Explore every episode of the podcast Auto Supply Chain Champions
| Title | Pub. Date | Duration | |
|---|---|---|---|
| Automotive Supply Chain Talent: What New Hires See First | 14 sept. 2026 | 00:27:35 | |
The automotive industry has spent decades perfecting the physical supply chain. The data underneath it still doesn't line up, and the people walking in the door right now spot it in their first month. In this episode of the Auto Supply Chain Champions Podcast, Jan and Tom Roberts sit down with Wayne State University supply chain students Mia Bustamante and Daniel Kuzniar to hear what the working world looks like from the entry point. Both landed on live problems immediately. Mia's worked on automotive, consulting, finance, and healthcare projects, focusing on cost optimization, launch readiness, and data analysis. Daniel spent his first year of a tier one co-op on tariffs and supply chain mapping. Data is the first thing they name. In school, the set is clean, and the answer's already known. At work, the first job is finding where the data lives: one system here, another team's version there, an Excel tracker somebody built ten years ago and never explained. Daniel saw the same problem from the tariff side. Seven good forms from seven good teams, each right for its own purpose, none able to line up against the others. His ask of the industry is cross-functional data standardization, which is another way of saying you can't ask AI to make sense of silos you haven't broken. Leadership is where both land next, and they use the same word for it: context. Tell a young employee what decision the work supports and who'll use it, and the work comes back better. Give them something to own, and they stay. When his manager was out for a week, Daniel ran daily meetings for a group of co-ops and built the agenda himself. He'd never done anything like it, and the culture made it safe to try. This conversation challenges leaders to stop treating early-career talent as a pipeline problem for later. The people asking why a report exists are asking the right question, and the companies that bring them into the room early, with context and real ownership, will move faster than those still saying, "go get it done." Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Mia Bustamante Title: Supply Chain Management and Finance Student, Wayne State University About: Mia is a student at Wayne State University’s Mike Ilitch School of Business, pursuing a double major in Global Supply Chain Management and Finance. Through internships, consulting projects, and case competitions, she has gained experience across purchasing, supply chain, finance, and automotive operations. She is passionate about technology, leadership, collaboration, and the evolving future of the supply chain industry. Connect: LinkedIn Name: Daniel Kuzniar Title: Honors Global Supply Chain Management Student, Wayne State University About: Daniel is the president of Wayne State University’s GSCMA (Global Supply Chain Management Association) & a procurement co-op focusing on tariffs for a tier one automotive supplier. Daniel works to coordinate and standardize all types of tariff information to be simple and understandable from the top level, and as accurate as going through each entry & invoice form. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [02:13] Straight Into the Deep End: Mia's worked across four industries before finishing her degree, and Daniel's first year at a tier one supplier put him on tariffs and supply chain mapping, two of the least settled areas in the business. [06:34] There's No Clean Data: Mia's biggest surprise wasn't the analysis. It was discovering that finding the data comes first, and that nobody agrees on where it lives. [08:23] Standardizing While the Rules Change: Daniel built forms and processes for tariff data while the tariffs themselves kept moving, and suppliers didn't always fill them in the same way. [11:59] Context Beats Instructions: Mia explains what separates the leaders she learned from: they say what decision the work supports and who's going to use it. [14:49] Trusted for a Week: With his manager out, Daniel ran daily meetings for a group of co-ops, handed them ownership of the calls, and learned what's possible when a culture makes it safe to try. [17:55] Verify Before You Trust It: Daniel limits AI while he's still building the skill; Mia uses it daily and checks it against a professor or a textbook. Tom makes the case that a degree without AI fluency is worth less than it should be. [22:32] Seven Forms That Don't Talk: Daniel's answer on what the industry should fix is cross-functional data standardization, and Tom traces the mess back to growth by acquisition and system convergence nobody ever finished. [24:32] Bring Them Into the Room: Mia asks leaders for the one thing a training video can't deliver: a seat in the meeting where experienced people think a problem through out loud. Top Quotes [07:11] Mia Bustamante: "School teaches you how to analyze that data, but work really teaches you how to find the data first." [14:25] Tom Roberts: "(Empowerment) gives you tools and context and removes obstacles for you and lets you do the work." [15:31] Daniel Kuzniar: "The most important thing is to empower co-ops, interns, allow them to have ownership over certain things so that they understand that responsibility going into the workforce." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Labor Day Break | The Auto Supply Chain Champions Podcast | 31 août 2026 | 00:02:07 | |
The Auto Supply Chain Champions Podcast is taking a short break this week. To listeners in the US, Jan and Tom Roberts wish you a Happy Labor Day. The next episode releases on September 14, and it turns the microphone toward the people the industry keeps saying it needs: two supply chain students from Wayne State University who have already spent time inside the workplace. Jan and Tom wanted to know what these students expected when they walked in, whether the reality matched, and how they handled the data, leadership, and the culture they found on the job. Their answers give manufacturing leaders a rare, unfiltered look at how the next generation sees the organizations they are about to join. This podcast is powered by QAD RedZone. About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Supply Chain Challenges in the Ultra Luxury Auto Sector | 17 août 2026 | 00:23:48 | |
The automotive supply chain runs on scale. Volume buys capacity, amortizes tooling, and puts a buyer at the front of the queue. Karma Automotive builds roughly 150 vehicles a year, so none of that leverage exists. A traditional tier-one scrap earns more in a week than Karma needs in twelve months. In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts sit down with Juan Lalinde, Director of Global Purchasing at Karma Automotive, the California ultra-luxury automaker built from the assets of Fisker. Juan sources a company where a $2 million tooling quote sits against a 150-unit build year. His model is not a smarter algorithm. It is a stronger network. AI clears the noise, and the non-value-added work, and the doors still open the old way, through a knock, an introduction, and a supplier who wants a shot at ultra-luxury. Juan calls it HI. Human intelligence. That approach got tested. Karma pulled a structural program out of Northern Europe, where the Fisker-era extruders had merged, closed, or scrapped the tooling, and localized it with a supplier in Tijuana, two hours down the road. Requalification finished. The tooling was paid for. Then the tariffs on Mexico landed. Juan ran the numbers, saw that China carried heavier-duty and domestic quotes at 10 times the cost, and chose to stay and work the problem with the supplier. What came out of it is a different kind of negotiation. Karma hands the supplier the schedule: deliver 100 parts by the date, and run the job at 1:00 in the morning if that protects the capacity, paying their bills. Juan is also clear that Karma is not a pure EV. The motors are electric, and the engine exists only to charge the battery, which takes charging infrastructure out of the decision, where it still stops buyers. Most supply chain leaders will never buy at 150 units a year, and the lesson holds anyway. When volume stops doing the negotiating, what is left is the relationship, the speed of the call, and whether the supplier believes the business is going somewhere. That work does not automate. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Juan Lalinde Title: Director of Global Purchasing, Karma Automotive About: Juan is Director of Global Purchasing at Karma Automotive, with extensive experience in global supply chain management and process improvement. Known for driving operational efficiency and leading high-performing teams, Juan has delivered multimillion-dollar savings and innovative solutions across the automotive and technology sectors. Juan holds an MBA from the University of San Diego and is fluent in English and Spanish. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in the Episode:
Episode Highlights [03:11] The Phoenix in the Portfolio: Juan describes the third-generation Revero as the proof of everything Karma has engineered since 2020, with the Gyesera, the Ivara, and the Kaveya super coupe behind it. [04:10] Volume Buys You Nothing: Traditional tier ones and twos scrap more in a week than Karma needs for a year, so the search is for a partner who cares about the part rather than the quantity. [06:16] Everything Matters at 150 Cars a Year: Juan walks through the paint shop and the body-in-white line, where the goal is to give skilled people their time back and keep rework from stealing it. [08:09] “I Know a Guy” Is a Sourcing Strategy: Karma finds the operator who left a big tier two to open a shop, checks for ISO certification, and develops them toward IATF. If they grow, Karma grows. [09:30] AI Clears the Noise, HI Opens the Door: Juan draws the line between what AI is good for and what still requires a person, and explains why Karma has had to hear a lot of noes to get its yeses. [14:56] Not a Pure EV, and That Is the Point: The powertrain is electric, and the engine only generates power for the battery, which Tom credits as a direct answer to range anxiety. [19:19] The Tariff That Landed After the Tooling: Karma localized an aluminum program to a Tijuana supplier, invested in tooling, and then watched duties on Mexico appear. The relationship, not the contract, carried the cost conversation. [21:00] Hand the Supplier the Schedule: Forecasting and open communication let Karma work around a supplier’s capacity instead of competing for it, which is how a 100-piece order stays welcome. Top Quotes [08:09] Juan Lalinde: "The automotive is a big industry, but it's a small space." [09:30] Juan Lalinde: “Even though AI is the future, for us, HI, human intelligence, is what’s taking us to the next step.” [16:57] Juan Lalinde: “It’s a game of Whac-A-Mole. It’s like a trivia pursuit but with tariffs. You don’t know what you’re gonna get in the next roll of dice.” If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| The Office of Resilience: Automotive's Missing Function | 03 août 2026 | 00:28:02 | |
Resilience is the most used word in automotive, and one of the least staffed functions in it. It turns up in board decks, on conference panels, and in webinar titles, and then the next disruption hits, and the response doesn't look any different from the last one: a war room, a handful of empowered people, and a lot of luck. In this episode, Jan Griffiths and Tom Roberts sit down with Ambrose Conroy, CEO of Seraph, to put structure behind a phrase most leaders use loosely. Ambrose built his firm on crisis work, and his answer to the resilience question isn't a mindset. It's an org chart. Build an office of resilience, staff it full-time, and have it report to the CEO or the board. The model already exists outside automotive. Shell and Apple run standing teams that watch their value chains down to raw material pricing, and Apple's got roughly 100 people doing it. Toyota does the same work without giving it a name. What separates them from most OEMs and tier ones isn't intent. It's the ability to see across their own data. That's where most companies stop. Multiple ERP instances, disconnected PLM systems, and dozens of cross-reference tables make it slow to answer a simple question: what stops if the rare earth supply is disrupted, or if an earthquake takes out a plant in Japan? Ambrose and Tom are blunt about what dirty master data does to AI. It drifts. It hallucinates. It returns alerts nobody can act on. Speed is the second half of the argument. In the Novelis disruption, three OEMs faced the same problem. One had an alternate capacity locked in within 48 hours. One followed the full qualification process and lost weeks. The third didn't really know what was going on. The mindset shift is the hard part, and Jan says so plainly about her own years running the supply chain. Nobody wants to fund headcount against a risk that hasn't happened yet. The leaders who fund it anyway will be the ones still shipping when the next choke point closes. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest 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 About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in the Episode: Episode Highlights [00:04:35] What an Office of Resilience Is: Ambrose anchors it to the board risk committee mandate. The office exists to protect your ability to deliver today's products and services, no matter what happens. [00:05:34] Seeing Across Your Own Data: The blocker isn't strategy. It's architecture. Most OEMs and tier ones have built systems that can't give anyone a cross-enterprise view. [00:07:57] AI Drifts on Dirty Data: Fifty reference tables and disconnected PLM systems produce alerts nobody trusts. Tom points out that's exactly where big data analytics projects fell over a decade ago. [00:09:04] If It's Not in the System, It's Risk: Working around the system of record feels faster in a crisis, and it's what leaves you people-dependent when things start going wrong, and people get tired. [00:13:44] The Cost-Down Era Is Over: Annual price decreases aren't coming back. Ambrose argues that if you're not running the what-if scenarios, the crisis and chaos will cost you far more than the five or ten strategic heads you didn't want to fund. [00:16:45] Who Owns It: CEO, CFO, or board. Anywhere below that, silos and politics kill it before it's produced anything. [00:19:42] Part-Time Doesn't Work: You need full-time people from finance, legal, supply chain, and strategy, led by someone with the standing to challenge peers. Ambrose calls it a grooming ground for future senior executives. [00:22:02] Three OEMs, One Disruption: The Novelis situation exposed the gap between empowered decision-making and process compliance, measured in weeks of lost capacity. [00:24:09] Measuring Risk You Prevented: Purchasing savings as a metric is done, and Ambrose points to an OEM that skipped a volume-specific contract to capture some. Success is relative now: how fast your organization absorbs disruption compared with direct competitors. Top Quotes [00:06:33] Ambrose Conroy: "It's not just getting out of China, it's not just regionalization, it's making sure you have business continuity moving forward, no matter what." [00:16:15] Ambrose Conroy: "So an office of resilience needs to be able to take that into account, and you need to have the data to do it. But you also need to have the organization, you need to have the will, and you need to have the sponsorship from a board level or a CEO level to make it work." [00:27:00] Ambrose Conroy: "There's a lot of choke points out there right now that could close, thinking through those proactively and comparing how your organization performs to those of your direct competitors is the cleanest way to measure the impact and success of the office of resilience." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Automotive Supply Chain Resiliency: Trade Shocks, Commodity Risk, and AI Scenario Modeling | 20 juil. 2026 | 00:20:03 | |
The disruption isn't coming. It arrived with dates attached. July 1 brought the USMCA review, and Canada got left in the cold. July 20 marks the end of the Section 301 investigations. July 24 is when the Section 122 tariffs, currently capped at 10% and set to expire, have no automatic renewal. Q2 wasn't a quarter to review. It was a quarter to survive. In this host-only Q2 review, Jan Griffiths and Tom Roberts trade the guest chair for a hard look at a quarter that refused to sit still. Trade policy moved. Commodity prices moved. The talent question moved. And underneath all of it sits the problem QAD has named for years: manufacturers don't have a data problem, they have an execution problem. The trade math keeps splitting into smaller pieces. Companies may soon have to separate US and Canadian content, then carry that split through every tier of the chain, where country-of-origin data was already hard to trust. Commodities pull the same thread. With the Strait of Hormuz closed at the time of recording, oil spiked, and aluminum, resin, and plastics moved with it. Tom describes tier ones already using AI to catch index swings against exploded BOMs and recover costs that were once hidden in one analyst's spreadsheet. The data was always there. The speed wasn't. Then there's resiliency, the word every leader defines differently. Jan and Tom settle on a working one: know where your risk sits, and be ready when something breaks. The Novelis fire, a single Nylon 12 plant, an earthquake that takes out paint for the F-150, none of these are hypothetical, and AI now lets a team model that exposure across a region before it lands. The quarter closed on the people who inherit it all. Universities call AI cheating. The employers hiring those same graduates expect it on day one. That gap is real, and it starts to close on a plant floor, not behind a screen. Q2 proved the old playbook can't keep pace. The leaders who win the back half won't wait for stability that isn't coming. They'll have built the data, the scenarios, and the bench before the next headline makes the decision for them. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in the Episode: Episode Highlights [02:15] The USMCA Cold Shoulder: The July 1 review signaled the US has little interest in keeping Canada and Mexico together, and this breakup will be bumpy. [03:33] The Dates That Decide Q3: July 20 and July 24 bring Section 301 and Section 122 to a head, with 12.5% duties on 46 countries in play. [05:23] Splitting Content Across the Tiers: Separating US and Canadian content means multiplying already-hard country-of-origin data through every supplier tier. [06:52] What ETL Actually Means: Tom breaks down extract, transform, load in plain terms, and why clean data decides your tariff exposure. [11:00] The Spreadsheet Nobody Can Read: AI can flag index movements for cost recovery instead of trusting the one analyst who understands the file. [12:10] Resiliency Starts With Risk: Know where your exposure sits and have a plan ready before the next plant fire, earthquake, or closed strait. [14:51] From Failed Pilots to Real Wins: AI pilots succeed when they start with a known problem and a defined outcome, not "let's apply AI and see." [17:45] Build the Bench on the Plant Floor: Students need real plants and real AI tools, closing the gap between how they learn and how they'll be expected to work. Top Quotes [06:33] Tom Roberts: " Clean data is going to be incredibly important with those product codes, product classifications to understand what is actually exposed to tariffs, what's not, and I think AI is gonna play a big part in helping to automate some of the cleanup and transformation. " [12:10] Jan Griffiths: "Resiliency is really, step one is understanding where your risk is and being ready when something breaks." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Is USMCA Dead? What the 2026 Renegotiation Means for the Auto Supply Chain | 06 juil. 2026 | 00:25:26 | |
The auto industry didn’t lose USMCA on July 1st. It lost the assumption that the rules would sit still. The agreement isn’t dead. Nobody packed their boxes. But the US declined to renew the deal as written, and it opened what could be a 10-year renegotiation of the trade framework that governs somewhere between 1.6 and 2 trillion dollars a year, with autos at roughly 18% of that. The proposal on the table increases North American content from 75% to 82%, with half of that produced specifically in the US, and 25% tariffs still in place as leverage. In this episode, Jan Griffiths and Tom Roberts bring back QAD trade experts Ian Berman and Joshua Guy to separate what actually changed from what only sounds like it did. The headline reads like an attack on trade with Mexico and Canada. Ian reframes it fast: the real target is China and Mexico, as the bridge suppliers have used to skate on tariffs. If you’ve been finding loopholes, this is the light being pointed at them. Nothing changes tomorrow. That’s the trap. The suppliers who wait for final rules will be doing origin math under deadline pressure that the prepared ones have already finished. Qualifying under the new content thresholds forces every supplier to expose its true bill of materials, and then to know its supplier’s supplier’s supplier. That’s not a sourcing problem first. It’s a data problem first. Joshua makes the same case from the trade-zone side. Foreign-Trade Zones won’t erase the origin issue, but used well, they’re a lever that mitigates duty exposure, with ROI that usually lands inside year one. 2025 was the largest growth year FTZ usage has seen, and DC is staffing up for another record in 2026. Underneath it all, the hosts keep returning to one message: data quality is the survival trait, systems turn that data into decisions fast enough to matter, and agility is the posture, because the volatility isn’t a phase to wait out. This episode is a reminder that global trade is not back-office reporting. It is a strategic infrastructure. Leaders who treat it as such gain flexibility, cash flow timing advantages, and margin recovery. Those who do not will absorb the cost and call it unavoidable. Themes Discussed in This Episode
Featured Guest Name: Ian Berman Title: Global Trade and Transportation Expert About: Ian is the Manager of Business Consulting with QAD Supply Chain. Ian has been with QAD for 11 years and has 20 years of experience in global trade and transportation management. He holds a Masters Degree in Supply Chain Management as well as an ASCM CLTD Certification. Connect: LinkedIn Name: Joshua Guy Title: Foreign Trade Zone (FTZ) Specialist About: For more than 25 years, Joshua has worked at the intersection of engineering, product leadership, and global trade, helping organizations bring structure and clarity to complex supply chains. Today, he leads strategy for Foreign-Trade Zone solutions that enable multinational importers to manage tariff exposure, reduce compliance risk, and strengthen financial performance. He also led the development of QAD FTZ, an industry-leading Inventory Control and Recordkeeping System that supports manufacturers, distributors, and 3PLs as they move from reactive compliance to proactive, resilient trade strategy in a volatile global environment. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [01:43] Couples Therapy for Your Sourcing Strategy: Jan opens with Pete Mento’s framing of the July 1 news, and the room agrees the metaphor fits: every sourcing decision now comes with an asterisk. [02:39] The Real Target Isn’t Mexico: Ian reframes the headline. This is aimed at China and the Mexican bridge suppliers have used to skate tariffs, not at North American trade itself. [03:57] A Light on the True Bill of Materials: New content thresholds force origin math that exposes what a product is actually made of, and pushes visibility down to the supplier’s supplier’s supplier. [04:40] Tier Two Data Becomes an Advantage: Josh makes the case that clean, auditable upstream data is what separates the suppliers who survive this from the ones who scramble. [05:19] The Data Sensitivity Problem: Tom names the tension: OEMs want deeper visibility, and tier ones are wary of exposing their supply base and origin data outside their four walls. [09:02] FTZ as a Tool in the Toolbox: Josh explains what Foreign-Trade Zones can and can’t do. They won’t erase the origin issue, but they mitigate duty exposure in export-heavy flows. [11:06] A Record Year for Foreign-Trade Zones: 2025 was the largest FTZ growth year yet, and the DC board is staffing up for another record in 2026. Awareness of the lever is finally catching up. [13:04] The ROI Is a No-Brainer: Josh walks Tom through the math: most companies recoup FTZ setup and software costs inside year one or two, before the deeper savings even count. [15:50] Rules of Origin, in Plain Terms: Ian breaks down what a rule of origin actually is and why knowing your biggest BOM cost line matters more than any headline percentage. [19:48] Stress-Test the BOM Now: Jan lays out the starting move: run 82% regional and 50% US content against your bill of materials, prioritize the parts, then build the action plan. [22:32] The Monday-Morning Playbook: Ian, Josh, and Tom close on three moves: baseline your data, put systems in place, and stay agile, because the volatility isn’t slowing down. Top Quotes [04:15] Ian Berman: “ If you're not doing FTA calculations and origin determinations today, my guess is you'll be doing them tomorrow because that's what's really gonna be tied in if you wanna keep being able to use these aspects.” [12:29] Joshua Guy: “You might not be able to get the full savings that you once might have had, but you can use these different tools available to squeeze out just enough margin to stay competitive.” [22:11] Jan Griffiths: “It's about reducing those decision-making cycle times, being able to grab the situation, grab the ball, and pivot and move with it quickly.” [24:40] Tom Roberts: “You got to have great data, and you got to make some decisions, and it's something you can't leave behind. You can't just kinda wait it out. It's good to get in front of it now.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Building the Next Generation of Supply Chain Leaders with Professor Leah Wolf | 22 juin 2026 | 00:29:58 | |
The automotive industry spends a lot of time talking about supply chains, but not nearly enough time talking about the people who make them work. In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts are joined by Leah Wolf, retired General Motors supply chain executive and professor at Central Michigan University, for a conversation about one of the industry's most important and often overlooked challenges: developing the next generation of supply chain talent. After spending 33 years leading supply chain operations at General Motors, Leah now brings real-world experience into the classroom, helping students bridge the gap between theory and execution. From case competitions and plant tours to supplier strategy and inventory management, she shares how universities can prepare students for the realities of today's manufacturing environment. The conversation explores how the skills required for supply chain success are evolving. Technical knowledge remains important, but leadership, teamwork, adaptability, and problem-solving skills continue to set great supply chain professionals apart from the rest. As AI and automation reshape the industry, Leah and Tom discuss why technology will amplify human capability rather than replace it. This conversation challenges supply chain leaders to rethink their talent pipeline. The organizations that build strong partnerships with universities, invest in experiential learning, and engage future talent early will be better positioned to navigate disruption and lead the next era of automotive supply chain excellence. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Leah Wolf Title: Professor of Supply Chain Management, Central Michigan University; Retired General Motors Supply Chain Executive About: Professor Leah Wolf spent 33 years with General Motors, primarily serving in global supply chain leadership roles across North America and Europe. Since retiring from GM in 2016, she has focused on developing the next generation of supply chain professionals, teaching graduate and undergraduate supply chain management courses at Central Michigan University and Wayne State University while bringing decades of real-world industry experience into the classroom. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [02:43] From the Plant Floor to Global Supply Chain: Leah reflects on her 33-year career at General Motors, beginning as a production supervisor and eventually leading supply chain operations across multiple countries and cultures. [04:28] Learning Beyond the Classroom: Students gain hands-on experience through case competitions, trade shows, plant tours, and real-world consulting projects before entering the workforce. [08:53] The Total Enterprise Cost Lesson: Jan and Leah discuss why great supply chain decisions require balancing piece price, inventory, logistics, quality, and supplier relationships rather than focusing on a single metric. [12:19] Teaching Real-World Problem Solving: Leah explains how she challenges students with current supply chain issues and forces them to think through implementation, execution, and business outcomes. [14:22] Making Supply Chain Exciting: Plant tours, warehouse visits, and real manufacturing environments help students understand the fast-paced and dynamic nature of supply chain careers. [18:28] The Skills That Never Go Out of Style: A sense of urgency, leadership, transparency, teamwork, and strong interpersonal relationships remain foundational skills for supply chain success. [19:46] The Blackout That Tested a Team: Leah shares a memorable story from the Northeast Blackout and how a highly engaged team found creative ways to keep production running. [22:31] Why AI Changes the Game: Tom and Leah explore how AI, automation, predictive analytics, and risk mapping are transforming supply chain operations and decision-making. [25:01] Preparing Students for an AI-Powered Future: Students are increasingly exposed to AI applications that automate routine processes and help supply chain professionals make faster, more informed decisions. [26:55] Building a Stronger Talent Pipeline: Leah encourages supply chain leaders to engage with universities early, support internships and experiential learning, and build relationships with future talent before graduation. Top Quotes [10:23] Leah Wolf: “Total enterprise cost is key, and I teach that all day long. You've got to run the numbers, and you've got to do the business case.” [15:18] Leah Wolf: "I would go into work every day thinking I've seen it all. And then, I'd go to work the next day, and something else that I'd never even dreamed would've happened would've happened. " [24:47] Leah Wolf: "Everything you just mentioned, I've done manually, and it's very difficult, and sometimes you can't get all the answers, and maybe until it's too late. But with AI, it's going to change all that. It's just gonna be amazing." Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Turning Data Into Action on the Shop Floor | 08 juin 2026 | 00:25:29 | |
Data is everywhere in manufacturing. Competitive advantage comes from turning it into action, where the work happens. In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and Tom Roberts sit down with Tom Luttrell, CIO of CSP, to discuss what it takes to modernize technology inside an automotive manufacturing company and why the future belongs to companies that move beyond systems of record and embrace systems of action. With more than three decades of experience leading technology transformations across automotive manufacturing, Tom shares how he approached his first year at CSP by listening first, understanding business problems before technology solutions, and building a roadmap centered on simplification, automation, and employee empowerment. The conversation explores the realities of disconnected systems, fragmented workflows, and siloed data that slow execution across manufacturing organizations. Tom explains why modern ERP platforms, AI-powered workflows, and agentic technologies can place critical information directly in the hands of maintenance technicians, operators, and frontline teams when they need it most. Rather than focusing on technology for technology's sake, Tom emphasizes a people-first approach. Success comes from making employees' jobs easier, reducing friction, improving decision-making, and creating tools that respect human expertise while accelerating action. In the latter part of the episode, QAD's Tom Roberts reflects on the shift from systems of record to systems of action, the role AI plays in uncovering the "why" behind operational issues, and why technology leaders must communicate in business terms rather than technical language. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Tom Luttrell Title: Chief Information Officer at CSP About: Tom is Chief Information Officer at CSP, bringing more than 30 years of experience leading digital transformation, ERP modernization, cybersecurity, and business growth initiatives across the automotive and manufacturing industries. Prior to joining CSP, he held CIO leadership roles at RealTruck, Shiloh Industries, and Masco Cabinetry, where he led large-scale global technology transformations, ERP integrations, and operational improvement initiatives. He holds degrees in Computer Information Systems and Business Administration and continues to advance his expertise in cybersecurity and risk management. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [02:17] Building a Data-First Culture: Tom explains his mission at CSP: modernize the technology foundation, create a data-first culture, and make it measurably easier for employees to do their jobs. [03:23] Listen Before You Lead: Technology transformation begins with understanding the business. Tom spent his first ninety days assessing systems, processes, talent, and trust before making changes. [06:40] From Systems of Record to Systems of Action: Traditional ERP systems capture transactions. Modern systems sense issues, trigger action, and help teams respond in real time before problems escalate. [08:30] AI for the Frontline: Instead of searching through hundreds of documents, maintenance technicians could use AI-powered tools to instantly access answers and solve problems faster. [10:46] The Point of Impact: The greatest value comes when critical information reaches the person closest to the problem, enabling faster decisions and better quality outcomes. [12:18] Reimagining the Shop Floor Experience: Tom outlines his vision for manufacturing execution systems that provide real-time visibility, automate routine transactions, and simplify work for operators. [13:46] Technology That Works for People: Whether through automation, scanning, image recognition, or AI-driven workflows, technology should remove friction rather than create it. [15:39] Speaking the Language of Business: One of Tom's biggest leadership lessons was learning to frame technology initiatives around business outcomes, not technical specifications. [17:42] Cybersecurity Without Creating Friction: Security matters, but successful technology leaders balance risk mitigation with maintaining productivity and enabling business operations. [21:08] The Power of Systems of Action: Tom Roberts explains how AI can move organizations beyond reporting what happened toward understanding why it happened and what action should happen next. Top Quotes [02:52] Tom Luttrell: “ The reason why I came in was to modernize our technology foundation for the company and to build a data-first culture, and to make it measurably easier for our employees to get their jobs done.” [10:55] Tom Luttrell: "You're putting the information in the hands of what I would call the point of impact, which would be the maintenance tech at that specific press looking at that specific problem." [16:20] Tom Luttrell: “ You have to primarily come at things from what problem are you trying to solve from a business perspective.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| From Playing With AI to Putting It to Work: A Practical Guide for Supply Chain and IT Leaders | 11 mai 2026 | 00:26:52 | |
Most of us are playing with AI; a few are putting it to work. The gap between the two is the difference between curiosity and a competitive edge. Jan Griffiths and Tom Roberts sit down with Cheryl Thompson, founder of the Cheryl Thompson AI Adoption Advisory Practice and one of the most practical voices in AI adoption today. With over 1,400 hours of hands-on learning, Cheryl has gone deep on what works, what doesn't, and where most people get stuck. This conversation is for the supply chain and IT professional who has dabbled in ChatGPT, gotten frustrated, and walked away. Cheryl breaks down the real difference between an AI assistant, a specialist, and an AI employee in plain English. She shares the prompt structure she uses every day, the mindset shift that separates the curious from the capable, and three things every supply chain professional should do this week to move from playing around to producing results. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Cheryl Thompson Title: Founder, Cheryl Thompson AI Adoption Advisory Practice About: Cheryl is on a mission to help small business owners and corporate professionals stop playing with AI and start getting real value from it. With more than 1,400 hours of dedicated AI learning and three rounds through an intensive 12-week training program, she has built a practice focused on practical adoption, not hype. Cheryl runs workshops and learning labs tailored by function, including supply chain and procurement, helping professionals build prompts, specialists, and AI workflows that fit how they actually work. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in this Episode:
Episode Highlights [03:11] The 1,400-Hour Rabbit Hole: How Cheryl’s curiosity about AI turned into an obsession and a full-scale commitment to helping people adopt AI with confidence. [08:20] The RCRQ Prompt Structure That Actually Works: Cheryl breaks down her practical framework for prompting AI effectively using role, context, request, and clarifying questions. [09:15] Custom GPT, Claude Project, Gemini Gem: Different platforms. Same concept. Cheryl explains how AI specialists and agents work behind the scenes. [12:57] AI Is the Loud, Confident Colleague Who Sometimes Makes Things Up: Why AI hallucinations happen, how people misuse AI like a search engine, and the importance of pushing back on outputs. [14:05] Parkinson’s Law Meets AI: Tom explores the real challenge companies face once AI gives employees back hours of productive time. [17:29] Only 27% of the Workday Is Real Work: Cheryl shares Asana research showing how administrative overload prevents professionals from focusing on high-value work. [18:20] Negotiation Prep Is an Ideal AI Use Case: From supplier negotiations to procurement strategy, Cheryl explains how AI can sharpen preparation and confidence. [19:37] Why Human Skills Matter More Than Ever: Jan reflects on how AI creates space for relationship-building, supplier collaboration, and the human side of supply chain leadership. [21:50] Three Practical Ways to Start Using AI This Week: Cheryl gives supply chain and IT professionals a simple roadmap for moving beyond experimentation into real AI adoption. Top Quotes [13:34] Cheryl Thompson: “AI is not going to take your job. Someone that knows AI is going to take your job.” [14:32] Tom Roberts: “Are people ready to say, okay, I've saved all this time, great. Now, what do I do?” [19:43] Cheryl Thompson: “Yeah, and I'm so glad you said that because we have to remember the human in this AI world.” Connect With Cheryl Thompson Find Cheryl on LinkedIn and learn more about her workshops and learning labs at her website (link in show notes). Connect With Us We want to hear from you. What are your biggest supply chain challenges right now? What conversations do you want to hear on this podcast? Drop us a comment on the podcast website. The link is in the show notes. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| When the Hacker Changes a One to a Zero | 27 avr. 2026 | 00:32:34 | |
The real cyber threat isn't someone stealing your data. It's someone quietly changing a one to a zero on your shop floor, and you not noticing until something breaks. Cybersecurity used to be the topic everyone talked about. Then it went quiet. Now, with AI accelerating attack capability and quantum computing on the horizon, it's more urgent than ever, and most automotive manufacturers are not ready. In this episode, Jan Griffiths and co-host Tom Roberts sit down with Klint Walker, co-founder of Rule of Three Security and a 20-year veteran of federal cyber leadership. Klint has spent his career protecting critical infrastructure across the southeast, and he knows exactly where the holes are in manufacturing operations. This conversation goes beyond the headlines. The flashy denial-of-service stories get the press, but the real risk is the integrity attack, the quiet manipulation that changes a value, degrades a part, or corrupts a backup. In a world where OT, IT, and IoT have all converged, the attack surface is bigger than most C-suites realize. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. Featured Guest Name: Klint Walker Title: Co-Founder, Rule of Three Security About: Klint has 20 years of experience spanning federal, DOD, and private industry cybersecurity leadership. He has protected critical infrastructure across the southeast United States and holds a master's degree from the Naval Postgraduate School in Homeland Security and Defense. At Rule of Three Security, he helps organizations build cybersecurity programs grounded in the three pillars of the field: confidentiality, availability, and integrity. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [00:03:21] What is cybersecurity, really? Klint opens with the question every C-suite should be able to answer but rarely can. It comes down to three pillars: confidentiality, availability, and integrity, and what those mean is different for every organization. [00:07:30] The integrity attack nobody is talking about. Threat actors changing a one to a zero. Manipulating a girder spec. Degrading a part. The attacks that don't make the news but can quietly compromise everything you ship. [00:10:00] The bank ransomware integrity story. Klint walks through how attackers can poison backups so that when you restore, you restore their fraudulent accounts as trusted data. Now apply that to a manufacturing BOM, a quality record, or a contract. [00:12:43] AI as the new attacker advantage. Reconnaissance that used to take weeks now takes 15 minutes. Threat actors are using AI to map employees, build social engineering campaigns, and stay undetected once inside. [00:16:50] The quantum arms race. Most organizations cannot tell you where they are using encryption, let alone whether it is quantum-ready. That cataloging exercise has to start now. [00:19:45] The five things a manufacturing C-suite should do. It starts with one question: have you defined cybersecurity for your organization? Most boards have never been briefed on the state of their own program. [00:21:30] The bank teller test. From the teller to the C-suite, every level of a bank gives a different answer to "what is the most important thing this business does?" If your front line is protecting the wrong thing, your cybersecurity program is broken before it starts. [00:24:22] The AI containment story. A single prompt pulled a draft executive downsizing memo from the CEO's inbox. Most organizations have not told their AI what it can and cannot touch. [00:28:14] The Rule of Three. The name of Klint's company comes from the three pillars. The job is making sure all three have visibility in your organization, and knowing which one matters most when something has to give. Top Quotes [00:06:58] Klint Walker: “Convenience is the opposite of security, and if you build something into convenience, you've bypassed security for it.” [00:08:12] Klint Walker: “The real threats out there might actually be what we call the integrity attacks. These get no love in the media, but these are where the threat actors are going in and they're manipulating data.” [00:23:43] Klint Walker: “If cybersecurity is not a culture of your organization, then it's just an add-on.” Don't Miss the Follow-Up Klint is coming back later this year to go deeper on tabletop exercises and the practical work of building a cybersecurity culture in a manufacturing environment. Subscribe so you do not miss it. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Q1 Is Done. What Did It Teach Us and What's Coming Next? | 13 avr. 2026 | 00:21:52 | |
The rear view mirror exists for a reason. Q1 is done. Jan Griffiths and co-host Tom Roberts look back at what Q1 revealed and look ahead at what Q2 demands. Tariff volatility. AI embedded in every executive's day. The domain knowledge gap that's quietly killing AI ROI. And a Q2 lineup built to help automotive leaders stop reacting and start acting. Over a year of tariff chaos has tested every supply chain in this industry. The companies that survived didn't just get lucky. They had data at their fingertips, not buried in spreadsheets or locked in someone's head. The ones still struggling? Still chasing Billy to find Susie's spreadsheet. And then there's AI. It's no longer theoretical. It's in everyone's day. But domain knowledge is the gap nobody's talking about. Commodity codes, customer master records, plant-level data inconsistencies. AI doesn't figure that out on its own. The humans who know the business have to be in the loop. In Q2, Jan and Tom are bringing in the guests who can help close those gaps. Cheryl Thompson on making AI practically useful for the average automotive professional. Klint Walker on the cybersecurity vulnerabilities hiding in plain sight on the shop floor. And a CIO whose entire focus is putting data in the hands of the people, and the culture shift that demands. Themes Discussed in This Episode
This podcast is powered by QAD RedZone. About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in the Episode:
Episode Highlights [00:01:10] Q1 in Review: Stop and Look at the Gain: Jan frames the episode around Dr. Benjamin Hardy's concept of the Gap and the Gain. The industry rarely stops to measure what it's actually achieved. [00:02:39] Data at Your Fingertips, or Not: Tariff disruption exposed the visibility gap. Tom describes the reality for most companies: chasing data across systems, people, and spreadsheets instead of having it ready when it matters. [00:04:16] The Old Playbook Is Broken: The way automotive operates, in silos and reactively, isn't built for a world where tariffs, geopolitics, and disruption arrive simultaneously and without warning. [00:08:11] Agentic AI: Not a Light Switch: Jan pushes back on the idea that AI eliminates headcount overnight. It requires intention, training, human-in-the-loop thinking, and a deliberate build-out of trust. [00:08:45] Domain Knowledge Is the AI Gap No One Talks About: The real barrier to AI delivering value isn't the technology. It's understanding the data structures, commodity codes, and business logic the AI has to work with, and that requires people who know the domain. [00:12:08] Q2 Preview: What's Coming: Cheryl Thompson on making AI practically useful. Klint Walker on cybersecurity blind spots in manufacturing. And a CIO focused on putting data in the hands of the people and the culture shift that requires. [00:19:34] Systems of Record to Systems of Action: Jan and Tom land on the core challenge: automotive must change how it makes decisions, breaks down silos, and uses data, or the disruption will keep winning. Top Quotes [00:05:45] Jan Griffiths: "The world that we lived in before, it's gone. You might as well forget it. The key now is to adapt to the world that we're in." [00:06:09] Tom Roberts: "Where you have your customs folks maybe buried in supply chain somewhere and they're kind of a, back, back, back, back office function. You can't do that. You can't do that with that process or the people, or the systems around it. They have to be tied to active data, real time data, because these things are changing every 150 days or 90 days, or whatever it might be." [00:15:02] Tom Roberts: "Automotive is one of the toughest supply chains in the world. When a finished vehicle has 30,000 parts in it, however many different suppliers, it can be daunting." [00:19:34] Jan Griffiths: "And I am gonna steal your tagline, Tom, working with these systems of record and not turning them into systems of action. We have got to do more of that and we've gotta change the culture behind it." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| The First 90 Days: How to Take Over a Purchasing Organization and Win | 30 mars 2026 | 00:20:06 | |
What does it really take to walk into a new purchasing leadership role and make it work? Not the strategy deck. Not the org chart. The real work: the people, the data, the relationships, and the hard lessons learned along the way. In this episode, Jan Griffiths and co-host Tom Roberts sit down with Marty Rathsburg, newly appointed Head of Purchasing at the Gemini Group, a tier one and tier two automotive supplier with 17 locations across North America. Marty brings decades of experience in operations, purchasing, quality, and private equity. But this episode isn't about what he's done before. It's about what he's doing right now and what he's learning in real time. One of the challenges Marty ran into? The ERP. Gemini operates on a single ERP platform across all 17 locations, which sounds like an advantage until you realize every plant has customized it differently. Job shops, serial production, different commodity codes, and different supplier codes for the same vendor. The data is there. Getting it to mean something is another challenge entirely. It's a problem that plays out across the industry every day, and it's exactly the kind of execution gap that the right technology and the right systems of action are designed to close. This is Episode 1 of a two-part journey. We're bringing Marty back in six months to find out how it actually went. Themes Discussed in This Episode
Featured Guest Name: Marty Rathsburg Title: Head of Purchasing, Gemini Group About: Marty is a transformation-focused operations and procurement leader known for bringing clarity to complex challenges. With 20+ years' experience improving performance and developing high‑impact teams, he’s delivered consistent growth by aligning people, simplifying systems, and driving action. Marty is recognized for his hands-on leadership style, building relationships at every level, and creating cultures where teams move fast and win together. Whether integrating acquisitions or strengthening supply resilience, He brings a grounded, people-first approach to automotive and industrial supply chains. Connect: LinkedIn About Your HostsJan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in the Episode:Episode Highlights [00:01:22] The Real Challenge of a New Role: Jan sets the stage: stepping into a purchasing and supply chain role is not about strategy on paper. The real challenge is deciding what to focus on first amid complexity. [00:02:47] Why Marty Chose Gemini Group: Marty shares what drew him to Gemini, rooted in firsthand experience working with them as a supplier and seeing their culture in action. [00:04:59] Start with People, Not Process: Marty’s first move: sit down with every buyer, listen, take notes, and understand the human dynamics before making any changes. [00:07:01] One ERP, Many Realities: Despite having a single ERP across the organization, inconsistencies and plant-level differences require deep validation and gut-checking of data. [00:09:11] The Danger of Silo Optimization: Jan calls out a common industry issue: optimizing at the plant level at the expense of enterprise-wide visibility. The mindset must shift to the full ecosystem. [00:12:59] Prioritizing Suppliers Beyond Spend: Marty explains how prioritization goes beyond spend, factoring in risk, single sourcing, and future growth. A four-hour car ride with a plant manager becomes a strategic turning point. [00:14:51] Building Stakeholder Alignment Through Action: Alignment is not achieved in meetings. It is built through listening, collaboration, and solving problems together. Walking in with all the answers is the fastest way to lose trust. [00:18:17] Three Principles for New Leaders: Marty’s advice: build relationships first, be relentless about understanding the data, and stay focused on outcomes while adapting the path to get there. Top Quotes[00:07:01] Marty Rathsburg: “You can't make decisions without the data, right? And you can't make effective decisions without the data… it's like playing with a deck of cards with half the cards there.” [00:09:11] Jan Griffiths: “We can no longer optimize for some, either a silo or a plant. We can't do that anymore. We have to think of the bigger ecosystem.” [00:16:21] Marty Rathsburg: “Be vulnerable, and then gain that trust, really moves it along quickly. And I think that is my main mode of operation when I'm trying to build these relationships.” [00:17:29] Marty Rathsburg: “Don't expect you're gonna take a hundred percent of the right steps… I've gotten comfortable with being uncomfortable, but call it out…” [00:15:54] Tom Roberts: “You have to have those to start having those relationships, breaking down barriers.” Don't Miss the Follow-UpMarty Rathsburg is coming back in six months. We'll find out what worked, what didn't, and what technology he used to solve the toughest problems. Subscribe so you don't miss it. Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Your Data Supply Chain Is Broken - Here's How to Fix It | 16 mars 2026 | 00:20:15 | |
Your physical supply chain is optimized. Your data supply chain is broken. That's the hard truth at the center of this conversation and it's one most automotive leaders haven't fully faced yet. In this episode, Jan Griffiths and Tom Roberts sit down with Kevin Piotrowski, Chief Transformation Officer at AIAG, to break down Catena-X: what it is, why it matters, and why the automotive industry can no longer afford to ignore it. Kevin makes the case clearly: the data that companies need to make decisions no longer lives inside their four walls. 60, 70, 80% of decision-critical data now comes from outside the enterprise, from supply chains both upstream and downstream. Catena-X is the ecosystem built to move that data securely, at scale, across the entire supply chain, while protecting IP, maintaining data sovereignty, and enabling AI and robotics to act on it. This is not another IT initiative. It's a movement. Approaching its fifth anniversary in Europe and hitting year one or two in North America, Catena-X is entering the adoption phase and AIAG is driving that effort as the North American hub. The Readiness Booster Program, a 12-week onboarding, is already helping companies of all sizes get connected. From small suppliers using an Excel file to large manufacturers building their own certified connectors, there's an on-ramp for everyone. The challenges are real. Trust between OEMs and suppliers has never been a strength of this industry. Data extraction from fragmented ERP systems is hard. And many companies haven't even defined a data strategy yet. But the companies that wait will absorb the cost. The companies that move will build a competitive advantage that compounds: in quality, sustainability, carbon footprint reporting, digital twins, and beyond. Jan and Tom will both be at the AIAG Elevate conference in Detroit on May 21st. If you want to understand what's coming and where the real tension between OEMs and suppliers sits, that's the room to be in. Themes Discussed in This Episode
Featured Guest Name: Kevin Piotrowski Title: Chief Transformation Officer, AIAG About: Kevin Piotrowski serves as Chief Transformation Officer at AIAG, where he leads North American efforts around Catena-X adoption and digital transformation across the automotive supply chain. Kevin brings deep expertise in data strategy, supply chain technology, and industry collaboration, working directly with OEMs, suppliers, and solution providers to accelerate the shift toward connected, AI-ready supply chains. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [00:00:00] The Broken Data Supply Chain: Jan explains that while automotive perfected the physical supply chain, the data supply chain remains fragmented across disconnected systems. Catena-X aims to connect and standardize how critical supply chain data moves. [00:03:04] What Catena-X Actually Is: Kevin explains Catena-X simply: a secure way for companies to exchange complex supply chain data across the entire network, not just point-to-point. [00:04:56] Data Sovereignty in Practice: Kevin describes how Catena-X protects sensitive relationships. Data moves only one level up or down the chain, so companies see outcomes without exposing supplier identities. [00:08:00] From Data to AI to Robotics: Clean data feeds Catena-X, which enables secure exchange, powers AI decision-making, and ultimately drives automation and robotics. [00:10:07] The Readiness Booster Program: AIAG’s 12-week onboarding program helps companies quickly join the Catena-X network with training, connectors, and testing for suppliers of all sizes. [00:12:28] The Real Challenge: Strategy Before Solution: Many companies jump to tools before defining their data strategy. Kevin emphasizes understanding what data exists, where it lives, and what should be shared. [00:13:46] Trust: The Automotive Industry’s Weakest Link: Jan and Kevin discuss how trust and collaboration across OEMs and suppliers will determine how fast Catena-X can scale. [00:17:11] Two Years and Five Years Out: Kevin predicts global expansion of Catena-X in the next two years, with broader adoption and measurable value across industries within five. [00:19:06] See You at AIAG Elevate – May 21 in Detroit: Jan and Tom commit to attending the AIAG Elevate conference to hear firsthand how OEMs and suppliers are approaching Catena-X adoption. [00:00:30] Tom: “Manufacturers don't have a data problem; they've got an execution problem.” [00:01:23] Jan: “We spend decades optimizing physical supply chains. We're very, very good at it. But that data supply chain is still broken.” [00:04:16] Kevin: “Today, 60, 70, 80% pick a number, but it's a big number. They need data outside their four walls to make the proper decisions.” [00:07:09] Kevin: “Data sovereignty is making sure everybody has access only to the data they should see and to nobody else's.” [00:09:07] Kevin: “It starts with data, it works its way where you need to exchange it in a secure way, and then it goes to AI engines, and then it goes to robotics.” [00:13:46] Kevin: “Trust up the chain and down the chain is gonna become a very key factor.” [00:17:47] Kevin: “Just like EDI and common barcoding and common quality requirements have saved the industry probably billions of dollars over the decades, this has that same promise.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast:... | |||
| You’re Looking at Global Trade the Wrong Way | 02 mars 2026 | 00:24:13 | |
Contact Ian at ian.berman@qad.com and Joshua at joshua.guy@qad.com for further conversation Global trade does not have a compliance problem. It has an execution gap. The classifications exist. The brokers are in place. The duties are being paid. Yet too often, trade is treated as documentation instead of strategy. In this episode, Jan Griffiths and Tom Roberts sit down with Ian Berman, Global Trade and Transportation expert, and Joshua Guy, Foreign Trade Zone specialist, to challenge that mindset and introduce a new one. Ian and Joshua make the case that tariffs are no longer a temporary disruption. They are a structural operating condition. With layered duties, stacked exposure, and policy volatility, organizations cannot afford to treat trade compliance as a cost center. The companies that will win are the ones that shift from a system of record to a system of action. That means modeling exposure before it hits. Scenario planning under uncertainty. Using infrastructure like FTZs deliberately. And building systems that react at the speed policy changes. The honesty in this conversation sets the tone. Jan openly admits she once treated trade compliance as something to “just like keep me clean. Don’t get me into trouble.” Ian confirms how common that mindset is, saying, “They look at that as just a cost center. Honestly, Jan…” That old-world thinking no longer works. Joshua explains why the stakes have changed: “This is way too complicated of an environment that is changing daily, and so you have to be dependent on systems for this. You cannot be dependent on the old way of how things work.” In a world where executive orders drop on Friday and implementation happens Tuesday, modeling tools and automation are no longer optional. They are survival mechanisms. This episode is a reminder that global trade is not back-office reporting. It is strategic infrastructure. Leaders who treat it as such gain flexibility, cash flow timing advantages, and margin recovery. Those who do not will absorb cost and call it unavoidable. Themes Discussed in This Episode
Featured Guest Name: Ian Berman Title: Global Trade and Transportation Expert About: Ian is the Manager of Business Consulting with QAD Supply Chain. Ian has been with QAD for 11 years and has 20 years of experience in global trade and transportation management. He holds a Masters Degree in Supply Chain Management as well as an ASCM CLTD Certification. Connect: LinkedIn Name: Joshua Guy Title: Foreign Trade Zone (FTZ) Specialist About: For more than 25 years, Joshua has worked at the intersection of engineering, product leadership, and global trade, helping organizations bring structure and clarity to complex supply chains. Today, he leads strategy for Foreign-Trade Zone solutions that enable multinational importers to manage tariff exposure, reduce compliance risk, and strengthen financial performance. He also led the development of QAD FTZ, an industry-leading Inventory Control and Recordkeeping System that supports manufacturers, distributors, and 3PLs as they move from reactive compliance to proactive, resilient trade strategy in a volatile global environment. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Episode Highlights [01:38] Falling on the Sword: Jan opens with honesty, acknowledging that she once viewed trade compliance as protection, not potential. It was about staying out of trouble, not driving advantage. That mindset, she admits, is exactly what leaders must now challenge. [03:58] Cost Center Thinking: Ian names the pattern many organizations fall into. Trade teams are treated as overhead, brought in after decisions are made, measured by cost instead of contribution. In today’s environment, that thinking leaves value on the table. [10:51] The New Reality: Joshua reframes the moment with clarity. Uncertainty is not a phase. It is the operating model. Leaders who accept that shift can move from reacting to preparing. [17:30] Start with a State of the Union: Before making bold moves, Ian calls for alignment. Understand what you buy, where it comes from, what you pay, and what systems support it. Clarity is the foundation for action. [10:33] Volatility Isn’t Going Away: Ian delivers the hard truth. Today’s structure will change again. Waiting for stability is not a strategy. Building agility is. [12:29] Systems Over Spreadsheets: Joshua draws the line between the old world and the new. Manual tracking cannot keep pace with stacking tariffs and shifting rules. Systems of action are no longer optional. They are essential. [19:37] FTZ as a Lever: Joshua shifts the lens from compliance to opportunity. Foreign Trade Zones are not paperwork exercises. Used well, they become a financial lever that improves cash flow and protects margin. [22:07] Leadership Urgency: Tom closes with resolve. When double-digit cost increases appear, leaders cannot hesitate. They must understand the full landed cost, explore every lever, and act decisively. Top Quotes [04:49] Ian: “They look at that as just a cost center. Honestly, Jan, and again, you fell on the sword and you're not alone.” [10:51] Joshua: “I think the only certainty is uncertainty in these times, right?” [12:29] Joshua: “You have to be dependent on systems for this. You cannot be dependent on the old way of how things work.” [22:07] Tom: “If I'm facing 10% additional cost, or 15 or 40, or whatever it is. I am gonna figure this out.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: https://autosupplychainprophets.com/ 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Beyond Dashboards: Building a Connected Workforce | 18 févr. 2026 | 00:21:02 | |
Manufacturers do not have a data problem. They have an execution gap. The dashboards exist. The reports are generated. The KPIs are reviewed. Yet too often, action stalls between insight and impact. In this episode, Jan Griffiths and Tom Roberts sit down with Zack Sosebee, SVP of Operations & Customer Success at Redzone, to explore what changes when data moves beyond visibility and into the hands of the people closest to the work. Zack shares a clear and practical vision of the connected workforce. Not as another layer of software. Not as another reporting system. But as a system of action. By giving frontline operators simple, real-time visibility through red, yellow, and green performance signals, manufacturers create clarity in the moment decisions are being made. That clarity builds accountability. And accountability drives results. What makes this approach powerful is its simplicity. Instead of overwhelming teams with endless metrics, Redzone focuses on a few meaningful signals that operators can influence hour by hour. When teams see performance in real time, they respond in real time. Maintenance is called sooner. Problems are escalated faster. Peer-to-peer competition becomes a positive force. Execution accelerates because ownership shifts to the frontline. But technology alone does not transform a factory. Coaching does. Zack explains how culture change happens when leaders reinforce new behaviors, close feedback loops, and respond quickly to issues raised by operators. When a long-tenured employee logs a safety concern and sees it fixed the same day, trust is built. When a retiring expert captures knowledge that strengthens the next generation, pride returns to the shop floor. These are not software wins. They are human wins. This conversation is a reminder that digital transformation is not about collecting more data. It is about empowering people to act with confidence and clarity. When operators think like supervisors and supervisors think like leaders, performance improves. More importantly, culture evolves. And in today’s manufacturing environment, the companies that win will be the ones that move from reporting yesterday to deciding what happens next. Themes Discussed in This Episode
Featured Guest Name: Zack Sosebee Title: SVP Operations & Customer Success, Redzone About: Zack is Senior VP of Operations & Customer Success at Redzone, where he leads the entire customer experience across coaching, implementation, and support, with a clear focus on delivering measurable results. A member of the early Redzone team, Zack helped build the company’s coaching organization and drives a people-first, customer-focused approach that empowers frontline teams and creates sustainable operational impact. Prior to Redzone, he held operations leadership roles at Ignite Solutions, Lockheed Martin, Porsche Cars North America, and Ford Motor Company. Zack holds both a bachelor’s and a master’s degree in Mechanical Engineering from the Georgia Institute of Technology. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. [01:30] Data in the Right Hands: Jan challenges the idea of simply “moving data to the shop floor” and raises the deeper issue of empowerment. Technology alone is not enough. Culture must enable action. [03:11] The Connected Workforce Vision: Zack explains Redzone’s founding vision: take critical executive-level data and put it directly in the hands of operators so they can think like supervisors and leaders. [04:42] Speed to Value Over Analysis Paralysis: Instead of overwhelming teams with data, Redzone focuses on just a few signals that drive immediate decisions and measurable operational gains. [09:33] Red, Yellow, Green in Real Time: Operators see hour-by-hour efficiency through simple visual scoring, creating healthy competition, faster decisions, and higher performance across lines. [11:33] Coaching Changes Behavior: Technology is only half the equation. Redzone coaches push teams to act on data, raising expectations and building sustainable cultural transformation. [13:52] Goodbye Paper Logs: Manual downtime sheets and whiteboard reports are replaced with real-time digital visibility that eliminates guesswork and false reporting. [16:27] The Skeptic Who Became a Champion: A long-tenured operator resistant to change logs a safety issue on day one. It gets fixed immediately. That moment transforms him into an advocate. [18:07] Legacy Over Retirement: A veteran employee planning to retire stays on after using Redzone to document his knowledge, leaving a lasting operational legacy. [19:58] Training vs Coaching: Zack clarifies the difference between learning which buttons to click and building new behaviors that fundamentally change how factories operate. [20:16] Culture Is the Real Business: Redzone is not just about software deployment. It is about coaching change and driving ownership at every level of the plant. [03:28] Zack: “And our view is that every worker in the factory should be there for a career, should care about their role, should be making decisions that help influence the factory to be better.” [11:22] Zack: “It's not about more data. It's about better decisions with the data you have.” [18:55] Zack: “When people feel like it's more than a job, all of a sudden, like it's fun to work.” [20:16] Zack: “If we have easy software and we have a simple deployment, we look at a few things. Now we coach in change and drive culture change, which is what we're really in the business of doing.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| 2026 Is Where Comfortable Strategies Go to Die | 02 févr. 2026 | 00:23:50 | |
Automotive supply chains are no longer being reshaped by crisis. They are being reshaped by clarity, and clarity is forcing hard choices. In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and co-host Tom Roberts are joined by Paul Eichenberg, Chief Strategist and author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, for a blunt, reality-check conversation about what lies ahead for suppliers. The industry has moved past the chaos of shortages and disruptions, but that does not mean conditions are improving. Flat volumes. Thin launch schedules. Policy volatility. Long-standing assumptions that once protected supplier business models no longer apply. Paul makes the case that 2026 is not about recovery. It is about reckoning. Growth will not lift all boats. Outgrowth will be selective. Capital allocation, portfolio focus, and strategic intent will determine who wins and who fades. This conversation challenges automotive leaders to confront the most dangerous assumption still in play: that the industry is operating under the same rules it always has. The leaders who succeed in 2026 will be decisive, intentional, and willing to make hard bets instead of spreading resources thin. Themes Discussed in This Episode
Featured Guest Name: Paul Eichenberg Title: Chief Strategist, Automotive Industry About: Paul is a seasoned automotive strategist and industry advisor with decades of experience supporting OEMs and suppliers through major market transitions. He is the author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, where he outlines the structural shifts redefining growth, competition, and portfolio strategy across the global automotive value chain. Connect: LinkedIn About Your Hosts Jan Griffiths Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem. Tom Roberts (Co-host) Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes. Mentioned in This Episode Episode Highlights [02:52] The most dangerous assumption suppliers are still making as they enter 2026 [05:27] Why outgrowth, not volume recovery, will separate winners from losers [09:44] Why the next decade belongs to hybrids, not single-path electrification [17:17] Why portfolio and footprint choices now define competitiveness [22:22] The one bold move Tier One CEOs must make in 2026 Top Quotes [05:19] Paul Eichenberg: “The idea that the tide raises all boats is no longer the assumption that suppliers should have going forward.” [07:23] Paul Eichenberg: “Strategy execution comes down to how you allocate capital in your talent or your resources.” [22:51] Paul Eichenberg: “Being all things to all people is a path to failure in this type of constricting market.” [23:17] Paul Eichenberg: “This is a year of clarity.” Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent. 🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/ | |||
| Agentic AI Isn’t the Future. It’s the Line Between Winners and Laggards | 19 janv. 2026 | 00:33:08 | |
Automotive manufacturing leaders have no shortage of data, but only those who turn it into action are winning, and AI is the accelerator. In this milestone episode, Jan Griffiths is joined by Sanjay Brahmawar, CEO of QAD, and Dr. Bryan Reimer, MIT Research Scientist and author of How to Make AI Useful, for a grounded conversation about how AI is creating real advantage in automotive manufacturing. The challenge facing automotive manufacturing leaders is not visibility. Leaders know where problems exist. The issue is that action often stalls between insight and execution. Dashboards explain what happened. They do not decide what happens next. Sanjay and Bryan draw a clear distinction between systems of record and systems of action. Systems of record observe. Systems of action decide, execute, and learn. Agentic AI belongs in the second category. It creates value when it removes friction from work, accelerates routine decisions, and gives people better context at the moment action is required. Frontline teams in automotive manufacturing do not resist AI. They adopt it when it respects their expertise and helps them do their jobs better. Adoption follows usefulness, not mandates. When AI amplifies human judgment instead of supervising it, execution speed improves and results follow. This episode challenges automotive manufacturing leaders to stop treating AI as a reporting layer and start using it as an execution engine. The organizations pulling ahead are not waiting for perfect conditions. They are starting small, learning fast, and letting action build confidence. Themes Discussed in this episode:
Featured Guests: Name: Sanjay Brahmawar Title: CEO of QAD About: Sanjay Brahmawar is the CEO of QAD, a cloud software company delivering cloud-based solutions for manufacturers and global supply chains. With more than two decades of experience leading global technology businesses, he brings deep expertise in digital transformation, AI, IoT, and data-driven platforms, built through senior leadership roles at IBM and Software AG. Connect: LinkedIn Name: Dr. Bryan Reimer About: Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a key member of the MIT AgeLab. He is also the author of How to Make AI Useful: Moving beyond the hype to real progress in business, society and life. His work focuses on how drivers behave in an increasingly automated world, using a combination of psychology, big data, and real-world testing to study attention, distraction, and human interaction with vehicle technology. He leads three major academic-industry consortia that are developing new tools to measure driver attention, evaluate how people use advanced driving systems, and improve in-vehicle information design, thereby guiding automakers and policymakers toward safer, human-centered mobility solutions. Connect: LinkedIn Jan Griffiths is the host and producer of the Auto Supply Chain Prophets podcast and The Automotive Leaders Podcast, and is recognized as the Champion for Culture Change in the automotive industry. A former automotive manufacturing and supply chain executive, Jan focuses on leadership, culture, and execution, bringing practical, real-world conversations to the forefront of industry change. Mentioned in this episode:
Episode Highlights: [03:16] Data Isn’t Enough: Automotive manufacturers often have abundant data, but without ownership, trust, and decisive follow-through, insights fail to drive real results. [06:28] Trust Through Action: Leaders in manufacturing must embrace experimentation and small steps, because confidence in AI and new systems grows only when action precedes certainty. [10:53] 90-Day Mindset: Transformative leadership in manufacturing means challenging norms, leveraging AI, and rallying teams to achieve ambitious goals in record time. [15:20] Sandbox Leadership: Automotive leaders stall by overthinking and seeking perfect solutions, while real progress comes from small experiments, empowering teams, and proving concepts before scaling. [19:53] Manufacturing Love: Sanjay’s passion comes from his shop floor roots and belief that AI and modern tools can empower people, attract talent, and transform the future of manufacturing. [22:20] Process Passion: Bryan’s focus is optimizing workflows, amplifying teams with AI, and shifting the narrative from fear to the positive impact of technology in manufacturing. [24:46] Start Small, Win Big: Leaders can kick off AI adoption with role-based agents, targeted problem-solving, and rapid implementation to achieve meaningful 60–90 day wins. [28:06] Empower to Optimize: True AI adoption starts by giving teams low-risk space to experiment, share insights, and amplify their work while leadership fosters trust and transparency. Top Quotes: [03:42] Sanjay: “Manufacturers are very good at dashboards. But dashboards they explain yesterday. They don't decide what happens next. And when no one owns the next move, any kind of insight just sits there and it will just wait. That’s the core difference between a system of record, where you store and you record and you have data to a system of action. While the system of record observes; a system of action actually decides, executes and learns.” [16:11] Sanjay: “Champion AI doesn't supervise the operators, it amplifies them. Gives them early signals, better context. Allows them to execute faster. People trust automation when it respects their expertise. [16:31] Sanjay: “Adoption always follows usefulness, not mandates. You tell somebody you have to use AI; that's not the way it's gonna work. You've gotta create and show them the usefulness. And I think then it's not a change management problem.” [23:43] Dr. Reimer: “We are going to blame a lot of layoffs on AI, and that is gonna drive more fear into the market. And I think that's something that we need to move away from. We need to look at the power of AI to amplify, and we need to be honest with ourselves when we need to do workforce reductions. It's not because of AI most of the time. It's really because of other processes or other business outcomes that we need to be more transparent with.” [31:27] Sanjay: “I firmly believe Agentic AI and AI is not about replacing people. It's actually about augmenting, empowering. It's about elevating the human judgment when it matters the most. I think there's so much potential here.” Follow the Auto Supply Chain Prophets Podcast for more real discussions with leaders who are moving from insight to action and learning by doing. And if you want to see how these ideas are being applied in manufacturing today, explore how QAD is helping teams remove friction, accelerate decisions, and turn AI into an execution advantage. 🎧 Follow the podcast: https://autosupplychainprophets.com/ 🔗 Learn more about QAD: | |||
| Wrapping 2025: Farewells, Milestones, and Next Year’s Plans | 29 déc. 2025 | 00:05:37 | |
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:
| |||
| Lessons We’re Taking Forward From Our Favorite 2025 Episodes | 15 déc. 2025 | 00:25:17 | |
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:
| |||
| Nissan Redefines Aftersales Across the Americas | 01 déc. 2025 | 00:22:48 | |
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:
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.” | |||
| Quote Chaos: Inside The Rising Pressure On Automotive Industry's RFQ Teams | 17 nov. 2025 | 00:28:25 | |
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:
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:
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.” | |||
| Developing Future Leaders: Inside the General Motors and WSU Supply Chain Case Competition | 03 nov. 2025 | 00:40:12 | |
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:
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. | |||
| Beyond Transactions: Why 3PL Partnerships Are Critical to Supply Chain Transformation Today | 20 oct. 2025 | 00:27:54 | |
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:
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: 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... | |||
| QAD Midwest Users Conference: Community, Culture and Innovation | 07 oct. 2025 | 00:48:28 | |
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:
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. | |||
| Vested Partnerships: Transforming Automotive Negotiations Into Win-Win Partnerships | 22 sept. 2025 | 00:33:15 | |
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:
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:
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.” | |||
| Uniting Industry: How AIAG is Building Resilient Supply Chains Through Collaboration and Standardization | 08 sept. 2025 | 00:23:41 | |
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:
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:
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.” | |||
| Closing Gaps: The Tier Two Perspective on Supply Chain Success | 25 août 2025 | 00:23:44 | |
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:
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:
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.” | |||
| Resilient by Design: Embedding Risk Strategy into Procurement Decisions | 11 août 2025 | 00:26:13 | |
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:
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:
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.” | |||
| Leading Forward by Looking Back: Insights for Automotive Supply Chain Leaders | 28 juil. 2025 | 00:25:31 | |
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:
Upcoming events:
Please visit this link to access our complete collection of podcast episodes. | |||
| Catena-X Explained: Driving Supply Chain Transformation with Real-Time Data Exchange | 14 juil. 2025 | 00:20:47 | |
“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:
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:
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... | |||
| Key Insights on OEM-Supplier Relationships: What the 2025 WRI Results Reveal | 30 juin 2025 | 00:35:14 | |
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:
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:
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... | |||
| AIAG Supply Chain Conference: Real People, Real Problems, Real Progress | 18 juin 2025 | 00:29:18 | |
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:
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:
| |||
| Mind the Gap: Rethinking Talent Pipelines with a Supply Chain Mindset | 09 juin 2025 | 00:28:32 | |
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:
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:
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.” | |||
| Taking a Break for Memorial Day — New Episode Drops Next Week | 26 mai 2025 | 00:02:05 | |
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:
| |||
| Inside the Tariff Crisis: What Supply Chain Leaders Need to Do Now | 12 mai 2025 | 00:33:05 | |
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:
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:
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... | |||
| Redefining Automotive Quality in a Rapidly Changing Industry | 28 avr. 2025 | 00:20:59 | |
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:
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:
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.” | |||
| Procurement in Motion: How SRM Drives Better, Faster Supplier Decisions | 10 avr. 2025 | 00:26:30 | |
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:
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:
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.” | |||
| Not Just Talk: What Intentional Supply Chain Transformation Really Looks Like | 31 mars 2025 | 00:24:57 | |
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:
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:
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... | |||
| Tariffs, EV Struggles, and Policy: Can Auto Suppliers Keep Up? | 17 mars 2025 | 00:30:10 | |
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:
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:
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... | |||
| Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow | 03 mars 2025 | 00:27:23 | |
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:
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:
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... | |||
| Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration | 17 févr. 2025 | 00:28:25 | |
What’s the secret to securing big wins in the automotive industry? According to Guillermo Cano, Chief Customer Engineer at Magna International, it all starts with early customer collaboration. Instead of waiting for contracts to be awarded, Guillermo and his team invest in relationships early, working alongside customers to develop smarter solutions from the start. Sure, it’s a risk—there’s always the chance the business goes elsewhere—but the payoff is undeniable. He tells the story of a once-hesitant customer who, after three years of open communication and problem-solving, didn’t just come around—he nominated Magna for a supplier award. But collaboration isn’t just external—it starts inside the company. Breaking down silos, aligning engineering and R&D, and fostering teamwork are just as crucial as customer relationships. In an industry that moves at breakneck speed, time is either your greatest asset or your worst enemy. Getting in early means fewer late-stage design changes, fewer supply chain surprises, and, ultimately, better results for everyone. Guillermo also dives into the power of technology in driving efficiency—from advanced CAE studies that improve production quality to AI-driven defect detection that reduces costly errors. But even the best tech is useless without strong communication, and that’s where he offers some of his biggest lessons. Technical skills might get you in the door, but the ability to listen, connect, and collaborate is what sets future leaders apart. And in a rare moment of vulnerability, he opens up about the importance of mental health in automotive leadership—a topic often overlooked in high-pressure environments. He shares his personal experience with burnout and why prioritizing well-being isn’t just good for individuals but is also critical for effective leadership. At the end of the day, great results don’t come from machines; they come from people. Themes discussed in this episode:
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.” | |||
| Speed, Data, and Collaboration: QAD and AIAG on Automotive Supply Chains | 03 févr. 2025 | 00:28:59 | |
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:
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 | |||
| Mark Your Calendar: Auto Supply Chain Prophets Relaunches on February 3rd! | 13 janv. 2025 | 00:01:46 | |
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. | |||
| Start 2025 Right: Episodes Every Supply Chain Leader Needs to Hear | 30 déc. 2024 | 00:09:29 | |
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 | 16 déc. 2024 | 00:32:20 | |
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:
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:
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... | |||
| Embracing Ethical AI for Future-Ready Automotive Supply Chains | 02 déc. 2024 | 00:28:01 | |
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:
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:
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... | |||
| What's Next for EDI? Be Part of the AIAG Survey | 18 nov. 2024 | 00:20:10 | |
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:
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:
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.” | |||
| Taking a Break | 04 nov. 2024 | 00:02:19 | |
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:
Please visit this link to access our complete collection of podcast episodes. | |||
| SMMT’s Role in Shaping UK Automotive Supply Chain | 21 oct. 2024 | 00:21:40 | |
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:
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:
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 | |||
| Supplier Relationship Management: Driving Success in Modern Supply Chains | 07 oct. 2024 | 00:23:33 | |
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:
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:
Customer Case Studies:
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... | |||