Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow

Auto Supply Chain Prophets

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

22:08

Host Francesca Amiker sits down with directors Joe and Anthony Russo, producer Angela Russo-Otstot, stars Millie Bobby Brown and Chris Pratt, and more to uncover how family was the key to building the emotional core of The Electric State . From the Russos’ own experiences growing up in a large Italian family to the film’s central relationship between Michelle and her robot brother Kid Cosmo, family relationships both on and off of the set were the key to bringing The Electric State to life. Listen to more from Netflix Podcasts . State Secrets: Inside the Making of The Electric State is produced by Netflix and Treefort Media.…

19 days ago 27:23

MP3•Episode home

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured on this episode:

Name: Megan Hunter

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

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

Connect: LinkedIn

Mentioned in this episode:

Episode Highlights:

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

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

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

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

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

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

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

Top Quotes:

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

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

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

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

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

79 episodes

Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow

Auto Supply Chain Prophets

published 19 days ago

MP3•Episode home

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

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

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

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

Themes discussed in this episode:

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

Featured on this episode:

Name: Megan Hunter

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

Connect: LinkedIn

Mentioned in this episode:

Episode Highlights:

[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.

[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:

79 episodes

All episodes

Auto Supply Chain Prophets

1
Tariffs, EV Struggles, and Policy: Can Auto Suppliers Keep Up? 30:10

5 days ago30:10

30:10

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Tariffs are back. The EV transition is shaky. Autonomous vehicles are still a question mark. The auto industry is staring down a future full of uncertainty, and suppliers are stuck in the middle of it all. In this episode, Paul Eichenberg returns to break down the three biggest shifts shaking up the supply chain: the move away from globalization, the messy reality of electrification, and the evolving regulatory landscape for autonomy. For decades, global supply chains were the name of the game—companies optimized for low-cost country sourcing, suppliers expanded internationally, and the industry embraced efficiency on a global scale. But now? Tariffs and shifting trade policies are forcing a hard pivot to regionalization. Suddenly, localization isn’t just a buzzword—it’s a necessity. Suppliers that haven’t adjusted are running out of time. Then there’s EVs—what was once an unstoppable movement is now facing resistance. Sure, automakers have committed to an electric future, but consumer adoption isn’t moving as fast as expected. Policy shifts and market uncertainty create a volatile mix in North America, while China and Europe continue pushing full speed ahead. The big question? How long can suppliers ride the fence before going all in? And let’s talk about autonomy. It’s been overshadowed by EV hype and supply chain chaos, but it hasn’t disappeared. If anything, it’s quietly gaining momentum. With regulations starting to loosen, companies like Tesla are pushing harder than ever. The next few years could bring breakthroughs no one saw coming. So, where does this leave suppliers? According to Paul, there’s no room for hesitation. The auto industry has always been at its best when its back is against the wall, and now is one of those moments. Scenario planning isn’t just an option—it’s survival. Transparency in the supply chain isn’t just about efficiency—it’s about being prepared for whatever comes next. Themes discussed in this episode: The decline of globalization and the rise of regionalization in automotive supply chains How tariffs and trade policies are forcing suppliers to rethink their sourcing strategies The uncertain future of EV adoption and the market hesitation slowing it down Why regulatory shifts could make or break the transition to electrification The financial struggles of suppliers caught between ICE phase-out and EV ramp-up The critical need for scenario planning in an industry facing constant disruption How political and economic polarization is reshaping global supply chains Featured on this episode: Name: Paul Eichenberg Title: Managing Director, Paul Eichenberg Strategic Consulting About: With 25 years in the automotive industry, Paul Eichenberg has led strategy for top suppliers, including eight years as Global VP of Corporate Development & Strategy at Magna Powertrain & Magna Electronics. Now, through Paul Eichenberg Strategic Consulting, he advises hedge funds, private equity firms, investment banks, and automotive suppliers on product management, mergers & acquisitions, and future-focused strategies. Connect: LinkedIn Mentioned in this episode: What's Next for EDI? Be Part of the AIAG Survey AIAG Forced Labor Due Diligence Conference AIAG 2025 Hybrid Supply Chain Conference AIAG Charity Golf Outing AIAG 2025 Quality Summit Inflation Reduction Act Episode Highlights: [02:57] The Big Three: Tariffs, EV uncertainty, and shifting regulations—Paul Eichenberg lays out the three game-changers every auto supplier needs to watch. [05:17] The EV Crossroads: Automakers are still betting big on electrification, but with market uncertainty, shifting policies, and profitability struggles, suppliers are left wondering—how long will this transition really take? [10:09] Policy Shift: With shifting regulations and possible changes to the Inflation Reduction Act, suppliers and automakers must brace for a future where incentives fade, but infrastructure investments stay. [12:39] Charging Ahead: The future of EV charging infrastructure depends on shifting policies, but one thing is clear—there’s no turning back now. [13:50] The Demand Dilemma: With ICE demand shrinking and EV adoption uncertain, suppliers are stuck in limbo—waiting to see which way the industry turns. [19:38] From Global to Local: As tariffs loom and supply chains shift, Tier One suppliers must rethink localization strategies before it’s too late. [24:14] Autonomy’s Quiet Comeback: While EVs dominate the headlines, self-driving technology is gaining traction—looser regulations and bold moves from Tesla could bring more autonomous vehicles to the road sooner than expected. [25:48] Chaos, Change, and the Need to Adapt: The auto industry is facing an unpredictable future, and suppliers who fail to embrace scenario planning and supply chain transparency risk being left behind. Top Quotes: [04:52] Paul: “When I look at the three major changes, first, it's the move towards localization and the impact of tariffs. Second of all, it's the shift towards electrification. And then, finally, the third thing is the regulatory environment around autonomous vehicles.” [08:27] Paul: “Five years ago, suppliers were making a tremendous amount of money around internal combustion engine components. Now, in North America where you have 10% of the market being battery electric vehicles, you have more than 20% in Europe. As you have that, the efficiencies of making those parts are no longer there for the supplier, nor does the supplier have enough volume on the electrification side to really be making money. So, the industry is really in a difficult time, difficult because suppliers find it very hard to make money at this stage of the transition. And the transition could be drawn out longer as a result of this policy and the shifting policy back and forth between ICE and battery electric vehicles. That would create a very costly scenario for suppliers moving forward.” [10:15] Paul: “I think what we're gonna see when it comes to electric vehicles is a change around the IRA, which was the Inflation Reduction Act and was a major element of the Biden administration's push towards electric vehicles. And there are really a couple of different elements of that. There was, first of all, credit that went to the individual who was buying. The electric vehicle and that incentive was broken down into an element that went into early adopters, but then also for the OEM that had a supply chain that was local when it came to things like battery production and power electronics, et cetera. So, there's a very good chance that goes away. But there were two other elements of the IRA; one was around building infrastructure. First was the infrastructure to localize those supply chains, and the other was the infrastructure around charging.” [18:56] Paul: “I can tell you from the conversations that I've had at the OEMs and the suppliers, right now everybody's in a wait-and-see. See how this is negotiated. See if this becomes a negotiating tactic for the administration. But again, it's not like people are just going to be making these large investments and breaking down this global supply chain that's been built because of what has been invested in it and the economy of scale that's been achieved, and then the cost associated with reduplicating it on a regional or a local basis.” [27:02] Paul: “We have a huge chasm to cross as we move in these significant changes in technology. It's a hard environment to make money in, but now we're adding a new type of disruption, more political or polarizing of the industry. And I think what you're going to see is, oh, people have talked about autonomous and electrification and all these big technology disruptions that we're dealing with, but now we got to start thinking of this polarization that we have in the industry, which is really the breaking down of these global supply chains as we've known it. And as a result, what companies need to do is really start scenario planning around these scenarios and what's gonna happen and what's likely to happen. To start to be much more aggressive to understand how are they gonna win in this constantly changing environment.”…

Auto Supply Chain Prophets

1
Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow 27:23

19 days ago27:23

27:23

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here The automotive supply chain isn't what it used to be. Between shifting global policies, evolving AI capabilities, and the relentless push for sustainability, the pressure is on. And if you're not thinking ahead, you're already behind. But Martinrea is ahead of the curve, and in this episode, Megan Hunter, Executive VP of Procurement and Supply Chain Operations, explains how. One of the biggest game-changers? AI. Forget spending hours digging through Google for the right supplier. AI-powered tools now make instant supplier recommendations, cut through the noise, and even challenge old-school procurement tactics. But AI isn't perfect—Megan shares the hidden risks that supply chain leaders must watch out for. Then there's supplier transparency, a topic everyone talks about but few have mastered. Why? Because transparency isn't a tech problem—it's a trust problem. Megan reveals the reality of deep-tier supplier mapping, the struggle to get reliable data, and the cultural shift needed to make transparency a reality. And let’s talk about sustainability—not as a checkbox, but as a game-changing strategy. At Martinrea, it’s not just about the planet; it’s about saving millions. Localized sourcing? 300,000 fewer miles traveled. Smart packaging? Less waste, lower costs. Of course, none of this works without the right people in place. However, the auto industry faces a massive talent gap. Megan's solution? Don't wait for talent—build it. Martinrea is launching an industry-first supply chain apprenticeship program, pulling in fresh talent from the ground up and training them in everything from procurement to AI-driven analytics. And if you're feeling overwhelmed by all of this? Megan's advice is simple: start with quick wins. Instead of getting stuck in the complexity, take immediate, tangible steps to drive change. Themes discussed in this episode: How Martinrea is using AI to streamline supplier searches and procurement The biggest challenges in supplier transparency and why trust is the missing link Why sustainability is not just good for the planet but a cost-saving strategy The role of zero landfill initiatives in Martinrea’s waste reduction efforts Why real supply chain transformation requires cultural shifts, not just technology How Martinrea is addressing the supply chain talent gap with an apprenticeship program The importance of quick wins in driving supply chain innovation and progress Featured on this episode: Name: Megan Hunter Title: Executive Vice President Procurement and Supply Chain Operations at Martinrea International About: Megan is the Executive Vice President of Procurement and Supply Chain Operations at Martinrea International Inc., a role she has held since December 2019. She leads the company’s global procurement and supply chain strategy, ensuring sustainable and efficient operations across the organization. In addition to overseeing procurement, Megan is also responsible for the Auburn Hills Technical Center and Martinrea’s sustainability initiatives. Connect: LinkedIn Mentioned in this episode: Microsoft Copilot: Your AI companion Procure-to-pay (P2P) Plants Achieve Zero Landfill Scope 3 Emissions 2023 Martinrea Sustainability Report Episode Highlights: [03:19] AI in Action: AI isn’t just a trend at Martinrea—it’s a practical tool driving real efficiency. From breaking down silos with a cross-functional AI committee to using Copilot for rapid supplier searches, they’re turning technology into a competitive edge. [06:08] Smart, But Not Always Right: AI is a powerful tool, but as Megan Hunter explains, it still makes mistakes—sometimes, it even apologizes for getting things wrong. [08:34] Necessary Evil or Outdated Habit? Martinrea still relies on spreadsheets, but Megan shares how they’ve been shifting critical data into their ERP system to drive smarter decision-making. [15:03] Sustainability That Pays Off—Literally: At Martinrea, sustainability isn’t just about numbers—it’s about impact. Cutting 300,000 miles of transport saved $1 million, but more importantly, it’s like driving coast to coast 100 times or powering 50 homes for a year. [19:43] Scope 3 Emissions: Tracking emissions starts with understanding where suppliers stand, and Martinrea is taking a hands-on approach to help them establish baselines and build a path toward real sustainability progress. [22:14] Building the Next Generation: Martinrea is tackling the talent gap with job rotation programs and an industry-first apprenticeship, giving employees hands-on experience and a clear path to grow into supply chain professionals. [25:27] The Power of Quick Wins: Big changes can be overwhelming, but focusing on small, impactful actions helps supply chain leaders move forward faster. Top Quotes: [05:04] Megan: “You want to find a supplier that can make a certain widget somewhere in the world? Using your traditional Google search, you could go 12 pages deep, and you have to open each company's website, look through it, and try to understand what they make and whether it is what you're looking for. Well, Copilot just changed the game. You can go into Copilot and say, "Show me an IATF-certified manufacturer of this type of component anywhere in the world," and it will pop out a list of suppliers. It is so much faster, and yes, it has some inaccuracies, but the time savings is incredible. And that's just a very small example of how we use that in the supply chain.” [13:37] Megan: “These whole resiliency topics that are the buzz in the supply chain right now are very difficult. I think this is going to require a massive cultural shift across the entire supply base because a lot of trust needs to be built between a supplier and its customer in order for a supplier to just be able to open up and reveal some of their supply chain data. So, I think we have a bit to go before we really start unlocking those doors. There are some AI-related solutions that can predict some of the tiers down the supply chain. How accurate those are, how reliable those are, I think we're in the very early days, but those show some promise. Doesn't change the fact, though, that a major cultural shift is going to need to happen.” [16:37] Megan: “Most people say, "Okay, we saved this much money." In our case, I'll give you an example of one of these savings that was worth a million dollars. Instead of looking at it as a million dollars, which is great and one of the major KPIs for a supply chain team, you can also think about it in more relatable terms. So, for example, that $1 million equated to a reduction in 300,000 miles traveled, which is like driving coast to coast a hundred times. It saved enough carbon emissions to power 50 homes for a year. So, when we start to think about these things that we do every day, and we put them in more relatable terms, it really makes a big impact in our drive for sustainability because once you start to understand that's the difference you can make, it makes you hungry for more.” [23:51] Megan: “One of the things that I found just crazy, quite frankly, is that there aren't any supply chain apprenticeship programs—at least none that we could find. Formal ones. And so we set out to start our own, and we have a team of people who are working on developing that apprenticeship program with one of the local universities. We're going to be really excited to launch this here in the coming months because this will provide us with a great pipeline to future talent. When we can start them early in the process, take some of our people who are operators showing a lot of promise and potential for the future, and we will be able to develop them to be great supply chain professionals through this apprenticeship program.” [26:07] Megan: “Sometimes these new initiatives can seem so overwhelming and so complicated, such a monumental change. But if we look for the, what’s something we could do today? What could we do now? What's the natural first step? I think when we focus on those quick wins, we start moving the needle fast. It takes away the overwhelm and the burden from some of these things and focuses on the action—the get it done. So that would be my advice: look for the quick wins.”…

Auto Supply Chain Prophets

1
Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration 28:25

5 weeks ago28:25

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: How early customer collaboration creates a strategic advantage for suppliers The risks and rewards of investing in relationships before business is awarded How breaking silos leads to faster innovation and better program execution The power of active listening in understanding customer needs How Magna leverages technology to reduce development time and improve quality Why communication skills are just as important as technical expertise in supply chain leadership The importance of mental health in high-pressure automotive roles Featured on this episode: Name: Guillermo Cano Title: Chief Customer Engineer, Magna International About: Guillermo is an experienced automotive engineer and leader with over 18 years in the industry, specializing in product development, R&D, and project execution. As Chief Customer Engineer at Magna International, he collaborates with key customers to develop innovative mobility solutions that shape the future of transportation. A firm believer in authentic leadership , Guillermo is passionate about guiding the next generation of engineers, sharing insights from his journey, and fostering a culture of innovation and mentorship. Connect: LinkedIn Episode Highlights: [04:01] The Art of Getting in Early: Winning business starts long before contracts are signed. Guillermo explains why understanding customer goals, making personal connections, and keeping your promises turn early engagement into lasting partnerships. [06:58] Breaking Silos, Building Solutions: At Magna, collaboration isn’t just talk—it’s how real progress happens. Guillermo explains how tearing down internal barriers, staying proactive with customers, and bringing the right expertise together leads to smarter solutions and stronger partnerships. [11:25] From Skeptic to Partnership: Turning a hesitant customer into a loyal advocate takes more than just great products—it takes trust, transparency, and real teamwork. Guillermo explains how early collaboration helped turn a challenging program into a success story, earning Magna an award nomination and establishing a long-term relationship. [13:34] The Cost of Playing It Safe: Waiting until the last minute to engage suppliers is a recipe for delays, cost overruns, and missed opportunities. Jan and Guillermo break down why Magna is making the bold choice to invest early in customer relationships—despite the risks—to drive smarter, more strategic collaborations. [17:07] Tech That Speeds Up Success: Guillermo explains how Magna utilizes technology, from precise CAE studies and production tools, along with AI-powered quality control, to accelerate production, cut costs, and produce higher-quality parts. [18:58] Last-Minute Chaos? No Thanks: Nothing derails a launch faster than buried requirements and last-minute surprises. Jan shares why early engagement is critical to keeping supply chain teams from scrambling and how a proactive approach can prevent costly headaches down the line. [21:41] The Career Advice No One Gave You: Degrees and technical skills will get you started, but communication is what sets future leaders apart—Guillermo shares why mastering it early matters more than you think. [24:34] The One Investment Leaders Can’t Ignore: Success means nothing if you’re running on empty—Guillermo makes a powerful case for prioritizing mental health in an industry that too often ignores it. Top Quotes: [03:21] Guillermo: “In my role, I get the opportunity to look for collaboration work with our customers, and we try to get there early because that's where great things can happen. It gives you the time to work on more creative solutions for the complex programs that we have for our industry these days. So, I'm very proud to be in this role because they get to influence our beautiful automotive industry and help our customers get to their goals. And also, for Magna, make sure that we meet our own goals and that we partner with our customers so that we're always alongside them as we launch new vehicles.” [05:38] Guillermo: “In this industry, we tend to forget that we're not machines—we're not terminators. So, I made a mistake before when I connected with someone, and almost immediately, I jumped, and I threw 10 different projects or my company presentation, and I just buried him in the information that he might not even be interested in. So, what has worked for me is once I connect with them as a person, you have to listen—actively listen. And most of the time, they're going to give the answers themselves. They're going to tell you specifically where they are struggling, how they see that you can help them, and start that collaboration on the new future of our industry.” [12:00] Guillermo: “I was talking with the lead from our customer, and he told me about some of the things that went wrong with their previous programs. And I was confident that with early engagement and collaboration, those issues could have been resolved. He wasn't too excited to work with us, but after three years of working in a really collaborative environment, where we had the trust, where we were open about challenges and issues, and we found a way to resolve them with a win-win mindset. After launching through very aggressive timing through COVID issues, we were able to produce parts on time with the right quality. We peeped up on time, we met the cost targets, we met the weight targets, and he was so happy and so pleased that he went and nominated us for a supplier award.” [15:14] Guillermo: “We are making a commitment when we approach our customers to support them meet their goals. Now, I know I said this before, but when you look at our approach, we are also being strategic. We need to know what programs are strategic for us—that align with our business plans and our growth and goals. And we focus on, with our customers, on the right products, on the right programs, and it's a partnership. There is a risk, yes, that we might not get the business awarded. But like I said before, that's the way that you get time in a new program. And in my program management experience before, that was probably the most important asset that you could have.” [22:32] Guillermo: “My advice for the new generation is to focus on your communication skills. I spent a lot of years working on my technical skills, which are needed for our industry. I thought communication was about just not being nervous in front of people and being able to do a presentation. If you look at all the things that we talked about today, communication is key to linking early engagement, collaboration, working with customers, working within our own organization or our industry.”…

Auto Supply Chain Prophets

1
Speed, Data, and Collaboration: QAD and AIAG on Automotive Supply Chains 28:59

7 weeks ago28:59

28:59

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here The Auto Supply Chain Prophets podcast is relaunching with a significant milestone—10,000 downloads—and a new partnership with QAD and AIAG. To mark the occasion, Jan Griffiths sits down with Anton Chilton, CEO of QAD, and Matt Pohlman, CEO of AIAG, to tackle the pressing challenges and opportunities shaping the future of automotive supply chains. The automotive industry is undergoing a massive transformation. Traditional supply chain strategies are no longer enough. The old belief that "big fish eat small fish" is outdated—today, fast fish eat slow fish. Between ongoing disruptions, economic uncertainty, and the push toward electrification, the industry can no longer afford to rely on slow, outdated processes. So, how do companies keep up? Both leaders believe speed, collaboration, and real-time data are the keys to survival. Companies stuck in outdated ways of thinking—focusing on their operations rather than the entire supply network—will struggle to compete. But why hasn't the industry mastered speed and collaboration despite decades of talking about them? It points to one key issue: while technology and automation have advanced, manufacturing productivity has been stagnant since 2010. The reason? There is too much focus on efficiency and not enough on adaptability. We have to embrace change and empower people with the right data. AIAG proves that this kind of reinvention isn't just talk—it's essential. Once focused on compliance, it has become a key industry player, connecting the right people to solve the supply chain's toughest challenges. So what's next? Both leaders agree that radical collaboration and data-driven decision-making will define the industry's future. The challenge isn't just about having the right technology—it's about using it to create a culture of innovation within your company. Their advice to leaders? Empower your people, understand your supply chain from end to end, and stop thinking of speed as just a tech problem—it's a leadership problem, too. Themes discussed in this episode: The need for speed and adaptability in today’s automotive supply chain Why traditional supply chain strategies no longer work in a rapidly changing industry How real-time data and technology can improve decision-making—but only if people are empowered to act The biggest risks facing the industry, from geopolitical tensions to supply chain disruptions The reinvention of AIAG from a compliance organization to a true industry connector How QAD is leveraging tech and AI to deliver practical, real-time supply chain insights Why leaders must break silos and rethink their approach to supply chain management Featured on this episode: Name: Matt Pohlman Title: Chief Executive Officer (CEO), Automotive Industry Action Group (AIAG) About: Matt Pohlman, CEO of AIAG, leads the organization in tackling the automotive industry’s most pressing challenges in quality, supply chain efficiency, and corporate responsibility. With decades of leadership experience in global supply chain management, supplier quality, manufacturing, and logistics, he has held senior executive roles at Federal-Mogul, Delphi, Tenneco, and WABCO/ZF Group. Now in his third year at AIAG, Matt is driving a transformative vision focused on speed, relevance, and accountability. Connect: LinkedIn Name: Anton Chilton Title: Chief Executive Officer (CEO), QAD About: Anton Chilton joined QAD in 2004 and became chief executive officer and a member of QAD's board of directors in 2018. Before his appointment as CEO, he served as executive vice president and led global field operations. With nearly 30 years of experience in ERP and operations management, Mr. Chilton previously held senior roles in global systems integration at Atos Origin and CapGemini. Connect: LinkedIn Episode Highlights: [01:43] Be the Fast Fish: The biggest challenge in today’s supply chain isn’t just disruption—it’s speed. Companies that react in real time, embrace change, and balance technology with empowered people will be the ones that survive. [04:49] The Supply Chain Isn’t a Straight Line: Success depends on speed, real-time data, and seamless collaboration across every layer of the supply network—because if you’re not ahead of the curve, you’re already behind. [06:21] Why Are We Still So Slow? Decades of knowing the importance of speed haven’t translated into action—legacy processes, rigid best practices, and a fear of change are holding the industry back. Companies that build systems around people, not just processes, will have the edge. [09:26] The Future Runs on Trust and Data: S peed and transparency won’t happen without understanding the full supply chain, sharing real-time data, and trusted partners across the entire supply chain—because if you don’t know where your risks are, trouble will find you first. [11:13] Reinvention Is No Longer Optional: AIAG had to reinvent its role in the industry. Once known for compliance and quality standards, it has expanded to address modern supply chain challenges. [13:02] AI Isn’t the Future—It’s Now: The real challenge for tech companies isn’t just adopting AI—it’s making it practical, delivering real-time data, and turning hype into real value that helps businesses make smarter decisions. [20:46] Anton Chilton on 2025: Empowering people to make fast, data-backed decisions is Anton’s blueprint for the future, where breaking out of old habits and embracing real-time collaboration will define supply chain success. [23:26] Anton’s Advice: Digital transformation is important, but Anton reminds us that the real key to future-proofing the supply chain is empowering people to make smarter, faster decisions. [24:10] Matt Pohlman on 2025: With disruptions coming from every direction—tariffs, electrification, and shifting regulations—Matt stresses that companies must embrace change, trust their people, and use data as a competitive advantage. [26:11] Matt’s Advice: Success in uncertain times starts with understanding every layer of your value stream—Matt highlights why resilience, data, and proactive decision-making are non-negotiable for the future. Top Quotes: [04:11] Anton: “In the past, it might be thought that the big fish eat the small fish. And I think in today's world, what's different is it's the fast fish that eat the slow fish. Whether you're big or you're small, you've got to be a fast fish. And the only way you're going to be able to do that, we believe, is, yeah, you've got to apply technology and systems on top of best practice processes, but you really have to do that in the context of empowerment of people. Only when you're optimizing that balance of people, process, and systems, all working in harmony together, are you going to be able to be optimized and be able to be that fast fish, or what we actually call an adaptive enterprise.” [05:02] Matt: “It’s about speed, it’s about collaboration, it's about data, and all of those things are extremely, extremely important. You've got to understand your supply chain. You've got to understand where things are and where they connect. There are so many things that are impacting us today. And you have to understand your data. You have to have real-time information. You have to understand all the various levels of the chain, and it's more than a chain; it's like this three-dimensional, four-dimensional kind of a chain that you have to understand, and you have to have the data, and you have to go fast. And I would say, as we evolve, how do we collaborate across all of those pieces? And how do you have the ability and the knowledge to be able to collaborate across all of those areas? Because without that, you're not going to survive.” [12:11] Matt: “Our strength is in getting our member companies together with their subject matter experts to solve those problems. It's collaboration. If we can get the right people in the industry together to work on this common issue with the right subject matter experts, we can solve things. The industry is changing more right now than it's changed in the last hundred years. I've heard that on your podcast and I've heard that multiple times. So, we have to be ready for that. We have to change how we manage. We have to culturally change how we do things.” [13:12] Anton: “Change is a constant for everybody, but in the last few years, the pace of that change is incredible, and you look at the power of artificial intelligence today and the types of things that it's able to do. I recently saw one of the marketing people put a video together of me doing a presentation in fluent French in my tone of voice, and if he didn't know me that well, he wouldn't know it wasn't me. And so, how do we take those kinds of examples and bring them into true value-added needle moving concepts for our customers, right? So, it changes the role of what we do in a way; a lot of customers that I speak to today, we'll be talking about what you have in the way of AI. How are you using AI? And because they see the future, they talk about digital transformation, and they want to be involved in that.” [23:42] Anton: “Recognize the importance of the people in your plans. Everybody's talking about digital transformation and the automation of supply chain and data and all that. Great. I'm from a technology company, I'm always going to advocate that. But put your people first, think about how you're empowering your people to make these decisions to become that fast fish. So, put people at the forefront of your planning, enable, and empower them.” [25:33] Matt: “We're going to have to trust our folks. We're going to have to enable them with data and then trust them to make the right decisions based on the parameters and the things that you put together. The digitalization is going to be there, regulations with sustainability and carbon footprint and forced labor. The requirements are becoming more and more intense and how you use that data to be a competitive advantage is also going to be very important. The data is going to be something that will become a competitive advantage as we go forward because it's going to require you to go fast. And if you don't have those fast answers, you could be in trouble.”…

Auto Supply Chain Prophets

1
Mark Your Calendar: Auto Supply Chain Prophets Relaunches on February 3rd! 1:46

10 weeks ago1:46

1:46

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Big news for Auto Supply Chain Prophets! Jan Griffiths shares that the podcast is taking a short break as the team prepares to relaunch on February 3rd! What’s new? A brand-new co-host and a partnership with a group just as passionate about the automotive supply chain as we are. While we can’t share all the details yet, get ready for fresh ideas and exciting collaborations to set the stage for an exciting new chapter. In the meantime, listeners are encouraged to take a look at our past episodes for valuable supply chain insights. Stay tuned—big things are coming! Featured on this episode: Name: Jan Griffiths Title: President and Founder, Gravitas Detroit About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit , Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast , where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Connect: LinkedIn Mentioned in this episode: Please visit this link to access our complete collection of podcast episodes.…

Auto Supply Chain Prophets

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Start 2025 Right: Episodes Every Supply Chain Leader Needs to Hear 9:29

12 weeks ago9:29

9:29

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here 2024 is coming to a close, and it’s that time when we reflect on what we’ve achieved and, more importantly, what we’ll do differently in the year ahead. But here’s the hard truth: in the automotive industry, sticking to what’s always worked isn’t enough anymore. This isn’t just transformation—it’s full-blown reinvention. In this solo episode, Jan Griffiths dives into what this means for supply chain leaders. The old ways of siloed processes, outdated leadership styles, and a “business as usual” mindset can’t keep up with the speed and competition reshaping the industry. And the competition isn’t waiting. Chinese OEMs are making waves globally, producing high-quality vehicles at a pace that’s hard to match. It’s a wake-up call for anyone still thinking the status quo is safe. So, when you think about your supply chain and what it’s going to look like for 2025, know this: the Auto Supply Chain Prophets team is on a mission to arm you with the content and insights you need to succeed. If you’re wondering where to start, Jan mentions a few stand-out episodes to help frame your strategy for the year ahead. And while 2024 brought incredible conversations, there’s even more to look forward to, as Jan hints at exciting changes for the podcast in 2025, including a new partnership and the addition of a co-host. From Jan, Terry Onica at QAD, and the entire podcast production team, thank you for being part of this journey. Featured on this episode: Name: Jan Griffiths Title: President and Founder, Gravitas Detroit About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit , Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast , where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Connect: LinkedIn Mentioned in this episode: The Reinvention Mindset for Supply Chain Leaders with Dr. Nadya Zhexembayeva Embracing Ethical AI for Future-Ready Automotive Supply Chains with Dr. Charlotte de Brabandt What's Next for EDI? Be Part of the AIAG Survey with Fred Coe Leading the Charge: Building Tomorrow’s Supply Chain Leaders with Jim Liegghio Start Your Sustainability and Profitability Journey with Our New E-book Lessons Learned in a CPO's Transition from Auto to Life Sciences with Carrie Uhl Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey Supply Chain Dynamics: Technology, ESG Regulations, and Strategic Collaboration with Nichole Felton Episodes with Beth Crowley: Why Every Supply Chain Needs an Army of Problem Solvers and Lean Manufacturing: Thriving or Dying in Today's Automotive Supply Chain Please visit this link to access our complete collection of podcast episodes.…

Auto Supply Chain Prophets

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The Reinvention Mindset for Supply Chain Leaders with Dr. Nadya Zhexembayeva 32:20

14 weeks ago32:20

32:20

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Is your organization ready to thrive in a world of constant disruption? Dr. Nadya Zhexembayeva, Chief Reinvention Officer and founder of the Reinvention Academy joins Terry Onica and Jan Griffiths on Auto Supply Chain Prophets to explore why reinvention has become the top priority for businesses worldwide. The days of long business cycles are over. Today, the average lifespan of a business model is down to just five years. With change accelerating across industries, companies can no longer rely on incremental improvements—they must embrace reinvention as an ongoing, proactive process. But what does reinvention look like? From Philips' shift from consumer electronics to medical imaging to how a Slovenian heating company found its future in the automotive sector, Dr. Nadya's real-world examples reveal how rethinking strengths and opportunities can open new doors. She also introduces The Titanic Syndrome, her groundbreaking book that draws a parallel between the Titanic's fate and the challenges modern businesses face. With striking examples—from Kodak's demise to startling statistics about Fortune 500 turnover—Dr. Nadya challenges leaders to rethink their approach before their organizations hit their own iceberg. The real challenge? Culture. To address this, Dr. Nadya offers practical advice for leaders: gather your team for a "75-5 Exercise" that encourages them to rethink long-held assumptions and establish new rules for thriving in today's fast-paced world. Dr. Nadya's message is clear: Stability is gone, and disruption is here to stay. Leaders must adjust their mindsets and embrace reinvention as a continuous journey. By doing so, they can turn challenges into opportunities and ensure their organizations not only survive but thrive. Themes discussed in this episode: The rapid decline in business model lifespans, from decades to just five years, and what this means for the industry Why incremental changes are no longer enough in today’s fast-paced world How Philips’ pivot to medical imaging and Hidria’s transition to automotive demonstrate the power of rethinking strengths The concept of The Titanic Syndrome and how overconfidence, resistance to change, and lost knowledge are leading businesses to failure The cultural transformation needed to embrace continuous reinvention across teams and leadership Practical tools like the “75-5 Exercise” to challenge old assumptions and create new strategies for today’s evolving market Why leaders must see disruption as the new normal and treat reinvention as an ongoing, proactive process Featured on this episode: Name: Dr. Nadya Zhexembayeva Title: Founder & Chief Reinvention Officer, Reinvention Academy About: Known as “The Reinvention Guru” and “The Queen of Reinvention,” Dr. Nadya Zhexembayeva is a scientist, entrepreneur, and acclaimed author with expertise in resilience and reinvention. She has guided organizations like the Bill & Melinda Gates Foundation, Coca-Cola, Cisco, L’Oréal, Danone, Henkel, Erste Bank, Danfoss, and Knauf Insulation in transforming their products, leadership strategies, and business models to adapt to shifting market demands and anticipate future disruptions. Nadya has delivered keynotes and workshops to over 500,000 executives, including four TEDx talks. Her award-winning books, along with her contributions to Forbes and Harvard Business Review, further solidify her as a thought leader in her field. Connect: LinkedIn Mentioned in this episode: HBR article " Constant Change Is Rewriting the Psychological Contract with Employees " Nadya's latest book, " The Chief Reinvention Officer Handbook: How to Thrive in Chaos " For CEOs, reinvention momentum is building Titanic Syndrome: Why Companies Sink and How to Reinvent Your Way Out of Any Business Disaster Episode Highlights: [03:30] Why Reinvention Matters Now: The lifespan of a business model has shrunk from 75 years to just five. Dr. Nadya explains why reinvention must be a continuous, proactive process—more like brushing your teeth than a one-time project—to keep up with today’s fast-paced world of change. [06:39] What Reinvention Really Means: Dr. Nadya defines reinvention as managing a diverse portfolio of changes—ranging from incremental tweaks to radical transformations. She emphasizes that there’s no universal formula; each company must develop its own approach, blending continuous innovation and system-wide reinvention to adapt and thrive. [09:33] Rebuilding Trust in Change: Employee support for change has plummeted—from 74% in 2016 to just 43% 5 years later. Dr. Nadya explains how broken psychological contracts and constant disruptions fuel resistance and why quick wins and confidence-building are key to re-engaging teams. [14:47] Reinvention in Action: What do you do well, and who else might need it? Philips transformed from TVs to medical imaging, and Hidria pivoted from heating systems to automotive parts, proving the power of aligning core strengths with new market opportunities. [18:23] The Titanic Syndrome: Dr. Nadya shares how her consulting journey began unexpectedly and led to her groundbreaking book, The Titanic Syndrome. She explains how overconfidence, resistance to change, and lost knowledge spell disaster for modern companies. [23:04] Turning Crises into Opportunity: Dr. Nadya introduces the “75-5 Exercise,” a powerful team activity that revisits outdated rules from the long-cycle era and creates strategies tailored to today’s fast-changing environment. By rethinking old methods and embracing the new normal, teams can turn constant disruption into a competitive advantage. [29:29] A Painful Business Metaphor: Using a live example with CEOs, Dr. Nadya demonstrates how many businesses are stuck in temporary fixes, refusing to adjust for long-term change. Her advice? “Adjust your chair” and embrace reinvention as a permanent mindset to stop the discomfort. Top Quotes: [05:13] Nadya: “If in the 20th century, the average life cycle of a business model was 75 years. This year, the average life cycle of a business model, including monopolies, mining, metals, and all those very long-cycle companies, is five years. Meaning you have to reinvent faster than you have ever done before. And 20% of companies today are reinventing faster than the budgetary price cycle, faster than every 12 months. So, when you are at this speed of change, things are moving very fast: new technology, new regulations, new customer demands, new competitors; you have to go faster and faster. And that's why reinvention is becoming such a big, big thing. Is that we recognize that incremental change is no longer sufficient. You still need to do it, but you cannot limit yourself only to incremental change.” [10:20] Nadya: “Just in 2016, on average, 74% of employees were willing to support enterprise change, 74%. Five years later, it was only 43% and falling. Most employees today are actually trying to prevent their companies from changing, and statistics from another organization, Gallup, actually show that an average of 15% of employees are actively sabotaging their businesses, their companies, and their bosses in trying to prevent change from happening. So, they're in a state of active sabotage. That's Gallup 2024 research. Those two numbers combined, those two studies combined, tell me that the way we approach change is all wrong.” [19:48] Nadya: “By 2014, the number of companies that were in desperate need of reinvention and were facing bankruptcy was through the roof. And I couldn't figure out what it is, because most of them think it's a technical or technological problem. If we only figured out the right technology, we would solve it. That's a very typical mistake. When I stand in front of a group of people and ask them, "What killed Kodak?" They say, "Digital photography." Great answer; the problem is Kodak invented digital photography; it was their own R&D. And that is the case for most companies; they think if we gather winning technology, this would be solving all our problems. No, it's a mindset problem. It's a management system problem.” [27:45] Nadya: “Stop thinking this is temporary. If it's not electric China, it will be COVID. If it's not COVID, it will be elections. If it's not an election, it will be a recession. If it's not a recession, it will be God knows what. But something is going to shake you up in the next six months. So, now the question that you should be asking yourself is, what are the rules of the game in a permanent shit storm? And I tell you, statistics are on your side when we look at statistics of a typical crisis all the way down to the eighties. In a typical crisis, about 17% of companies disappear, and 17% go bankrupt; it is not horrible. I think it's kind of actually cleansing, but 10% of companies become stronger by sales, profits, employee engagement, and customer satisfaction. You can use every shitstorm to grow and develop. You just need to think of it, as your strategy, not be in a defensive position, but be on the fence.” [30:46] Nadya: “I'm standing in front of the room with my slides, and I said something, and then I move around the room, and I stand in the back next to flip chart and start facilitating discussion. All the CEOs and owners turn around and kind of bend their necks and start looking at me. And I was there for five minutes, 10 minutes, 30 minutes, and at that moment, I asked them how's their neck doing. And they're like, "It hurts. It's very uncomfortable." And then my next question is, "Why haven't you moved the chair so far?" Because that's the biggest metaphor in business. Most businesses are right now operating, thinking that this is temporary for the last 10 years; they're stuck with their necks, losing their mind, their necks hurting, and their people screaming because they made short-term adjustments thinking this is temporary instead of making full, meaningful reinvention, understanding this is permanent. Adjust your freaking chair! Your neck will stop hurting.”…

Auto Supply Chain Prophets

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Embracing Ethical AI for Future-Ready Automotive Supply Chains 28:01

16 weeks ago28:01

28:01

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here AI is revolutionizing the automotive supply chain, but how do leaders harness its potential while staying true to ethical principles? In this episode, hosts Terry Onica and Jan Griffiths dive deep into the transformative power of AI with Dr. Charlotte de Brabandt, Head of IT Partner Management at ZF and a global thought leader on ethical AI. Charlotte's impressive career—spanning roles at Porsche, Volkswagen, Johnson & Johnson, and Amazon—gives her a unique perspective on how ethical AI is transforming the industry. Charlotte introduces ethical AI as the development of systems that prioritize fairness, transparency, and accountability. She explains how addressing challenges such as bias and privacy during development ensures these systems align with ethical standards. This approach, she explains, not only fosters trust with suppliers and partners but also gives businesses a competitive edge. For supply chain leaders, Charlotte offers practical insights on integrating AI into procurement and supply chain processes. She explains how AI can automate repetitive tasks, optimize decision-making, and strengthen supplier relationships. Through examples from industry leaders like IBM and Unilever, she shares the benefits of adopting ethical AI, from improving efficiency to meeting sustainability goals. This transformation, however, requires more than just technology—it demands a cultural shift. How do you ensure AI-driven decisions are fair? How do you build a governance framework to guide ethical AI integration? Most importantly, how do leaders move from the outdated command-and-control approach to a collaborative, trust-based supply chain? Charlotte's message is clear: The time to start embracing AI is now. The future is here, and the companies that embrace ethical AI today will lead the industry tomorrow. Don't miss this deep dive into the future of ethical AI in the automotive industry! Themes discussed in this episode: The role of ethical AI in fostering fairness, transparency, and accountability in the automotive supply chain Why addressing bias and privacy concerns is essential to building trust with suppliers and partners How ethical AI can streamline repetitive tasks and enhance decision-making in procurement and supply chain processes Examples of successful AI integration in companies like IBM and Unilever The cultural shift required to move from command-and-control leadership to collaborative, trust-based partnerships The importance of establishing governance frameworks to ensure responsible and ethical use of AI Why adopting ethical AI now is critical for gaining a competitive edge and preparing for the industry’s future Featured on this episode: Name: Dr. Charlotte Anabelle de Brabandt Title: Head of IT Partner Management (with Procurement) & Deputy Head of IT Governance and Compliance, ZF Group About: Dr. Charlotte Anabelle de Brabandt is a recognized digital futurist and procurement expert with over a decade of international experience across industries such as automotive, technology, and pharmaceuticals. She’s a published author, TEDx speaker, ISM 30 under 30 Megawatt Winner, a key member of the (ISM®) Thought Leadership Council, Executive Board member of Global Women Procurement Professionals (GWPP), and Advisory Board member of the Global Council for Diversity and Inclusion in Procurement (and Supply Chain). Charlotte is passionate about fostering collaboration, building high-performing teams, and aligning procurement strategies with sustainability goals. With a global perspective and proven expertise, she continues to drive impactful change in procurement and IT governance. Connect: LinkedIn Mentioned in this episode: Navigating the Ethical Landscape of AI Autonomous and Intelligent Systems (AIS) Standards Ethics guidelines for trustworthy AI AI Now Institute Global MMOG/LE Standards for Automotive Suppliers 24 Essential Supply Chain Processes Worksheet for Supplier Performance Episode Highlights: [04:44] What is Ethical AI? Dr. Charlotte de Brabandt explains the concept of ethical AI and how it can provide competitive advantages for businesses that choose to adopt it. [06:07] Ethics vs. Economics: Global economic challenges may slow ethical AI adoption. However, technological advancements present opportunities for businesses to invest in AI that aligns with ethical practices and attracts value-driven customers. [08:03] AI in Supply Chain Management: AI transforms procurement, from automating tasks to strengthening supplier relationships. But its true potential lies in fostering trust—identifying risks, ensuring fairness, and enhancing transparency across every connection. [10:48] The Mindset Shift for AI: AI isn’t here to replace jobs but to elevate them. Handling repetitive tasks frees professionals to focus on creativity and high-value work. Examples from IBM and Unilever show its potential in improving efficiency and meeting sustainability goals. [20:09] Building Ethical AI Frameworks: Dr. Charlotte de Brabandt recommends starting with strong internal frameworks, leveraging resources like IEEE and European Commission guidelines, and tailoring best practices to fit your company’s goals. [24:27] The First Step in AI: The first step in adopting AI? Establish a governance framework that integrates ethics into every stage of AI development. [25:36] The Time to Act is Now: AI is evolving rapidly, and delaying adoption means missing opportunities. Dr. Charlotte de Brabandt reflects on how openness and collaboration can revolutionize procurement and drive innovation with ethical AI. Top Quotes: [05:06] Charlotte: “In the field of AI, ethical AI actually focuses on continuously developing artificial intelligence systems that ensure fairness, transparency, accountability, and respect for privacy. It is extremely crucial to get more familiar with this word, and as businesses evolve, integrating that ethical AI element is just essential to aligning technology with ethical standards and addressing biases, protecting data privacy. So, companies that then prioritize ethical AI, they get to build trust with their partners, with the vendors, they get to reduce risks, they gain a whole lot of competitive advantage, the whole competitive edge as being responsible leaders.” [08:34] Charlotte: “AI is definitely revolutionizing procurement and supply chain management by, very much, automating all the tasks that we have going on, also enhancing decision-making, and especially improving the supplier relationships. So, I would say key ethical considerations. They include avoiding these biases but also going more into depth into ensuring transparency and protecting sensitive data. And while AI can help to identify supply chain risks, in my opinion, it's just essential to ensure algorithms are fair and do not disadvantage specific suppliers or regions, if you would like to say.” [20:23] Charlotte: “Establishing a solid governance framework within the organization and integrating ethics into all stages of AI development and engaging the stakeholders for insights that should be the step number one. So, investing into trainings to build internal expertise and then staying informed. But for businesses aiming to then integrate ethical AI as the second step, I do recommend resources such as the IEEE guidelines, the European Commission’s AI ethics guidelines, and materials from the AI Now Institute, actually. Additionally, industry-specific resources and case studies can also be found just all over. And there is no perfect match, as there is never perfection around us, but there are just insights into best practices, sharing, and real-world applications of ethical AI.” [26:17] Charlotte: “When I started in 2009, working for Volkswagen, it was really just hiding the vendors and no information, and really having that poker face. But then, as time emerged and as COVID happened, and we went into that virtual environment, I remember I then hosted this global RFP, and for the first time, I actually set up a call with 77 vendors. And back then, it was not normal to have that. And they were able to see each other, and that was the very first call I ever did as an experiment—like a social experiment. They were able to see each other, and I said, this is what we are aiming for, striving for, aligning on what is it that you desire to achieve. You guys can see each other, use your vivid imagination, partner up, and come to me with that ultimate solution. So, as I said, there is no perfection. Perfection doesn't exist, but we have experts in the market. And helping them to join up their knowledge and come to us with a proposal—I think that is ultimately what will change and revolutionize the way we will do procurement, and especially with Ethical AI.”…

Auto Supply Chain Prophets

1
What's Next for EDI? Be Part of the AIAG Survey 20:10

18 weeks ago20:10

20:10

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Are APIs the future of automotive data exchange? Fred Coe, the chair of AIAG’s business-to-business committee and Global B2B and Portal Leader at General Motors, believes they might be. In this episode of Auto Supply Chain Prophets, Fred joins Jan Griffiths and Terry Onica to explain why APIs are stirring up excitement in the auto industry — and why they’re not quite ready to push EDI aside just yet. With decades of EDI history on their backs, supply chains are now looking to APIs for a faster, more flexible way to move data across tiers. Fred shares insights from other industries already using APIs, from healthcare to retail, and talks about Europe’s early steps to standardize APIs in automotive logistics. As the auto industry prepares to catch up, AIAG is launching a survey to gather industry feedback on EDI and API integration. This is an opportunity for the entire industry to share their input—every voice matters, from IT staff to supply chain leaders. Tune in to learn how APIs could reshape data exchange in the automotive world, and don’t miss Fred’s parting advice for supply chain leaders: Understand every link in your chain, from tier one to the end. And as Terry reminds us, please don’t forget to complete the upcoming survey to help shape the future of EDI! Themes discussed in this episode: How Electronic Data Interchange (EDI) has evolved and continues to play a critical role in the industry’s data processes The potential of Application Programming Interfaces (APIs) to complement and, in some cases, replace certain EDI functions, allowing for faster, real-time data exchange The need for unified standards across OEMs and suppliers to avoid fragmented systems, especially with the introduction of new technologies Balancing the adoption of new technologies like APIs with the existing EDI infrastructure What a standardized, API-enhanced data landscape could mean for efficiency, cost savings, and competitive advantage in the automotive industry How other industries (like healthcare and retail) and regions (mainly Europe) that are using APIs, and what the automotive industry can learn from them How leadership engagement and buy-in are crucial for successfully implementing and standardizing new technologies in the supply chain Featured on this episode: Name: Fred Coe Title: Chair, AIAG EDI Advisory Group; Global B2B and Portal Leader, General Motors About: Fred Coe is a global thought leader in EDI and automotive supply chain operations, known for driving complex eCommerce transformations across industries like manufacturing, retail, energy, and healthcare. With a consultative and inclusive approach, Fred has led GM’s B2B Center of Excellence to deliver industry-leading solutions, building strong relationships with stakeholders at every level. Passionate about fostering value, developing future leaders, and elevating customer service, Fred’s leadership has shaped business innovations and set new standards for operational excellence. Connect: LinkedIn Mentioned in this episode: Revving Up the Supply Chain: Exploring the Future of Automotive EDI with Fred Coe Join AIAG Corporate Membership Episode Highlights: [05:56] APIs Explained? Fred breaks down APIs as a quicker, more flexible way for machines to share data, like a faster version of EDI. With AIAG exploring ways to standardize them, APIs could be the next big shift in automotive data exchange. [10:09] API on the Rise: Industries like healthcare and retail have already embraced APIs, running them alongside traditional EDI for flexibility. Europe is catching on, too, with big OEMs testing standardized APIs for logistics – and the signals show it’s only a matter of time before demand grows in North America. [12:20] EDI and APIs, A Perfect Pair? Fred clarifies that APIs aren’t here to fully replace EDI—at least not anytime soon. Instead, APIs offer a flexible, faster complement to EDI, allowing specific data exchanges to run more smoothly alongside traditional systems. [13:57] Inside the Survey: Fred outlines the survey’s focus: understanding EDI models in use, current API experiences, and industry interest in API adoption. It’s a call for voices across IT, supply chain, and customer service to weigh in, shaping a future that truly meets industry needs. [17:54] Survey Launch Details: The survey goes live in mid-November, with results expected in Q1 next year. AIAG, along with OEMs and partners, will spread the word, so keep an eye out for the link on LinkedIn and in your networks—don’t miss the chance to share your input! [20:10] Advice to Supply Chain Leaders: Fred’s advice? Know your supply chain inside and out—from tier one to the very end. And Terry’s? Simple: fill out the survey to make your voice heard and shape the future of EDI! Top Quotes: [04:50] Fred: “We've been talking here for a better part of the year about what role, if any, could APIs play in helping to augment our existing EDI processes. And they're so prevalent in every industry now, every time you get onto the Internet and you look up the weather, when you go to the doctor's office and you pull patient records, APIs are virtually everywhere now. And as we've talked internally to the group, we get really excited about it and say there's a lot of potential here, but we're not under the "Build it and they will come" model. And so, what we're looking to do is we've crafted a survey that we want to take out to the automotive industry, and get as many responses as we can and find out from the industry, where are they at?” [05:20] Fred: “An API stands for an Application Programming Interface, and it's very similar to EDI. When we use the terms EDI and API, it's exchanging data in a structured format from machine to machine. And like EDI, whether you're using AS2 or FTPS or SFTP, you can pull data, you can push data with APIs. It's primarily in the backend. It's based on JSON or XML, but it is direct from application to application, and you're talking seconds in terms of response time, as opposed to minutes with the EDI. And so, that API really provides some distinct advantages with some functions that are currently being done with EDI to help augment that process and getting data.” [07:41] Fred: “With APIs and the prevalence in the market today, I think it's just irresponsible not to look at it to say, "How can we start to at least evaluate and potentially adopt some of these?" And if we do find with the survey that there's interest in the market, and AIAG is in a unique position, Terry and you alluded to it earlier, right? That's to help standardize how we implement those APIs. What we don't want to see is if these APIs hold promise that all of the different OEMs or the tier ones to develop their own standards, right? And then we're going to be back where we were in the eighties and with everybody doing their own thing and then having to corral all of that into a standard later. So, we want to get ahead of it and help develop those standards if there's interest.” [09:44] Fred: “We want to hear from everybody. I want to hear from the people that say, "I want to do it all with APIs," and I want to hear from our diehard community that says, "Nope, EDI works fine now; we don't need to change it. But maybe this needs to be tweaked, or that needs to be tweaked." But we want to hear all opinions and all voices so that we can make a decision that is with the most consensus that we can get from the industry.” [20:19] Fred: “Get to know your supply chain, not just your tier ones, but your tier twos to your tier end. The more you know about your supply chain, the more that you can predict success as you go forward.”…

Auto Supply Chain Prophets

1
Taking a Break 2:19

20 weeks ago2:19

2:19

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Hello, and welcome to another episode of the Auto Supply Chain Prophets podcast. Today, we are taking a break. This episode will air on November 4th, and both Terry and I will be at the QAD Transform conference. So we're very excited to meet with supply chain professionals, IT leaders, and business leaders, and we're going to talk about one of our favorite subjects: transformation. Yes, we will. So stay tuned because we'll be talking about it in future podcast episodes. So take a moment and go back through our back catalog. If you haven't heard the episodes with some of our guests like, Beth Crowley, Chief Resilience Officer and President of the Crowley Group. She talks about why every supply chain needs an army of problem solvers. And then, we move across the pond to the UK. We interviewed John McClellan Grant, the regional engagement manager for SMMT, and we talked about what's happening in the UK auto industry. And then, of course, our one and only Jim Liegghio from AIAG, in episode 64, talks about leading the charge and building tomorrow's supply chain leaders. One of our favorite episodes, way back in episode 54, is Shiv Taylor. We talk about the comeback at Volta Truck. There's a lot in our back catalog. Check it out, and we'll be back with a fresh new episode in two weeks. Until then, take care. Mentioned in this episode: QAD Transform Americas Episode with Beth Crowley: Why Every Supply Chain Needs an Army of Problem Solvers Episode with John McLellan-Grant: SMMT’s Role in Shaping UK Automotive Supply Chain Episode with Jim Liegghio: Leading the Charge: Building Tomorrow’s Supply Chain Leaders Episode with Shiv Tailor: Volta Truck's Electrifying Comeback to EV Business Please visit this link to access our complete collection of podcast episodes.…

Auto Supply Chain Prophets

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SMMT’s Role in Shaping UK Automotive Supply Chain 21:40

22 weeks ago21:40

21:40

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here We're no strangers to challenges in the auto industry, especially when it comes to supply chain management. We've seen it all in the US with our OEMs and Tier One suppliers, but what about across the pond in the UK? In this episode of the Auto Supply Chain Prophets podcast, we bring in John McLellan-Grant from SMMT (Society of Motor Manufacturers and Traders) to explore SMMT’s role in shaping the future of the UK auto sector and the current state of the industry. SMMT isn't just any trade association; it has been the backbone of the UK's automotive industry since 1902, bringing together nearly 900 members, from OEMs to raw materials suppliers. Their mission? To lead the way in industry transformation and ensure the UK stays competitive in the global auto market. John sheds light on how they tackle issues like post-Brexit labor shortages, the shift to electric vehicles (EVs), and the race toward decarbonization. Whether it's helping companies pivot to sustainable practices or guiding them through regulatory changes, SMMT is at the heart of the UK's automotive transformation. But it's not all smooth sailing. John talks about the growing pains in EV adoption—yes, even in the UK, where some places still struggle to offer enough petrol stations, let alone charging stations. Yet, despite the hurdles, there's progress, from the rise of Gigafactories to bold new energy initiatives aimed at future-proofing the industry. What stands out? The importance of trust and transparency. John believes that open communication between suppliers, OEMs, and the government is key to solving problems faster and smarter. His advice to supply chain leaders? Embrace collaboration like never before—because it's the only way forward in this rapidly evolving landscape. Themes discussed in this episode: The role of the Society of Motor Manufacturers and Traders (SMMT) as a key trade association in the UK automotive sector, including its membership and activities The current state of automotive manufacturing in the UK, highlighting British-owned manufacturers and the sector's overall health The industry's focus on sustainability, covering energy use, carbon reduction, and working groups promoting sustainable practices in the supply chain The importance of collaboration between SMMT and other organizations, like regional automotive alliances and international associations How the automotive industry is embracing technology for transformation, especially the shift from internal combustion engines (ICE) to electric vehicles (EVs) SMMT's strategy to support members with electrification challenges, supply chain diversification, and trade relationships after Brexit Challenges in the EV transition, including infrastructure, battery manufacturing, and the need for effective government support Featured on this episode: Name: John McLellan-Grant Title: Regional Engagement Manager, Society of Motor Manufacturers and Traders (SMMT) About: John McLellan-Grant is the Regional Engagement Manager at the Society of Motor Manufacturers and Traders (SMMT), bringing over 20 years of experience in business development, account management, and procurement across multiple industries. His expertise lies in crafting both short- and long-term strategies that drive sales growth, enhance profitability, and streamline processes. His proven track record in high-level account management across various sectors reflects his commitment to delivering exceptional customer service and fostering meaningful client relationships. Connect: LinkedIn Mentioned in this episode: The Paris Agreement Northern Automotive alliance (NAA) North East Automotive Alliance (NEAA) Welsh Automotive Forum What Is Brexit? Industry Forum The Motor Ombudsman The zero-emission vehicle (ZEV) mandate Driving Culture Change in the Automotive Industry with Jon Husby Hadi Awada's Journey to Transforming Workplace Culture Episode Highlights: [02:00] Getting to Know SMMT: An introduction to SMMT, the UK’s leading automotive trade association, and its role in supporting the industry. [04:32] UK Automotive Industry: SMMT is working to support the UK auto sector by advocating for an industrial strategy, addressing EV infrastructure challenges, and backing key projects like Gigafactories. [06:27] Going Green: John explores the challenges and progress in the UK’s shift toward sustainability and decarbonization within the automotive supply chain. [09:08] The Power of Collaboration: SMMT thrives on collaboration, connecting regional clusters, government bodies, and global automotive associations to drive industry transformation and set future standards. [11:53] Technology and Transformation: The UK auto industry is steadily embracing the shift from ICE to EV, with manufacturers ramping up discounts and new models as they work to meet government mandates and consumer demand. [14:30] Into the Future: SMMT’s strategy for helping the UK automotive industry navigate future challenges, including electrification and post-Brexit trade. [15:27] Speaking of Statistics: John reveals interesting data on the UK automotive industry, focusing on clean air zones and their impact on businesses. [17:40] Advice for Supply Chain Leaders: John’s key advice for supply chain leaders is to embrace collaboration as the cornerstone for overcoming industry challenges. Top Quotes: [02:16] John: “SMMT, the Society of Motor Manufacturers and Traders, is probably the largest and most influential trade association in the UK for the automotive sector. We are, and have been, the voice of the industry since 1902. We have a membership of just under 900 members at the moment, and that ranges from all the automotive companies right the way, from OEMs down the supply chain to raw materials providers. And what we do there is help voice their views and concerns affecting the sector with local and UK government, and help with regulatory authorities, et cetera. We do a lot of events that mean we can get members together and hopefully share best practices, but obviously, help them promote their own businesses within the sector also.” [07:35] John: “I think focusing on sustainable supply chains is what every part of the supply chain is doing at the moment. You know, that's becoming a critical priority, not just about how they're maintaining their green standards, but how the people that they're purchasing from are looking at their supply chain and going, are you giving us sustainable product? Is it politically correct? The health and well-being of workers. Things like that. That's certainly becoming a lot of stronger emphasis along the way.” [14:48] John: “Our focus is really around that support that we can give to the network of members and supply chain around the challenges that they're all facing, which is the, you know, the electrification, the battery supply chain, the diversification of supply chain as well because we're certainly seeing a lot of that post-Brexit. You know, how we can look at working together with trade deals with Europe, for example, that's still very much on the agenda for us and talking to government and making sure that they're making certainly the right moves into Europe so that we've got the right environment that we had previously, which was virtually a zero tariff. Currently, we're still trying to thrash out the ins and outs of that.” [18:01] John: “I think the more that companies are prepared to collaborate with the supply chain and talk to the supply chain, it just makes it 10 times easier for anything, whether that be labor issues, whether it be technical issues, whether it's carbon issues, whatever it may be. I think the more transparent and open those conversations are it can only make the job easier for everybody.” [20:38] John: “If you look inwards to the UK and the manufacturers that are here, I think Nissan would be the obvious sort of answer to that. You know, the way that they've set up in Sunderland with the supplier park around them is absolutely perfect. They're very close to all the suppliers. They're very open and honest with them as much as they can be when it comes to it. And they're always talking to them. So, I think that's where you see a very good sort of collaborative approach with that without a doubt.”…

Auto Supply Chain Prophets

1
Supplier Relationship Management: Driving Success in Modern Supply Chains 23:33

24 weeks ago23:33

23:33

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths explore one of the industry's most overlooked but critical aspects: Supplier Relationship Management (SRM). The discussion starts with reflections on Stellantis' layoffs, which got Jan thinking about how OEMs and the UAW still approach negotiations in a transactional way. The same old "tit-for-tat" mindset from her days in the supply chain continues, but the real question is, how can we move beyond this? Fresh off a trip to Belgium, Terry brings practical insights from a recent conference where she discussed the importance of internal collaboration. With so many moving parts—purchasing, quality, materials management, plant operations—the challenge is how to break down silos and get everyone aligned. The solution? SRM technology. With today's SRM tools, companies can finally achieve a "single version of the truth," enabling real-time data access and more reliable performance metrics. The recent disruptions have pushed risk management and ESG into the spotlight, highlighting the need for compliance. It's no longer a matter of "should we do this?" but "we absolutely must." Jan and Terry point out that for leaders listening, now is the time to commit to compliance. This is especially true as regulations increase and controls become tighter, making it mandatory to establish effective systems for managing suppliers. What shines through this episode is Terry's unwavering optimism. Despite being in the trenches of the auto supply chain for years, she stays passionate and hopeful because, as she explains, she's seen it work. She talks about her work with problematic suppliers and how walking them through the steps of MMOG/LE transformed their businesses. Even industries outside of automotive, like medical, have reaped the benefits of implementing these best practices. Join us for a thought-provoking episode that urges listeners to rethink supplier management and highlights the importance of leadership, collaboration, and a unified approach to data. Themes discussed in this episode: The need for the automotive supply chain to move from transactional to collaborative relationships The role of Supplier Relationship Management (SRM) tools in fostering data transparency and shared accountability among stakeholders How leadership commitment is essential for driving supply chain transformation and addressing resource constraints The increasing demand for rigorous data accuracy and compliance in today’s complex supply chain environment The potential of technology to revolutionize supply chain processes and improve overall efficiency Why regular evaluations of supplier performance are necessary to encourage accountability and sustained success How implementing best practices from frameworks like MMOG/LE can significantly improve supplier collaboration and overall performance Featured on this episode: Name: Terry Onica Title: Director, Automotive at QAD About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in the supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants. Connect: LinkedIn Name: Jan Griffiths Title: President and Founder, Gravitas Detroit About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast , where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0 , a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. Connect: LinkedIn Mentioned in this episode: Attend QAD Transform Americas Global MMOG/LE Standards for Automotive Suppliers Global MMOG/LE Implementation Training - 6th Edition IATF 16949 The 24 Essential Supply Chain Processes QAD SRM (Supplier Relationship Management) 24 Essential Supply Chain Processes Worksheet for Supplier Performance Customer Case Studies: Kromberg & Schubert brings its supplier data into a centralized system with QAD SRM Grammer AG leverages QAD SRM to bolster sustainability in the global automotive supply chain Long-standing partnership with QAD SRM helps drive AVL’s continued success QAD integrates with BMW group’s systems and processes Episode Highlights: [01:05] Let’s Talk About SRM: Reflecting on the recent layoffs at Stellantis, Jan points out that closer collaboration between OEMs and suppliers is necessary. This discussion leads to the topic of supplier performance and how using the right management tools can significantly enhance how suppliers perform in today's complex supply chain. [04:45] Navigating Compliance Changes: With stricter compliance standards shaking up the automotive industry, the focus is now on the critical need for effective risk management and collaboration across the supply chain. Learn from Terry and Jan how bringing all data together can transform supplier relationships and boost performance in these changing times. [08:27] One Source, Endless Possibilities: Terry dives more into the importance of having a single source of truth in supplier data, enabling teams to address issues before they escalate. She also points out how important it is for suppliers to embrace ESG principles and robust risk assessments, ensuring that everyone in the supply chain stays connected and accountable to deliver on time. [14:31] The Secret to Supply Chain Success: “We need more rigor,” Jan says as she talks about supplier management in the automotive industry with Terry. They stress the importance of ensuring suppliers follow through to keep everything running smoothly rather than just having requirements in place. [18:00] Transforming Challenges into Wins: Terry shares the secret behind her relentless positivity: witnessing the transformation of struggling suppliers into success stories. By focusing on the "why" behind compliance and implementation, she helps teams embrace change, reduce inventory, and improve efficiency, proving that positive results are always within reach with the right approach. [20:46] Join the Movement: Eager to share her passion and knowledge, Terry invites listeners to connect with her. With exciting collaborations, including a session with Moog Medical at the Transform Conference, she proves that the principles of supplier management can drive success across industries Top Quotes: [07:15] Jan: “We need one source of the data that we can all agree on. And I don’t want quality sniping, going, oh yeah, but that came out of the purchasing system, so we know that's not really right. Oh, we've got this spreadsheet that we use at the plant, and it's much more accurate. Those days are gone. They have to be gone because here's the thing: if we do not get our arms around the transactional, as much as we like to say, "Oh, we need to be more strategic and collaborative." You've got to have the transactional basics in place before you can even launch into more of a collaborative type of relationship. And now, we've got the technology, it's out there, it's available, but we've got to figure out a way to implement it, but more importantly, let's get all the stakeholders together to agree on this one source of truth, and all use it. Let's all use it together.” [08:28] Terry: “If there's one version of the truth, anybody at any time can go in and look at it. If the data looks questionable, you can start asking questions right away. You don't have to wait till your annual risk assessment on your suppliers, or you have to wait till the supplier really does something problematic, right? You can be looking at that ahead of time and fixing those problems, right? It's not hidden. And when everything's pocketed away in different systems, that's why I think suppliers get frustrated. It's like, can't you all see what each other's doing? And I think that's what the beauty is of these supplier relationship management tools.” [13:16] Terry: “When a disruption happens, my favorite example was General Motors back in the tsunami; nobody mapped. Remember when that tsunami hit? Nobody knew how bad it got. It hit everybody. But then, after that, General Motors implemented supplier mapping. I think it was like two years later, there was another one and it took them like six weeks the first time to identify their supply base. It took them like six days the next time. Just by implementing something as mapping. And so, that's why when we put these in the standards, we do this because we know it's going to help you to get better. And again, a lot of people say, "Oh, this is a lot of work," but it's probably not. And the things that you're missing are probably things that you really should have.” [14:47] Jan: “I don't credit Volkswagen for too much, but I will credit them with their ability to launch new products in the systems that they have. They used this word with me once, and I'll never forget it. "Rigor." The rigor of your implementation, particularly during a new program launch. Making sure that you've got all of these things in place. You can't launch a VW program with a checklist and go, "Yeah, we've translated all your requirements down to our supply base. Yeah, we're good." No, that doesn't fly. They'll have people in your facility and check with your suppliers to make sure that it's all done. And it's this word rigor, and that's what we need. We need more rigor. It's more in the how and the approach than it is in the what.” [19:15] Terry: “The other thing is after I go do MMOG/LE assessments, I always follow up six months later, and I always say, “Give me your honest feedback. Was it a waste of time, or did it help?" And you know, it's always like your parents, they're telling you, do this, do that. You hate hearing it, right? And then, as you grow older and you understand, you're like, "Oh, they were right. I understand why they were beating me over the head to do that or why they were making sure." But, Jan, I see the results. Anywhere from 15 to 60 percent reduction in inventory just by picking up some best practices.”…

Auto Supply Chain Prophets

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Why Every Supply Chain Needs an Army of Problem Solvers 22:54

26 weeks ago22:54

22:54

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here In this episode of the Auto Supply Chain Prophets podcast, Beth Crowley, Chief Resilience Officer and president of the Crowley Group, joins hosts Terry Onica and Jan Griffiths to dive into the topic of resiliency and its significance in today's auto supply chain. Beth starts by defining resilience, explaining that it's more than just an industry term; it's the ability of organizations and supply chains to adapt and bounce back from challenges. The pandemic has heightened the urgency for companies to adopt resilient practices, and the data suggests that major disruptions are becoming more frequent. That's why Beth suggests that resilience should be woven into the culture, with everyone—from the front lines to the C-suite—playing a part in strengthening the supply chain. Reflecting on the common tendency for companies to prioritize immediate crisis management over proactive planning, they discuss how automotive culture often glorifies the "firefighters" who save the day rather than encouraging a resilient mindset from the start. Beth suggests that organizations shift this perspective by training an "army of problem solvers" and integrating resilience into daily operations. She shares practical advice for training teams, suggesting that even small organizations can identify recurring issues and use them as learning opportunities to build a stronger problem-solving culture. Beth urges leaders to invest in their people, build resilient processes, and rethink their view of contingency planning—not as a task but as an integral part of their organizational mindset. Tune in to discover how to turn resilience into a foundational practice that drives success for your supply chain! Themes discussed in this episode: Understanding resilience in today’s automotive supply chain The importance of organizations adapting to unexpected events and preparing for future disruptions The role of leadership in building resilient organizations Creating a culture where all employees are equipped and empowered to solve problems Moving away from a “firefighting” mentality to a proactive approach focused on continuous improvement and long-term resilience Rethinking contingency planning as an ongoing cultural practice rather than a one-time task Why investing in people and problem-solving training are essential components of a resilient organization Featured on this episode: Name: Beth Crowley Title: President, The Crowley Group About: Beth Crowley’s passion for Operations and Continuous Improvement runs deep in her family, tracing back to her grandfather’s pioneering work at Ford during World War II. After earning a BA and MBA in Supply Chain Management from Michigan State University, Beth’s career began with roles focused on Lean and Continuous Improvement. She has since held positions at companies like AlliedSignal, UNISYS, and Maytag, where she advanced her expertise in transforming organizations. A Lean Six Sigma Black Belt, Beth is now a sought-after consultant, part-time faculty member at Oakland University, podcast guest, and regular contributor to the Lean community. Connect: LinkedIn Mentioned in this episode: QAD Transform Europe Path to Resiliency: Build an Army of Problem-Solvers Art and Craft of AI for Business Resilience 100 Resilient Cities Past episode with Beth Crowley: Lean Manufacturing: Thriving or Dying in Today's Automotive Supply Chain Episode Highlights: [02:05] Bend, Don't Break: Beth defines resiliency as the ability to bend without breaking, whether in people or supply chains. She says a resilient organization is powered by an army of problem solvers—individuals equipped to adapt, tackle challenges, continuously improve processes, and face whatever comes their way. [05:10] An Endless Journey of Improvement: Executives understand the importance of resilience but often struggle to achieve it. Beth points to the value of empowering teams to handle disruptions, drawing from a recent AI and business resilience class to emphasize that resilience isn't a final goal—it's a continuous journey of improvement. [07:56] The Secret to Resilient Organizations: Building a resilient organization isn't just about having a backup plan; it's about fostering a culture where everyone feels empowered to tackle challenges head-on. As Beth points out, with unexpected events on the rise, cultivating a team of proactive problem solvers ensures everyone is ready to support each other when crises strike. [15:13] The Chief Resiliency Officer: Beth explains the evolving role of a Chief Resiliency Officer and how building a resilient organization is more than just strategy—it's about creating a culture of problem-solvers across every department. From high-level leadership to day-to-day operations, resilience starts with empowering teams to tackle issues head-on. [18:05] Training Your Army of Problem Solvers: Beth dives into the practical approach of turning everyday challenges into training opportunities. By jumping in, mapping out the issue, and leading by example, employees learn to tackle future challenges on their own. [19:48] Start Small, Bounce Back Big: Beth calls on leaders to start small and use what's available to build resilience. Empowering teams to tackle issues head-on creates a culture where challenges are met with a proactive approach and the ability to bounce back stronger each time. Top Quotes: [03:03] Beth: “Resiliency, when it goes from being people to being whether organizations or it's a supply chain or something like that, it means that it's so good that you can throw anything at that process, and it's going to bounce back. It's going to adapt to whatever that is. It's got the flexibility and the toughness to handle whatever comes at them. And in these uncertain times, we all need that with organizations, with our supply chain, with the economy, with people.” [04:40] Beth: “If you're resilient, that means you're always looking at these processes, and you're always striving to get better because you're trying to manage all of the defects out of whatever that process is. So, it's the same thing with your supply chain. You're trying to manage the risks. You're trying to identify what they are, but you need the people who are trained on problem-solving so that when one of these issues comes up in front of them, they have the tools to deal with it.” [09:36] Beth: “The only things at the time they had a contingency for were IT and big systems. It wasn't the supply chain. And if this supplier goes down, where are we going to get that from? And even though we have second sources and all that, there was no real good laid-out plan because nobody thought something like the pandemic would happen that would cause the global supply chain to be in crisis, right? Now, the data is saying every 3 and a half years, something major is going to happen. So, it's imperative that we build a process that's adaptable and flexible to handle it to say, uh-oh, this just happened. But I know what we're going to do. We're going to have a team. We're going to go through this, whatever the process is. And we know that we're going to come out on the other side in a better place” [17:20] Beth: “There are two kinds of resiliency like I was saying, there's one that's high-level strategy, organization, supply chain, financials. And then, there is the how do we get there? And no matter where you are in the organization, I still believe that it's about that culture of problem solvers. So, would you need somebody in every department? Probably. It's just like the total quality that we did in the nineties and doing Lean and continuous improvement in AlliedSignal and everywhere else that we did this. You have to have the mindset of the people and leadership going in the same direction. And it's hard. It's hard to do because everyone is used to doing things the way that they've done them.” [20:00] Beth: “Use the resources that you have. And again, it might just be in a different way. Whatever that problem that gets you, like I said, daily, weekly, monthly, the ones that repeat; start attacking those. It doesn't take much. It might take a whiteboard and a person or two, and a lot of times, it's a couple of hours. These are the things I do for companies when I go in as a consultant trying to help them. What's your biggest problem? Okay. Point me in the direction. I'll go do some digging, and I'll be back, and then we'll talk about it some more. And that's all it takes.”…

Auto Supply Chain Prophets

1
Transforming Supply Chains: Aludyne’s People-First, Tech-Driven Approach 25:35

28 weeks ago25:35

25:35

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here In this episode of Auto Supply Chain Prophets, hosts Terry Onica and Jan Griffiths sat down with Alan Shevela, Global VP of Supply Chain and Quality at Aludyne, to talk about the company's push to innovate and how they're breaking new ground with digitization in the die-casting industry—all while keeping a strong focus on people. Alan talks through the three challenges he's facing: developing people, embracing digitization, and building strong partnerships. With a hands-on leadership style, he's all about making sure everyone on the team feels connected to the bigger picture. For Alan, success comes down to one thing—building people-first teams that focus on the same goal. Aludyne's project to streamline indirect spending has been a game-changer, helping them tighten operations across global sites. By letting the data do the talking and focusing on quick wins, Alan shares how they got the buy-in from the C-suite to drive their digitization efforts forward. It's not just about throwing tech at a problem—it's about showing the impact and making things happen. Regarding supplier partnerships, transparency is the name of the game. Alan believes in keeping the lines of communication open, even when the news isn't what people want to hear. This approach has helped him build strong, resilient relationships that can weather the industry's inevitable disruptions. When asked for one piece of advice for supply chain leaders facing industry transformation, Alan's advice is clear: Every interaction should aim to leave a positive impact, no matter how tough the situation gets. Tune in to listen to Alan's insights on balancing the human side of leadership with the drive for digitization in the evolving automotive industry Themes discussed in this episode: Focusing on nurturing and advancing team members to drive overall success and adapt to industry changes How digitization initiatives will lead to measurable returns on investment, highlighting cost savings and efficiency gains Strategies to effectively manage and reduce indirect costs, which often go unnoticed but can significantly impact the bottom line Identifying and addressing the most pressing issues in procurement and supply chain management to drive meaningful improvements Leading the charge in adopting innovative practices and technologies to enhance operational effectiveness and achieve long-term business goals Alan's approach to building and maintaining strong relationships with suppliers, focusing on constant communication and collaboration The importance of maintaining a constructive attitude and making a positive impact in all professional interactions, regardless of challenges. Featured on this episode: Name: Alan Shevela Title: Vice President, Global Supply Chain and Quality at Aludyne About: Alan Shevela brings over 27 years of expertise in global procurement and supply chain management. Since 2020, he has led Aludyne's Global Supply Chain Operations, overseeing global procurement, direct and indirect material purchasing, capital equipment, tooling, trade compliance, and logistics. Aludyne, a global leader in aluminum knuckles and critical chassis components for the automotive industry, benefits from Alan’s strategic leadership. Alan's academic background includes an MBA with a concentration in Supply Chain from Michigan State University and a BBA from Western Michigan University, which have been the foundation of his career. Prior to joining Aludyne, he served on Executive Leadership Teams at Hella, TI Automotive, and Asahi. Beyond his professional accomplishments, Alan is dedicated to his community. He serves on the Howell Chamber of Commerce Board of Directors and the Lake Chemung Boat Committee and coaches his daughters' basketball teams. Connect: LinkedIn Episode Highlights: [04:12] Top Three Challenges: Alan dives into the three biggest challenges he’s facing at Aludyne as the company pushes toward innovation in the rapidly evolving automotive industry. [05:01] People-first Approach: Success isn’t just about tools and systems; for Alan, it’s about developing people. He makes it a priority to connect with every layer of the organization, ensuring everyone is aligned and clear on what’s needed to win. [08:39] Managing Indirect Spending: With support from the top executives, Alundyne launched the project to centralize spending, drive efficiency, and connect the dots between all their sites. The result? A more streamlined process that’s already delivering success. [10:35] Say Goodbye to Spreadsheets: Alan shares how to break free from spreadsheets by showing how automation can transform efficiency. By proving the long-term ROI of new tools, he convinces the C-suite to ditch outdated practices and embrace smarter, more efficient solutions. [13:23] Why Focus on Indirect Spend? Focusing on indirect spend like MRO services and capital tooling has led to significant savings at Aludyne. By proving the ROI of these investments, Alan has successfully gained buy-in from finance, showcasing that indirect spending can indeed impact the bottom line. [18:21] Supplier Partnership: Real partnerships with suppliers mean staying in constant, honest communication, as Alan explains, to keep everyone aligned and adaptable even when things don’t go as planned. [19:59] Based on Impact: When prioritizing supplier relationships, Alan adjusts his focus based on their impact and immediate needs, like addressing disruptions such as a rail strike affecting Canadian suppliers. [22:29] Advice for Supply Chain Leaders : Alan’s advice is to make every interaction positive and impactful—regardless of challenges, a strong attitude and effort can turn situations around and inspire optimism. Top Quotes: [05:07] Alan: “My core focus is always on people. We can have all great tools, great systems, great everything, but if we don't have great people, we're not going to be successful. So, at my core, one of my priorities is always developing people. I read a quote a while back about how you're not truly a leader unless you've developed another leader who's developed another leader. And what that means is you can't stop just at one level below you because as we all have a lot of layers in all of our large global organizations, I personally make a point to touch every layer within the organization, within every function of the organization, making sure that everybody is very clear on our goals, our key performance indicators, and what it's going to take for us to be successful.” [10:07] Alan: “Speak with data. Here's how much we spend in this area. Here's how much we can save if we drive synergies and commonize suppliers. We have 16 North American sites, and prior to 2020, the sites were managing the spending at a site level. Now that we're managing it across the region, the savings are significant, and we're really excited about where we're going with this project and the successes we're going to see moving forward with this project.” [00:00] Alan: “I work very closely here at Aludyne with our head of IT because sometimes, from a procurement or supply chain perspective, we can be very creative and think, hey, I really need this tool and that tool. And it's not always conducive to what we currently have. So, working closely to really figure out on the front and what can we do and what's going to be really, really hard to implement and trying to get some of those quick, easy wins, really that snowball effect to help us continue to move forward toward gravitating away from spreadsheets and to more digitization.” [19:01] Alan: “From my perspective, driving partnerships is so vitally important to our success. The constant communication. So, things, as both of you know, don't always go right and typically don't go as we plan in the automotive supply chain, specifically at the Tier One level. So, my idea of a partnership is being transparent and having constant communication, even when the information is not what the other side wants to hear. At least if we are proactively communicating, we're giving our supplier partners a chance to react to that and a chance to adjust to that and really having that constant communication.” [22:52] Alan: “Every interaction that you have, focus on making a positive impact. And what I mean by that is there's so much of our lives, professionally and personally, that is out of our control. We do the best we can to deal with every situation and every circumstance, but we do control our attitude, how we treat people and our effort. We can make the choice no matter what the situation, no matter what the challenging circumstances are. We can choose to make a positive impact, and I know that sounds at times soft and fluffy, but it is something that we control that we can try to make a positive impact on people, on the situation, on every element of our lives.”…

Auto Supply Chain Prophets

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Leading the Charge: Building Tomorrow’s Supply Chain Leaders 34:56

30 weeks ago34:56