Auto Supply Chain Champions

Contact Ian at ian.berman@qad.com and Joshua at joshua.guy@qad.com for further conversationGlobal trade does not have a compliance problem. It has an execution gap. The classifications exist. The brokers are in place. The duties are being paid. Yet too often, trade is treated as documentation instead of strategy. In this episode, Jan Griffiths and Tom Roberts sit down with Ian Berman, Global Trade and Transportation expert, and Joshua Guy, Foreign Trade Zone specialist, to challenge that mindset and introduce a new one.Ian and Joshua make the case that tariffs are no longer a temporary disruption. They are a structural operating condition. With layered duties, stacked exposure, and policy volatility, organizations cannot afford to treat trade compliance as a cost center. The companies that will win are the ones that shift from a system of record to a system of action. That means modeling exposure before it hits. Scenario planning under uncertainty. Using infrastructure like FTZs deliberately. And building systems that react at the speed policy changes.The honesty in this conversation sets the tone. Jan openly admits she once treated trade compliance as something to “just like keep me clean. Don’t get me into trouble.” Ian confirms how common that mindset is, saying, “They look at that as just a cost center. Honestly, Jan…” That old-world thinking no longer works.Joshua explains why the stakes have changed: “This is way too complicated of an environment that is changing daily, and so you have to be dependent on systems for this. You cannot be dependent on the old way of how things work.” In a world where executive orders drop on Friday and implementation happens Tuesday, modeling tools and automation are no longer optional. They are survival mechanisms.This episode is a reminder that global trade is not back-office reporting. It is strategic infrastructure. Leaders who treat it as such gain flexibility, cash flow timing advantages, and margin recovery. Those who do not will absorb cost and call it unavoidable.Themes Discussed in This EpisodeWhy treating trade compliance as a cost center is a strategic mistakeThe shift from system of record to system of action in global tradeTariffs as a structural operating condition, not a temporary disruptionModeling exposure before policy changes hitThe critical role of data accuracy under refund and audit scrutinyBuilding scenario capability to react at the speed of volatilityForeign Trade Zones as strategic infrastructure, not paperworkTurning landed cost management into a competitive advantageFeatured GuestName: Ian BermanTitle: Global Trade and Transportation ExpertAbout: Ian is the Manager of Business Consulting with QAD Supply Chain. Ian has been with QAD for 11 years and has 20 years of experience in global trade and transportation management. He holds a Masters Degree in Supply Chain Management as well as an ASCM CLTD Certification.Connect: LinkedInName: Joshua GuyTitle: Foreign Trade Zone (FTZ) SpecialistAbout: For more than 25 years, Joshua has worked at the intersection of engineering, product leadership, and global trade, helping organizations bring structure and clarity to complex supply chains. Today, he leads strategy for Foreign-Trade Zone solutions that enable multinational importers to manage tariff exposure, reduce compliance risk, and strengthen financial performance. He also led the development of QAD FTZ, an industry-leading Inventory Control and Recordkeeping System that supports manufacturers, distributors, and 3PLs as they move from reactive compliance to proactive, resilient trade strategy in a volatile global environment.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[01:38] Falling on the Sword: Jan opens with honesty, acknowledging that she once viewed trade compliance as protection, not potential. It was about staying out of trouble, not driving advantage. That mindset, she admits, is exactly what leaders must now challenge.[03:58] Cost Center Thinking: Ian names the pattern many organizations fall into. Trade teams are treated as overhead, brought in after decisions are made, measured by cost instead of contribution. In today’s environment, that thinking leaves value on the table.[10:51] The New Reality: Joshua reframes the moment with clarity. Uncertainty is not a phase. It is the operating model. Leaders who accept that shift can move from reacting to preparing.[17:30] Start with a State of the Union: Before making bold moves, Ian calls for alignment. Understand what you buy, where it comes from, what you pay, and what systems support it. Clarity is the foundation for action.[10:33] Volatility Isn’t Going Away: Ian delivers the hard truth. Today’s structure will change again. Waiting for stability is not a strategy. Building agility is.[12:29] Systems Over Spreadsheets: Joshua draws the line between the old world and the new. Manual tracking cannot keep pace with stacking tariffs and shifting rules. Systems of action are no longer optional. They are essential.[19:37] FTZ as a Lever: Joshua shifts the lens from compliance to opportunity. Foreign Trade Zones are not paperwork exercises. Used well, they become a financial lever that improves cash flow and protects margin.[22:07] Leadership Urgency: Tom closes with resolve. When double-digit cost increases appear, leaders cannot hesitate. They must understand the full landed cost, explore every lever, and act decisively.Top Quotes[04:49] Ian: “They look at that as just a cost center. Honestly, Jan, and again, you fell on the sword and you're not alone.”[10:51] Joshua: “I think the only certainty is uncertainty in these times, right?”[12:29] Joshua: “You have to be dependent on systems for this. You cannot be dependent on the old way of how things work.”[22:07] Tom: “If I'm facing 10% additional cost, or 15 or 40, or whatever it is. I am gonna figure this out.”Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.🎧 Follow the podcast: https://autosupplychainprophets.com/🔗 Learn more about QAD Redzone: https://www.qad.com/

Manufacturers do not have a data problem. They have an execution gap. The dashboards exist. The reports are generated. The KPIs are reviewed. Yet too often, action stalls between insight and impact. In this episode, Jan Griffiths and Tom Roberts sit down with Zack Sosebee, SVP of Operations & Customer Success at Redzone, to explore what changes when data moves beyond visibility and into the hands of the people closest to the work.Zack shares a clear and practical vision of the connected workforce. Not as another layer of software. Not as another reporting system. But as a system of action. By giving frontline operators simple, real-time visibility through red, yellow, and green performance signals, manufacturers create clarity in the moment decisions are being made. That clarity builds accountability. And accountability drives results.What makes this approach powerful is its simplicity. Instead of overwhelming teams with endless metrics, Redzone focuses on a few meaningful signals that operators can influence hour by hour. When teams see performance in real time, they respond in real time. Maintenance is called sooner. Problems are escalated faster. Peer-to-peer competition becomes a positive force. Execution accelerates because ownership shifts to the frontline.But technology alone does not transform a factory. Coaching does. Zack explains how culture change happens when leaders reinforce new behaviors, close feedback loops, and respond quickly to issues raised by operators. When a long-tenured employee logs a safety concern and sees it fixed the same day, trust is built. When a retiring expert captures knowledge that strengthens the next generation, pride returns to the shop floor. These are not software wins. They are human wins.This conversation is a reminder that digital transformation is not about collecting more data. It is about empowering people to act with confidence and clarity. When operators think like supervisors and supervisors think like leaders, performance improves. More importantly, culture evolves. And in today’s manufacturing environment, the companies that win will be the ones that move from reporting yesterday to deciding what happens next.Themes Discussed in This EpisodeWhat “connected workforce” really means in manufacturingWhy digital transformation often stalls at dashboardsOverall Equipment Effectiveness explained in simple termsRed, yellow, green real-time visibility on the shop floorCoaching vs training in culture changeTurning skeptics into championsEliminating paper logs and manual downtime reportingUsing simplicity to accelerate adoptionTechnology as an enabler of ownership, not oversightEmpowering operators to think like leadersFeatured GuestName: Zack SosebeeTitle: SVP Operations & Customer Success, RedzoneAbout: Zack is Senior VP of Operations & Customer Success at Redzone, where he leads the entire customer experience across coaching, implementation, and support, with a clear focus on delivering measurable results. A member of the early Redzone team, Zack helped build the company’s coaching organization and drives a people-first, customer-focused approach that empowers frontline teams and creates sustainable operational impact. Prior to Redzone, he held operations leadership roles at Ignite Solutions, Lockheed Martin, Porsche Cars North America, and Ford Motor Company. Zack holds both a bachelor’s and a master’s degree in Mechanical Engineering from the Georgia Institute of Technology.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Episode Highlights[01:30] Data in the Right Hands: Jan challenges the idea of simply “moving data to the shop floor” and raises the deeper issue of empowerment. Technology alone is not enough. Culture must enable action.[03:11] The Connected Workforce Vision: Zack explains Redzone’s founding vision: take critical executive-level data and put it directly in the hands of operators so they can think like supervisors and leaders.[04:42] Speed to Value Over Analysis Paralysis: Instead of overwhelming teams with data, Redzone focuses on just a few signals that drive immediate decisions and measurable operational gains.[09:33] Red, Yellow, Green in Real Time: Operators see hour-by-hour efficiency through simple visual scoring, creating healthy competition, faster decisions, and higher performance across lines.[11:33] Coaching Changes Behavior: Technology is only half the equation. Redzone coaches push teams to act on data, raising expectations and building sustainable cultural transformation.[13:52] Goodbye Paper Logs: Manual downtime sheets and whiteboard reports are replaced with real-time digital visibility that eliminates guesswork and false reporting.[16:27] The Skeptic Who Became a Champion: A long-tenured operator resistant to change logs a safety issue on day one. It gets fixed immediately. That moment transforms him into an advocate.[18:07] Legacy Over Retirement: A veteran employee planning to retire stays on after using Redzone to document his knowledge, leaving a lasting operational legacy.[19:58] Training vs Coaching: Zack clarifies the difference between learning which buttons to click and building new behaviors that fundamentally change how factories operate.[20:16] Culture Is the Real Business: Redzone is not just about software deployment. It is about coaching change and driving ownership at every level of the plant.Top Quotes[03:28] Zack: “And our view is that every worker in the factory should be there for a career, should care about their role, should be making decisions that help influence the factory to be better.”[11:22] Zack: “It's not about more data. It's about better decisions with the data you have.”[18:55] Zack: “When people feel like it's more than a job, all of a sudden, like it's fun to work.”[20:16] Zack: “If we have easy software and we have a simple deployment, we look at a few things. Now we coach in change and drive culture change, which is what we're really in the business of doing.”Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/

Automotive supply chains are no longer being reshaped by crisis. They are being reshaped by clarity, and clarity is forcing hard choices.In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and co-host Tom Roberts are joined by Paul Eichenberg, Chief Strategist and author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, for a blunt, reality-check conversation about what lies ahead for suppliers.The industry has moved past the chaos of shortages and disruptions, but that does not mean conditions are improving. Flat volumes. Thin launch schedules. Policy volatility. Long-standing assumptions that once protected supplier business models no longer apply.Paul makes the case that 2026 is not about recovery. It is about reckoning. Growth will not lift all boats. Outgrowth will be selective. Capital allocation, portfolio focus, and strategic intent will determine who wins and who fades.This conversation challenges automotive leaders to confront the most dangerous assumption still in play: that the industry is operating under the same rules it always has. The leaders who succeed in 2026 will be decisive, intentional, and willing to make hard bets instead of spreading resources thin.Themes Discussed in This EpisodeWhy flat volumes expose weak supplier strategiesThe end of “a rising tide lifts all boats” thinkingWhat outgrowth really means in a 0–1% marketCapital allocation as the ultimate strategy leverWhy the next decade is the hybrid decadePortfolio focus vs being all things to all customersWhy clarity, not comfort, defines 2026 leadershipFeatured GuestName: Paul EichenbergTitle: Chief Strategist, Automotive IndustryAbout: Paul is a seasoned automotive strategist and industry advisor with decades of experience supporting OEMs and suppliers through major market transitions. He is the author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, where he outlines the structural shifts redefining growth, competition, and portfolio strategy across the global automotive value chain.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in This EpisodeThe Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026Episode Highlights[02:52] The most dangerous assumption suppliers are still making as they enter 2026[05:27] Why outgrowth, not volume recovery, will separate winners from losers[09:44] Why the next decade belongs to hybrids, not single-path electrification[17:17] Why portfolio and footprint choices now define competitiveness[22:22] The one bold move Tier One CEOs must make in 2026Top Quotes[05:19] Paul Eichenberg: “The idea that the tide raises all boats is no longer the assumption that suppliers should have going forward.”[07:23] Paul Eichenberg: “Strategy execution comes down to how you allocate capital in your talent or your resources.”[22:51] Paul Eichenberg: “Being all things to all people is a path to failure in this type of constricting market.”[23:17] Paul Eichenberg: “This is a year of clarity.”Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.🎧 Follow the podcast: 🔗 Learn more about QAD Redzone: https://www.qad.com/

Automotive manufacturing leaders have no shortage of data, but only those who turn it into action are winning, and AI is the accelerator.In this milestone episode, Jan Griffiths is joined by Sanjay Brahmawar, CEO of QAD, and Dr. Bryan Reimer, MIT Research Scientist and author of How to Make AI Useful, for a grounded conversation about how AI is creating real advantage in automotive manufacturing.The challenge facing automotive manufacturing leaders is not visibility. Leaders know where problems exist. The issue is that action often stalls between insight and execution. Dashboards explain what happened. They do not decide what happens next.Sanjay and Bryan draw a clear distinction between systems of record and systems of action. Systems of record observe. Systems of action decide, execute, and learn. Agentic AI belongs in the second category. It creates value when it removes friction from work, accelerates routine decisions, and gives people better context at the moment action is required.Frontline teams in automotive manufacturing do not resist AI. They adopt it when it respects their expertise and helps them do their jobs better. Adoption follows usefulness, not mandates. When AI amplifies human judgment instead of supervising it, execution speed improves and results follow.This episode challenges automotive manufacturing leaders to stop treating AI as a reporting layer and start using it as an execution engine. The organizations pulling ahead are not waiting for perfect conditions. They are starting small, learning fast, and letting action build confidence.Themes Discussed in this episode:Why data visibility alone does not drive performance in automotive manufacturingSystems of record vs systems of actionHow AI removes friction from automotive manufacturing operationsFrontline-first AI adoption in plantsAgentic AI as an execution multiplierLeadership ownership of decisionsBuilding momentum with 60 to 90-day winsFeatured Guests: Name: Sanjay BrahmawarTitle: CEO of QAD About: Sanjay Brahmawar is the CEO of QAD, a cloud software company delivering cloud-based solutions for manufacturers and global supply chains. With more than two decades of experience leading global technology businesses, he brings deep expertise in digital transformation, AI, IoT, and data-driven platforms, built through senior leadership roles at IBM and Software AG.Connect: LinkedInName: Dr. Bryan ReimerAbout: Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a key member of the MIT AgeLab. He is also the author of How to Make AI Useful: Moving beyond the hype to real progress in business, society and life. His work focuses on how drivers behave in an increasingly automated world, using a combination of psychology, big data, and real-world testing to study attention, distraction, and human interaction with vehicle technology. He leads three major academic-industry consortia that are developing new tools to measure driver attention, evaluate how people use advanced driving systems, and improve in-vehicle information design, thereby guiding automakers and policymakers toward safer, human-centered mobility solutions.Connect: LinkedInAbout Your Host – Jan GriffithsJan Griffiths is the host and producer of the Auto Supply Chain Prophets podcast and The Automotive Leaders Podcast, and is recognized as the Champion for Culture Change in the automotive industry. A former automotive manufacturing and supply chain executive, Jan focuses on leadership, culture, and execution, bringing practical, real-world conversations to the forefront of industry change.Mentioned in this episode:QAD Champion AIHow to Make AI Useful: Moving beyond the hype to real progress in business, society, and lifeEpisode Highlights:[03:16] Data Isn’t Enough: Automotive manufacturers often have abundant data, but without ownership, trust, and decisive follow-through, insights fail to drive real results.[06:28] Trust Through Action: Leaders in manufacturing must embrace experimentation and small steps, because confidence in AI and new systems grows only when action precedes certainty.[10:53] 90-Day Mindset: Transformative leadership in manufacturing means challenging norms, leveraging AI, and rallying teams to achieve ambitious goals in record time.[15:20] Sandbox Leadership: Automotive leaders stall by overthinking and seeking perfect solutions, while real progress comes from small experiments, empowering teams, and proving concepts before scaling.[19:53] Manufacturing Love: Sanjay’s passion comes from his shop floor roots and belief that AI and modern tools can empower people, attract talent, and transform the future of manufacturing.[22:20] Process Passion: Bryan’s focus is optimizing workflows, amplifying teams with AI, and shifting the narrative from fear to the positive impact of technology in manufacturing.[24:46] Start Small, Win Big: Leaders can kick off AI adoption with role-based agents, targeted problem-solving, and rapid implementation to achieve meaningful 60–90 day wins.[28:06] Empower to Optimize: True AI adoption starts by giving teams low-risk space to experiment, share insights, and amplify their work while leadership fosters trust and transparency.Top Quotes:[03:42] Sanjay: “Manufacturers are very good at dashboards. But dashboards they explain yesterday. They don't decide what happens next. And when no one owns the next move, any kind of insight just sits there and it will just wait. That’s the core difference between a system of record, where you store and you record and you have data to a system of action. While the system of record observes; a system of action actually decides, executes and learns.”[16:11] Sanjay: “Champion AI doesn't supervise the operators, it amplifies them. Gives them early signals, better context. Allows them to execute faster. People trust automation when it respects their expertise. [16:31] Sanjay: “Adoption always follows usefulness, not mandates. You tell somebody you have to use AI; that's not the way it's gonna work. You've gotta create and show them the usefulness. And I think then it's not a change management problem.”[23:43] Dr. Reimer: “We are going to blame a lot of layoffs on AI, and that is gonna drive more fear into the market. And I think that's something that we need to move away from. We need to look at the power of AI to amplify, and we need to be honest with ourselves when we need to do workforce reductions. It's not because of AI most of the time. It's really because of other processes or other business outcomes that we need to be more transparent with.”[31:27] Sanjay: “I firmly believe Agentic AI and AI is not about replacing people. It's actually about augmenting, empowering. It's about elevating the human judgment when it matters the most. I think there's so much potential here.”Follow the Auto Supply Chain Prophets Podcast for more real discussions with leaders who are moving from insight to action and learning by doing.And if you want to see how these ideas are being applied in manufacturing today, explore how QAD is helping teams remove friction, accelerate decisions, and turn AI into an execution advantage.🎧 Follow the podcast: https://autosupplychainprophets.com/ 🔗 Learn more about QAD: a...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here As 2025 wraps up, the Auto Supply Chain Prophets podcast looks back on its journey and shares thoughts about what’s next. Hosts Jan Griffiths, Jim Liegghio, and Terry Onica take a moment to celebrate the podcast’s impact, highlighting 15,000 downloads in over 20 countries, and look forward to their 100th episode in 2026, a milestone only a few podcasts achieve.Jim encourages listeners to revisit past episodes to hear how industry leaders think, solve problems, and approach supply chain challenges. Terry shares her retirement from QAD after 23 years, celebrating a career spent promoting supply chain excellence and promising to continue contributing to projects she loves.Jan confirms the podcast isn’t going anywhere. In 2026, it will return with a refreshed format and new energy. For now, listeners can check out past episodes, dive deeper into the content on the website, and follow along as the hosts continue sharing conversations that shape the automotive supply chain.Featured on this episode: Name: Jan GriffithsTitle: 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: LinkedInName: James “Jim” LiegghioTitle: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.Connect: LinkedInName: Terry OnicaTitle: Director, Automotive at QADAbout: 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: LinkedInMentioned in this episode:Check out every episode of the Auto Supply Chain Prophets podcast here.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here This episode takes a break from our usual detailed discussions to reflect on the conversations that shaped the year for the Auto Supply Chain Prophets podcast. Jan Griffiths, joined by co-hosts Jim Liegghio and Terry Onica, looks at why specific episodes stuck with them and what those moments reveal about where the automotive supply chain is heading.Live podcasting quickly rises to the top, especially the Midwest User Group episodes. Hearing customers talk openly about what they deal with every day brought everything back to reality. The hosts agree that these conversations stood out because they were raw, unscripted, and focused on real-life challenges rather than polished talking points.From there, the focus shifts to the next generation of supply chain leaders. Episodes recorded at the GM Wayne State Case Competition and other student-focused events captured something rare: genuine excitement about supply chain careers. Hearing students wrestle with real GM case studies and receive direct feedback from senior leaders reinforced why investing time in education and mentorship matters.Jim then reflects on episodes centered on leadership under pressure, including Kyle Price from Caterpillar and Darrin Lucas from Nissan. Both talked about disruption as something you plan for, not something that throws you off balance. Tariffs, volatility, aftersales pressure, none of it was treated as a crisis. The focus remained on preparation, trusting teams, and staying level-headed. The takeaway was simple but powerful. The way leaders respond sets the tone for everyone else.For Jan, Kate Vitasek’s work on collaborative agreements stood out because it moved beyond talk and into how collaboration actually works. But with structure, accountability, and measurable business impact.Ted Mabley’s data-driven discussion on RFQs exposed how outdated processes still slow the industry down and why technology only works when people are willing to rethink habits and silos.The episode closes with a grounded reminder: AI, standards, and platforms matter, but they are not shortcuts. Progress depends on people, relationships, and the willingness to unlearn old ways of working. With that perspective, the hosts wrap up 2025 grateful for the conversations, the community, and the momentum heading into the year ahead.Featured on this episode: Name: Terry OnicaTitle: Director, Automotive at QADAbout: 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: LinkedInName: Jan GriffithsTitle: 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: LinkedInName: James “Jim” LiegghioTitle: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.Connect: LinkedInMentioned in this episode:QAD Midwest Users Conference: Community, Culture and InnovationDeveloping Future Leaders: Inside the General Motors and WSU Supply Chain Case CompetitionResilient by Design: Embedding Risk Strategy into Procurement Decisions with Kyle PriceNissan Redefines Aftersales Across the Americas with Darrin LucasVested Partnerships: Transforming Automotive Negotiations Into Win-Win Partnerships with Kate VitasekQuote Chaos: Inside The Rising Pressure On Automotive Industry's RFQ Teams with Ted MableyProcurement in Motion: How SRM Drives Better, Faster Supplier Decisions with Achim Gatternig

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 Brand loyalty at Nissan isn’t earned during a sale. It’s earned later, when a driver needs a repair, and the part they need is already there. That moment shapes Darrin Lucas’s work. He leads after-sales supply chain operations across the Americas, making sure vehicles stay in service instead of sitting in a bay waiting for parts.His team manages warranty support, service parts, and dealer inventory with one goal in mind: a repair should feel routine to the customer. The planning beneath it, however, is anything but routine. Instead of reacting to dealer requests, they work ahead of demand and stock items based on what they expect will be needed weeks from now.To make those decisions earlier and with more accuracy, Nissan is moving past traditional forecasting habits. The company utilizes AI-driven predictions, real-time performance dashboards, and automation in its distribution centers to prepare the correct parts before customers arrive for service. With better insight comes a different kind of supply chain partnership. Suppliers aren’t just shipping parts; they’re sharing data, adapting quickly, and helping Nissan support both production and service without sacrificing one for the other.Dealers are also part of the strategy. Darrin talks about advisory boards where dealers give feedback, test ideas, and influence how inventory gets planned. This helps Nissan prevent shortages before they occur, and it provides a clearer picture of what customers are actually experiencing in service bays, not just what spreadsheets predict.Darrin’s own career mirrors the way Nissan wants the organization to work. He joined Nissan as a packaging engineer and moved into logistics, quality, and operations because leaders encouraged him to learn beyond his role. That gave him the perspective he uses today. Now, he leads by giving his team the same space to grow, allowing people to learn, think independently, and solve problems without being controlled by every metric. When people understand the business, the KPIs follow.Nissan views after-sales as an ongoing promise to customers who have already chosen the brand. It isn’t a backup to manufacturing or a response to breakdowns. It’s part of the relationship that continues long after the car leaves the showroom, earning loyalty through every mile the vehicle stays on the road.Themes discussed in this episode:How stocking service parts weeks in advance prevents vehicles from sitting idle at the dealershipThe shift from outdated forecasting methods to AI-driven demand planning in automotive after-salesHow automation in distribution centers speeds up service part delivery and reduces wait timesWhy suppliers must support both production and after-sales to meet customer repair expectationsThe increasing demand for OEM parts through e-commerce and how it disrupts traditional delivery modelsHow proactive parts planning turns after-sales into a strategic advantage instead of a reaction to breakdownsThe value of cross-functional experience in building leaders who understand the entire parts lifecycleThe responsibility of after-sales supply chain teams to maintain customer confidence after the saleFeatured on this episode:Name: Darrin LucasTitle: Director, Aftersales Supply Chain Operations Americas at Nissan North AmericaAbout: Darrin is the Director of Aftersales Supply Chain Operations for the Americas region at Nissan Motor Corporation, where he leads strategies to optimize logistics and ensure the timely delivery of parts across the dealer network. With nearly two decades at Nissan, Lucas has played a pivotal role in strengthening supply chain resilience and driving operational excellence. Passionate about collaboration and continuous improvement, Lucas emphasizes efficiency, speed to market, and customer satisfaction as core priorities for Nissan’s aftersales operations.Connect: LinkedInEpisode Highlights:[04:41] Where Loyalty Actually Starts: After sales is the part of the business that earns trust by keeping vehicles on the road through parts support, service, and warranty care long after the sale.[06:50] Forecasting the Fix: Nissan is shifting from traditional demand guesses to AI forecasting and stronger supplier partnerships to keep the right parts flowing where repairs are needed most.[08:43] Manual to Smart: Nissan is introducing AI forecasting, real-time dashboards, and new automation tools to replace manual after-sales planning and boost operational efficiency.[09:24] From Hesitant to All In: Darrin admits he once doubted AI, but now pushes his team to embrace it fully as a tool that strengthens customer support and future talent development in supply chain.[10:13] Collaboration Still Wins: Darrin credits better forecasting and open performance data as the foundation for trust-driven collaboration with suppliers, purchasing, and dealerships.[11:07] Dealers in the Driver’s Seat: Nissan uses rotating advisory boards to test ideas, challenge plans, and give real service feedback before new after-sales initiatives roll out.[12:57] A Culture People Return To: Nissan’s culture encourages employees to explore new functions, build cross-functional experience, and even boomerang back because empowerment makes them want to grow there.[16:31] AI, Automation, and Going Green: Nissan plans to expand AI forecasting, automate distribution centers, adopt eco-friendly packaging, and build centers of excellence across the Americas to boost after-sales performance.[17:25] No More “How We’ve Always Done It”: Darrin challenges suppliers to move faster, stay flexible, and break old norms so they can meet changing customer needs without hesitation.[18:28] Unlearning the OEM Way: The industry must rethink daily dealer delivery models and learn to serve e-commerce customers with new expectations and faster final-mile options.[19:35] Empower First, Measure Second: Darrin leads with family-style trust and balance, believing that when people are empowered, culture delivers the results KPIs never could.[21:35] Leaders Who Think Ahead: He looks for people who challenge norms, plan beyond the KPIs, and drive improvement instead of repeating the same work without progress.Top Quotes:[00:00] Darrin: “After sales or service part is everything we do to support the customer after that initial vehicle sale. That's about keeping the vehicles on the road and ensuring the customers are confident in our parts availability, service support, and warranty care. It's where we build a trust with the customers, and we want that brand loyalty because we want them to come back to the brand again and again.”[17:54] Darrin: “We have to be more dynamic, flexible, and adjust to our customer needs and adjust to the industry. I think we've had a lot of events over the last 15 to 20 years that've kind of challenged us from a flexibility perspective, and we're better for it, but I think we can even improve on that. With customer demands and trends changing ever so often, we have to be able to shift almost on a dime these days to make sure we're satisfying them.”[20:23] Darrin: “Leading a large team as I do, across the Americas region, it's all about empowering my team. And I think it's key to our success, right? Without it, we can't service our customers. And I like to say I try to lead with balance. So that's operational excellence, sustainability, and team engagement. Because strategies only work where the culture brings it to life.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Quoting might sound like routine paperwork, but in today’s automotive supply chain, it’s becoming one of the biggest pressure points.Behind every new program sits an RFQ process that’s overworked, outdated, and dangerously dependent on a few people who know how to make it run.That’s where Ted Mabley, Director at UHY and co-author of a new white paper with the Center for Automotive Research (CAR), steps in. His study compares how suppliers manage RFQs today versus in 2002, and the numbers tell the story.The average supplier now handles approximately 800 RFQs per year, up from 495 two decades ago; yet, the tools and processes remain largely the same. Most companies are still managing quotes through emails, spreadsheets, and manual coordination, leaving room for costly errors and missed opportunities.Ted explains that while technology in other areas has advanced, the RFQ process is stuck. It relies heavily on “sticky knowledge,” the experience locked inside a handful of veterans who know which levers to pull and whom to call. As those experts retire, companies are left scrambling without proper succession or mentoring plans in place. The result is confusion, inconsistent data, and at times, quotes submitted with zero profit margins.Some suppliers are making progress by utilizing supplier relationship management tools to track and compare quotes; however, Ted notes that the gap between leaders and laggards remains wide. The bigger issue, he adds, is cultural. Siloed departments, poor communication, and a lack of accountability slow everything down.Ted believes the way forward starts with people, not technology. Building mentoring and training programs, or “farm clubs,” ensures new talent learns the process before stepping into key roles.From there, automation and AI can take on repetitive tasks, such as comparing supplier data, reconciling quotes with production performance, and even auditing PPAP documentation. But the key isn’t just automation; it’s connecting people, process, and systems so data actually works for the business.To fix the system, Ted recommends documenting every step of the RFQ process, identifying leaks and inefficiencies, and modernizing with lightweight digital tools that integrate existing data. He also calls on OEMs and suppliers to collaborate more closely, not just commercially, but to standardize and strengthen the systems that power their shared supply chain.The message is clear: the RFQ process might seem routine paperwork, but it’s the foundation of every program launch. How suppliers manage it will determine their ability to compete and deliver in an industry that’s moving faster than ever.Themes discussed in this episode:The growing complexity of the RFQ process and how it impacts supplier performance in automotive manufacturingHow the lack of automation and standard systems slows down the quoting process for suppliersThe problem of “sticky knowledge” and the risk of losing critical expertise as experienced employees retireWhy mentoring and structured training programs are essential to preserving quoting knowledge in the supply chainThe benefits of using supplier relationship management (SRM) tools to improve accuracy and speed in RFQ handlingHow siloed departments and disconnected systems cause costly errors in quote preparation and reviewThe need for suppliers to document, analyze, and streamline their end-to-end RFQ workflow for better resultsHow stronger collaboration between OEMs and suppliers can create a more consistent and efficient quoting process across the industryFeatured on this episode: Name: Ted MableyTitle: Director at UHY ConsultingAbout: Edward “Ted” Mabley has over 15 years of experience optimizing sales and business development operations, providing customer-specific solutions catering to a wide array of industries on a global scale. He works with OEMs, tier-one suppliers, and other manufacturing companies to create transparency in their cost process and develop vendor management programs to address relevant KPIs. His experience includes active cost management in accordance with enterprise product costing procedures, as well as developing strategic business roadmaps, product visions, and sales strategies. Connect: LinkedInMentioned in this episode:QAD Midwest User GroupAIAG Quality SummitAIAG IMDS Compliance ConferenceCatena-XAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode Highlights:[04:33] Then and Now: Ted breaks down how the RFQ process has evolved since 2002, revealing that while quoting volumes have soared, automation and knowledge transfer haven’t kept up, leaving suppliers overwhelmed and understaffed.[06:25] The Bottleneck Problem: Outdated tools and scattered systems are clogging the RFQ pipeline, leaving suppliers to chase quotes through emails, spreadsheets, and late-night calls.[09:07] Keeping Knowledge Alive: As experienced experts retire, Ted explains why mentoring and hands-on training programs are key to passing on the skills needed to manage complex RFQs.[10:53] Data Without Action: Even with all the right data inside their systems, many suppliers still rely on manual work, missing the chance to use automation and AI to make quoting faster and more accurate.[14:22] Breaking the Silos: Siloed systems and limited visibility across departments make quoting harder than it needs to be, especially when key teams can’t access the data they need.[15:36] Fixing What’s Broken: Ted outlines three steps to repair the RFQ process: invest in people, modernize with simple digital tools, and push OEMs and suppliers to work together on shared solutions.[19:09] Managing the Unknowns: With constant shifts in volumes and programs, suppliers are learning to manage risk by planning smarter, staying flexible, and working closely with OEMs to adapt when assumptions fall apart.[22:47] Protecting What Matters: Ted shares his goal for the white paper, encouraging OEMs and suppliers to use it as a starting point for real collaboration, stronger supplier councils, and better protection of critical knowledge across the industry.[25:29] Where to Start: Ted shares two actions suppliers can take right now to strengthen their RFQ process: document every step to find gaps and start building a trained bench of new talent ready to take over.Top Quotes:[12:15] Ted: “If you take a look at this process, it really screams for some type of automation, 'cause the data's all in-house. I'm not going anywhere else. I own the BOM. I know what my cost structure is. I know how much it takes to make something right from a time point. I know my burden rates, both fixed and variable. So, all that stuff is there, right? It's just a matter of, in the Japanese manufacturing methodology, put the tools in front of the people so they can do their job, right? Really simple. Get it there.”[15:06] Ted: “Everyone has to have a visibility into this process. And again, we found some companies are doing a very good job of getting that window open for everyone to be able to see. Others, you're absolutely right, it comes from this system which I don't have access to, 'cause I'm in purchasing and I can't get into this engineering system, or God forbid I have to get into the logistics system so I can put together a total landed cost, roles, responsibility, permissions. All of that really kind of falls apart, and just complicates the process.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Every strong supply chain starts with strong talent, and at Wayne State University, that’s exactly what’s being built. This episode takes listeners inside the General Motors and Wayne State Supply Chain Case Competition, where students from across the country step into real-world challenges and learn what it takes to lead the industry’s future.The conversation opens with Lori Sisk from Wayne State University, who introduces the FAST Program (Future Advantage Supply Chain Training), a groundbreaking initiative designed to expose Detroit high school students to the world of supply chain management long before college.Lori explains how the program combines classroom learning with hands-on experience, allowing students to graduate with a certificate in supply chain and a clearer path toward college or immediate industry work. She’s joined by two standout students from the program, Malik and Jeffrey, whose stories bring the program’s impact to life.Jeffrey recalls how little he knew about supply chain before joining, but after a summer internship with WF Whelan, he found himself fascinated by the behind-the-scenes logistics that keep goods moving.Malik adds that what surprised him most was how many steps it takes to make something as simple as a roll of tissue. He says that getting hands-on at each stage gave him a new appreciation for the complexity and teamwork involved in manufacturing. Both now see supply chain not just as a career option, but as a field full of opportunity and purpose.Then comes Chris, a graduate of the Automotive Supply Chain Immersion Program (ASCIP), a 20-week course co-led by AIAG and Wayne State. For him, the program went far beyond the classroom. It provided him with direct access to industry leaders, real-world learning experiences, and a network of mentors who helped him view the supply chain from an entirely new perspective.The focus shifts to the General Motors and Wayne State Supply Chain Case Competition itself, with GM’s Bill Hurles and Dave Leich. They recount how the program began in 2011, shortly after GM’s bankruptcy, as a way to strengthen the industry’s talent pipeline. What started as a small idea has now evolved into a global event, drawing universities from across North America, Mexico, and beyond. Student competitors Danielle Griffin and Daniel Kuzniar then share their perspective on tackling this year’s case, focused on EV adapter sourcing for GM’s Factory Zero. They explain how teamwork, diverse expertise, and late-night preparation sessions helped them stay composed under pressure.Finally, Lori Sisk and GM’s Christina Meredith take listeners behind the scenes of organizing the event. From coordinating sponsors to creating an unforgettable Detroit experience, their shared goal is clear: showcase the city, connect students to industry, and grow the future of manufacturing talent.Themes discussed in this episode:The FAST Program’s role in introducing Detroit high school students to real-world supply chain experienceThe role of Wayne State University in developing the next generation of supply chain professionalsHow partnerships between universities and industry leaders like GM strengthen the talent pipelineThe value of the AIAG–Wayne State Automotive Supply Chain Immersion Program in advancing professional growthHow case competitions prepare students to solve real industry challenges with creativity and collaborationHow industry-university partnerships help Detroit remain a global hub for supply chain education and manufacturing growthThe case competition’s lasting impact on students, sponsors, and educators as they collaborate to strengthen the supply chain communityFeatured guests:Name: Lori SiskTitle: Assistant Professor, Wayne State UniversityDiscussed: [01:14] Talks about launching the FAST Program (Future Advantage Supply Chain Training) to introduce Detroit high school students to supply chain careers through real-world learning and industry exposure.Name: Malik and JeffreyTitle: FAST Program Students, Southeastern High SchoolDiscussed: [02:25] Describe how the program helped them understand how products move, how teamwork drives operations, and how their internship experience at WF Whelan inspired them to pursue careers in supply chain.Name: Chris RochonTitle: Student, AIAG–Wayne State Automotive Supply Chain Immersion Program (ASCIP)Discussed: [07:53] Shares how the 20-week immersion program deepened his understanding of real supply chain challenges and gave him access to industry leaders who shaped his professional growth.Name: Bill Hurles and Dave LeichTitle: Former Executive Director of Supply Chain and Executive Director, Supply Chain, General MotorsDiscussed: [11:39] Explain how the GM & Wayne State Case Competition began in 2011 and how it continues to challenge students to solve real GM supply chain problems through creativity, collaboration, and practical thinking.Name: Danielle Griffin and Daniel KuzniarTitle: Students, Wayne State UniversityDiscussed: [21:16] Talk about competing in this year’s case focused on sourcing EV adapters for GM’s Factory Zero. They share how teamwork, time management, and confidence helped them deliver under pressure.Name: Lori Sisk and Christina MeredithTitle: Event Organizers, Wayne State University and General MotorsDiscussed: [00:00] Detail how the competition comes together each year, from securing sponsors and writing cases to creating a world-class student experience that highlights Detroit’s role in developing future industry leaders.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Logistics doesn’t always get the attention it deserves in the automotive world. Yet a wealth of knowledge is sitting inside 3PLs; companies that don’t just move parts but keep the entire system running.That’s why she brings in Jeff Kosloski, Vice President of Supply Chain Operations for Automotive, Aerospace, and Industrial at Ryder, to talk about what a modern 3PL really does.Jeff explains that Ryder handles everything from transportation and warehousing to sequencing, line-side delivery, and industrial engineering support. It’s not just outsourcing; it’s about helping manufacturers design better, leaner supply chains.He describes how Ryder has invested more than $1.7 billion in automation and AI over the past several years, exploring robotics, data tools, and new tech through its venture fund, Ryder Ventures, to keep up with the rising cost and complexity of manufacturing.But behind those investments is a simple truth: change is constant. Short-term uncertainty keeps logistics teams on their toes, while automation and AI are the biggest long-term disruptors, Jeff says.The challenge in automotive is standardization: every part, container, and process looks different, so implementing automation requires more creativity. Ryder’s engineering teams constantly test new robotics and warehouse systems to meet that challenge.Jim asks how Ryder manages efficiency when the environment keeps shifting. Jeff says flexibility is key. They move with customers as priorities change while focusing on improvement across the supply chain.That leads to the heart of the episode: collaboration. Jeff says the best partnerships are built on trust and open communication. His ideal scenario? A meeting where you can’t tell who the customer is and who the 3PL is, and everyone is rowing in the same direction.On the subject of AI, Jeff is clear: it’s no longer hype. Ryder uses it to forecast problems, improve routing, and make faster decisions. But people remain central to the work. That’s why Ryder focuses on growing new talent through leadership programs that expose young professionals to every side of logistics while building their technical and people skills.When asked what skills matter most for the future, Jeff doesn’t hesitate: digital fluency and critical thinking. Leaders need to understand AI tools firsthand and learn how to apply them in real operations. He admits he’s learning it himself because ignoring it isn’t an option anymore.When asked what advice he’d give to supply chain leaders facing constant disruption, Jeff says the speed of change has never been faster, so don’t chase every new idea or wait for perfection. Surround yourself with smart people, embrace the unknown, and give your team the freedom to innovate. Mistakes will happen, but staying still is worse.Themes discussed in this episode:The evolving role of 3PLs as strategic partners driving efficiency in automotive supply chainsHow Ryder integrates automation and AI to enhance logistics performance and reduce operational costsThe challenges of applying automation in automotive logistics where parts and packaging lack standardizationThe power of collaboration and trust between OEMs and 3PLs in achieving long-term supply chain successHow shared goals and transparent communication strengthen partnerships between manufacturers and logistics providersThe growing impact of AI and predictive analytics on real-time logistics planning and decision-makingHow Ryder’s leadership development programs prepare the next generation of logistics professionals through hands-on experienceWhy embracing change, learning new technology, and empowering teams are key to staying competitive in a fast-moving supply chain industryFeatured on this episodeName: Jeff KosloskiTitle: Vice President, Supply Chain Operations - Automotive & Industrial at Ryder Supply Chain SolutionsAbout: Jeff is the Vice President of Supply Chain Operations at Ryder Supply Chain Solutions, where he oversees North American logistics operations across the automotive, aerospace, and industrial sectors. With more than 30 years of experience at Ryder, Jeff has built deep expertise in global logistics planning, industrial engineering, procurement, and transportation management. His career includes leading complex customer implementations, standardizing business processes across regions, and developing tailored solutions for automotive supply chains.Connect: LinkedInMentioned in this episode:Champions of Manufacturing Customer ConferenceAIAG Quality SummitCatalyst NYC 2025RyderVenturesEpisode Highlights:[04:07] Beyond Trucks and Warehouses: Jeff breaks down what a 3PL really does, revealing how Ryder’s work goes far beyond moving freight — from managing transportation networks to supporting manufacturing and improving supply chain efficiency.[05:21] Automation in Motion: Jeff shares how automation and AI are transforming logistics, explaining how Ryder is investing over $1.7 billion in robotics and technology to meet customer demands and stay ahead of rising industry complexity.[08:17] Flexibility Is the Strategy: In a world of constant change, Ryder keeps supply chains moving by staying agile, adjusting plans as customer needs shift, and finding new ways to drive improvement even when the market is unpredictable.[09:30] Riding the Tariff Waves: When tariffs trigger sudden demand spikes, Ryder tackles them with creative solutions using shared warehouse space, cross-border facilities, and strong partnerships to keep customers ahead of disruption.[10:43] Collaboration Over Transactions: True partnerships, Jeff says, aren’t built on price tags or contracts but on trust, open communication, and shared goals where both sides challenge each other, solve problems together, and move as one unified team.[16:47] AI Takes the Wheel: AI isn’t hype anymore; Jeff explains how Ryder uses both generative and predictive AI to forecast problems, streamline work, and give logistics teams the tools to make faster, smarter decisions.[19:18] Building Tomorrow’s Leaders: Ryder invests in the next generation through hands-on leadership programs and a culture that helps young professionals grow, stay inspired, and build lasting careers in supply chain.[23:03] Digital Fluency First: Today’s must-have is digital fluency with strong critical thinking, built by learning generative AI hands-on—from prompt basics to applying it in real operations.[25:41] Embrace the Unknown: Change in the supply chain is accelerating, and Jeff’s advice is clear: stop chasing shiny tools, stay curious, surround yourself with smart people, and give your team the freedom to learn and innovate.Top Quotes:[07:04] Jeff: “ It's more challenging to develop solutions, but the reality is we'd better figure out how to do it, because like I said, our customers are asking.I think there's an increasing application of automation needed if companies wanna provide more efficient and competitive solutions for our customers. With electrification and increased technologies in vehicles, their costs are increasing. So, manufacturers really need, you know, 3PLs to come in with a lower cost solution to offset those.”[12:48] Jeff: “I think all strong partnerships, whether it be a business relationship or a personal relationship. Every now and then, you need a little spirited debate to get to the best solution. So, you know, I think that has to happen. And one of the barometers for me is when I participate in quarterly business reviews or strategic business reviews, the customer is me walking into the room and not being able to tell who's wearing what Jersey. Is it the customer that's talking? Is it someone on my team talking? And that's, I think, that's true collaboration.”[18:29] Jeff: “AIs in logistics are no longer just the hype. I think it's more of a strategic imperative or strategic initiative, maybe in any company that's serious in supply chain, about driving efficiency, building resilience, and providing customer satisfaction. You gotta get on the AI train, 'cause it's leaving the station for sure.”[26:57] Jeff: “Don’t be afraid to fail because of what you don't know. Surround yourself with people who are smarter than you. Get uncomfortable, embrace change, and leverage your team...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here This episode, recorded live at the QAD Midwest Users Conference, brings together voices shaping the future of automotive supply chains. Hosts Jan Griffiths, Terry Onica, and Jim Liegghio sat down with leaders across the supply chain to explore the future of manufacturing, technology, and collaboration.French Williams from Royal Technologies began by sharing how his company approaches automation. Rooted in a culture of “better tomorrow than today,” Royal has built a model where IT and supply chain work hand in hand, co-developing solutions that allow the company to scale and respond to customer needs.Autokiniton’s Andy Amstuz takes the mic next. As VP of IT and president of the Midwest User Group, he explains why user groups matter. The community becomes a lifeline when challenges hit.Autokiniton already puts real-time performance data in front of operators at every work center, proof that frontline visibility drives better decisions.Fresh off his keynote, QAD’s new CEO, Sanjay Brahmawar, outlined his vision for ERP as a “system of action” rather than a “system of record.” He introduced QAD’s Champion AI, designed to reduce mundane work, tackle complex challenges like inventory costs, and accelerate implementations through “Champion Pace.”For Sanjay, culture is as critical as technology. He points to Redzone’s track record — 26% productivity gains, 81% more engagement, and 35% lower attrition — as proof that empowering shop-floor teams changes the game.Andrea Hyska and Jon Smith of Lacks Enterprises brought the conversation down to the plant level, sharing how their IT teams succeed by staying connected to the business. From extending QMS capabilities to implementing shop floor applications, they credit a collaborative culture and hands-on leadership with making automation practical and effective.AIAG’s Fred Coe closes with where data exchange is heading. EDI is not going away, but APIs and Catena-X will complement it, which makes standardization and supplier voices at the table urgent. He reminds listeners that shaping the future requires participation, not waiting for others to decide the direction.By the end of the conference, a clear theme had emerged: culture drives adoption, community accelerates learning, and technology is only effective when people are fully engaged. At this conference, the future of automotive supply chains didn’t feel theoretical; it felt like it was already being built, one conversation at a time.Themes discussed in this episode:The role of company culture in driving collaboration between IT, supply chain, and operationsHow automation helps tier two suppliers like Royal Technologies scale effectively and serve customers betterThe value of peer networks and user groups in supporting manufacturers through industry volatilityWhy empowering frontline workers with real-time production data strengthens decision-making on the shop floorThe shift from ERP as a “system of record” to ERP as a “system of action” under QAD’s Champion AI visionWhy Lacks Enterprises prioritizes teamwork and floor-level engagement to ensure technology projects succeedThe growing importance of APIs and Catena-X in shaping the future of EDI and supply chain data exchangeThe risk suppliers face if they fail to engage in setting industry standards for connectivity and collaborationFeatured guests:Name: French WilliamsTitle: Director of IT at Royal Technologies Corp.Discussed: [01:27] French shared how Royal Technologies approaches automation with purpose. Guided by the mission “better tomorrow than today,” the company uses collaboration between IT and supply chain to scale effectively, serve customers better, and stay ahead of change through partnerships with QAD and AIAG.Name: Andrew AmstutzTitle: Vice President, Information Technology at AutokinitonDiscussed: [09:50] Andy talked about the value of user groups, the challenges of volatility and rising demands in the industry, and how Autokiniton empowers its frontline workers with real-time data to stay ahead.Name: Sanjay BrahmawarTitle: CEO of QADDiscussed: [17:21] Sanjay laid out his vision for QAD, introducing Champion AI to cut routine work, lower inventory costs, and speed ERP activation to 90 days, while stressing that culture and speed matter as much as technology.Name: Andrea HyskaTitle: Applications Manager at Lacks EnterprisesName: Jon SmithTitle: Director of IT at Lacks EnterprisesDiscussed: [32:19] Andrea and Jon explained how Lacks Enterprises keeps IT close to the business by meeting people where they work, breaking silos, and driving projects like QMS extensions and shop floor apps that actually fit daily operations.Name: Fred CoeTitle: Chair, AIAG EDI Advisory GroupDiscussed: [38:10] Fred returned to talk about the future of EDI, APIs, and Catena X, noting both excitement and caution among suppliers. He stressed the urgent need for standardization and encouraged every tier to get involved.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here The automotive industry is famous for its tough negotiations—OEMs squeezing suppliers, suppliers passing the pressure down the line. For decades, that approach was seen as a strength. But what if it’s actually holding the industry back?In this episode of the Auto Supply Chain Prophets Podcast, Jan Griffiths and co-host Terry Onica welcome Kate Vitasek, leading authority on collaborative business models and creator of the Vested framework. Kate has spent nearly 25 years proving that companies don’t have to settle for win-lose deals. Instead, they can build partnerships where both sides succeed.Kate explains the mindset shift in simple terms. Negotiation means sitting across the table, each side fighting for its own interests. Collaboration means sitting on the same side, co-creating solutions.She describes how even the most toxic relationships can be reset with the right process: aligning on outcomes, establishing trust, and piloting a new way of working one relationship at a time.Data is another barrier. Too often, companies stall because they argue over whose numbers are right. Kate insists on one source of truth, even if it’s a simple spreadsheet. Agreement matters more than sophistication. Once both sides trust the data, they can move forward together instead of wasting time in conflict.Jan presses on a key point: leadership may say the right things at the top, but when directives reach the buyer level, behaviors often revert to “beat up the supplier” mode. Kate acknowledges the challenge and stresses the need to equip frontline teams with new rules, incentives, and the authority to design better processes within clear guardrails.Toward the end, Kate offers a direct challenge to automotive leaders: don’t send one person to learn the Vested model, send a team. Procurement, operations, and legal must be part of the process so contracts reflect collaboration instead of undoing it.The episode closes with a reminder that real change won’t come from declarations or slogans. It will come from fixing one relationship at a time, with the right people in the room, the right metrics in place, and a mindset that values shared success over short-term wins.Themes discussed in this episode:Why the traditional adversarial style of automotive negotiations is breaking down supplier relationships and creating long-term riskHow OEM behavior sets the tone for the entire supply chain and directly influences tier one and tier two practicesThe Vested model as a proven framework for turning win-lose deals into win-win partnerships based on shared outcomesThe five rules of Vested contracts and why starting with one strategic relationship helps companies pilot change effectivelyCase studies from healthcare, defense, and retail that demonstrate the impact of collaborative contractingHow one source of truth in data eliminates arguments, builds trust, and enables transparent decision-making across companiesHow companies like IBM and Securitas redefined supplier agreements to create long-term strategic valueFeatured on this episode:Name: Kate VitasekTitle: Global Authority on Collaborative Business Models and Architect of the Vested MethodologyAbout: Kate Vitasek is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what’s in it for me” to “what’s in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world experience from companies like P&G and Microsoft to show leaders how to build collaborative, innovative, and sustainable business relationships.Connect: LinkedInMentioned in this episode:Uniting Industry: How AIAG is Building Resilient Supply Chains Through Collaboration and Standardization with Tanya Bolden2025 WRI Study results: Trust, transparency, and the new competitive edgeWhat Is Vested?Compatibility and Trust AssessmentHow Walmart Canada Uses Blockchain to Solve Supply-Chain ChallengesCollaborative Contracting CourseAIAG Supply Chain Steering CommitteeEpisode Highlights:[05:40] Win-Win by Design: The Vested approach shifts negotiations from adversaries across the table to partners working side by side toward shared success.[07:10] Start Small, Think Big: Instead of trying to overhaul the entire supply chain, Kate urges leaders to test collaboration with one partner and prove the value of moving beyond traditional negotiations.[08:26] From Win-Lose to Win-Win: By aligning on outcomes, building trust, and co-creating agreements, organizations move beyond promises of “win-win” to contracts that genuinely deliver shared success.[11:42] Fixing Broken Incentives: Kate Vitasek explains how two-in-a-box deal teams and replacing purchase price variance with total cost of ownership can stop buyer-level behaviors from undermining collaboration.[18:08] Data That Drives Decisions: From NASA rocket telemetry to Walmart’s blockchain trucking system, Kate Vitasek shows how real-time, shared data can cut waste, build trust, and reshape supply chains.[21:25] One Source of Truth: Without a shared set of data, suppliers and customers end up arguing over whose numbers are, Kate explains how agreeing on a single source cuts conflict and builds trust.[26:08] Bring the Right Team: Kate Vitasek urges leaders to stop sending individuals to fix collaboration and instead bring cross-functional teams — procurement, sales, operations, and even legal — to redesign relationships that truly create value.Top Quotes:[06:36] Kate: “When you actually stop negotiating and you use transparency and problem solving to co-create, magic starts to happen. Negotiation is ingrained, and especially the procurement people and the supply chain folks are used to getting their way. This term, this deal, this time, instead of how can we take a step back and lower the total cost of ownership for the system, for the supply chain, that we can share success and share those rewards from collaboration.”[20:40] Kate: “Walmart, they took their ego out and said: You know what? There are over 250 data points in a transportation movement. The temperature, the fuel charges, you wouldn't think there's all this. And it was very inefficient in how they were working. And so, they built a blockchain with their carriers. So, they took one of the carriers, not all 80; they pulled out one, they had a neutral person who was a specialist in blockchain, and they said, “Let’s co-create a blockchain that will make how we collect data in transportation more effective.” They reduced freight claims 97%.”[25:16] Kate: “We find that when you put smart people in a room and they're in a two-in-a-box, peer to peer, right? They design a better way of working. And that's what we call the vested way of working. Let the people design. So, if your system, and I use that word system, your institution, your policies, your processes, or maybe it is your actual IT systems, is holding you down, let the team decide a better way.”[32:34] Kate: “You don't go out and change the culture by saying, 'I'm changing the culture." You go out and change the culture one relationship at a time.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here The pace of change in automotive supply chains isn’t slowing down, and waiting for OEM direction is no longer an option. Regulations, tariffs, sustainability requirements, and labor laws are reshaping the way suppliers operate, and the companies that act first are the ones that stay ahead. That’s where AIAG comes in. In this episode, Tanya Bolden, VP of Supply Chain and Corporate Responsibility, walks through how her team is tackling the issues keeping suppliers up at night.She starts with tariffs, a constant pressure point. AIAG is working with members to create common reporting templates that reduce confusion and repeated requests up and down the chain. From there, the conversation moves to the Forced Labor Due Diligence Program, where six major OEMs are aligned. Tanya explains how global legislation drives the need for complete visibility, and what happens if companies fail to comply—such as seized shipments at the border, missed deadlines, and increased costs that ripple throughout the entire supply chain.Sustainability is another focus. AIAG is expanding IMDS to include carbon footprint reporting at the part level, tying compliance to the lean principles already familiar to the industry. Tanya also highlights AIAG’s role as the North American hub for Catena-X, giving suppliers new tools to connect and share data faster across tiers.Training remains central too. With seasoned professionals retiring and new people entering the industry, AIAG offers over 50 programs to keep knowledge flowing and prepare the workforce for today’s challenges.Tanya wraps up with a look at AIAG’s upcoming events and one reminder to every supply chain leader: Don’t try to take this on alone. Collaboration among OEMs, suppliers, and associations makes the industry stronger and better prepared for the future.Themes discussed in this episode:The growing pressure on suppliers to act proactively instead of waiting for OEM directionHow AIAG is streamlining tariff reporting with standardized templates across the supply chainWhy the Forced Labor Due Diligence Program demands complete supply chain visibility to raw materialsHow six global OEMs are working with AIAG to align on compliance and industry standardsThe role of Catena-X in boosting supply chain connectivity, transparency, and data sharingHow lean manufacturing principles support sustainability goals and help reduce carbon emissionsThe value of AIAG training programs in transferring knowledge and preparing the next generation of supply chain leadersHow AIAG events and industry collaboration help suppliers adapt to new regulations and global requirementsFeatured on this episode:Name: Tanya BoldenTitle: Vice President of Supply Chain and Corporate Responsibility at Automotive Industry Action Group (AIAG)About: Tanya Bolden is Vice President of Supply Chain and Corporate Responsibility at AIAG, where she leads initiatives that connect sustainability, compliance, and collaboration across the automotive industry. With more than 30 years of experience, she brings deep expertise in corporate responsibility, sustainability, community relations, and supply chain management.Her work focuses on the issues that matter most today — from environmental stewardship and sustainability to global forced labor compliance and supply chain transparency. She is well-versed in navigating regulations such as the Uyghur Forced Labor Prevention Act (UFLPA), guiding companies in proving supply chain integrity and staying ahead of enforcement trends.Connect: LinkedInMentioned in this episode:Champions of Manufacturing EuropeForced Labor Due Diligence ProgramCatena-XAIAG International Material Data System (IMDS)Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)AIAG IMDS, Product Compliance & Sustainability ConferenceAIAG North American Customs and Trade Town HallAIAG Training Catalog Episode Highlights:[03:51] Proactive, Not Passive: Suppliers can no longer wait for OEM instructions; they need to establish their own policies and procedures to stay ahead of fast-moving regulations and customer expectations.[08:50] Forced Labor in Focus: Global legislation is demanding full supply chain visibility, and AIAG is leading efforts to ensure companies can prove their goods are free from forced labor.[11:00] When OEMs Don’t Align: Without a common approach to forced labor compliance, the industry faces chaos and inconsistent reporting standards.[14:07] IMDS Uncovered: The International Material Data System, long used for material reporting, is now being expanded to address sustainability.[15:21] Data Without Borders: By managing enormous amounts of supply chain data, Catena-X gives companies the transparency they need to meet strict global regulations.[17:16] Passing Down Knowledge: With experienced supply chain professionals retiring, AIAG stresses the importance of structured training to capture decades of expertise and pass it on to new talent.[19:45] AIAG Event Season: Tanya Bolden stresses the value of networking and promotes AIAG’s IMDS and Product Chemical Conference (Oct 8–10, Novi) and the Customs and Trade Town Hall (Nov 6, Detroit).[21:44] Don’t Go It Alone: Tanya Bolden reminds leaders that some challenges can’t be solved in isolation, urging them to use AIAG and industry associations as safe spaces to collaborate, share issues openly, and build solutions that lift the entire supply chain.Top Quotes:[04:11] Tanya: “As our supply chains grow globally, there are certain expectations they have of us. And quite often, they're not allowing us the time and the luxury of time to be able to prepare. So, we need our supply chain to be proactive and not wait. Not wait until their customer tells them, but be proactive in establishing their own internal policies and procedures to make them a better supplier to their customers.”[22:05] Tanya: “You don't have to do it alone. I think that it is indicative in our industry to be competitive, but there are certain issues that you benefit from working with your colleagues, your customers, and your competitors to address.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here When OEMs change their schedules or requirements, the ripple effect through the supply chain can feel like a game of telephone. Messages get passed down the chain, sometimes altered and ignored, leaving those further down the line piecing together what has changed. That's the reality for Jenni Smith, VP of Supply Chain at Royal Technologies, who joins the show to share what managing that complexity as a tier two supplier is like.She explains how this constant guessing game makes planning nearly impossible and why direct visibility into the "why" behind OEM decisions is just as important as the numbers themselves.Jenni clarifies that communication and speed are non-negotiable, but doesn't stop there. At Royal, automation is a core strategy, not a side project. She talks about the company's use of robotics to offset labor challenges and how AI is helping them forecast demand, spot volatility, and identify risks months in advance.The conversation then turns to MMOG/LE. While many treat it as a compliance headache, Royal approaches it differently, using it as a framework to uncover process gaps, improve efficiency, and strengthen profitability. Jenni gives a practical example with packaging standards: on paper, Royal could pass certification, but by actually listening to warehouse teams and standardizing packaging, they unlocked real cost savings and smoother operations.But systems and standards only go so far if people are burning out. Jenni is candid about "supply chain fatigue" in today's unpredictable environment. Instead of ignoring it, she leans into knowing her team, rotating responsibilities, giving people recovery time, and jumping into the trenches alongside them during crises.When asked what she'd like to see from tier ones, Jenni's answer is simple: open the doors and invite tier twos in. Real efficiency happens when suppliers can see processes firsthand, ask questions, and solve problems together instead of working in silos. Engagement, she says, is the foundation of stronger relationships up and down the chain.Looking ahead, Jenni's focus is on stability—aligning Royal's supply base to MMOG standards and preparing for the next disruption before it hits. With a culture that values quality, delivery, innovation, and people in equal measure, Royal Technologies proves that even a tier two can lead the way in how supply chains adapt to the future.Themes discussed in this episode:How OEM requirement changes travel through EDI and disrupt tier two suppliersWhy communication speed and context are critical for supply chain stabilityThe role of automation and robotics in reducing labor constraints and boosting efficiencyUsing AI for demand sensing, forecasting, and identifying supply chain risks months in advanceHow MMOG/LE can be used as a tool for profitability and process improvement rather than just complianceThe rise of supply chain fatigue post-COVID and strategies to prevent burnout in small teamsThe value of AIAG membership for tier two suppliers and how it supports training and collaborationWhy stronger engagement between tier one and tier two suppliers is key to solving problems and building efficiency across the chainFeatured on this episode:Name: Jennifer SmithTitle: Vice President of Supply Chain at Royal TechnologiesAbout: Jennifer is the Vice President of Supply Chain at Royal Technologies Corp., bringing more than 20 years of leadership experience across every corner of the supply chain. Her career spans strategic sourcing, purchasing, supplier quality, demand planning, materials management, customer service, and ERP implementations—always with a focus on building and guiding high-performance teams.Her expertise also extends to financial analysis and operations management, making her a versatile leader with a proven record of achieving results in complex, cross-functional environments. Known for her clear communication and collaborative style, she consistently delivers outcomes that strengthen both performance and relationships across the supply chain. Connect: LinkedInMentioned in this episode:Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)Automotive Trade Compliance MasterclassSupervisor Boot CampEpisode Highlights:[02:58] From Grocery to Gears: A listener question on EDI changes sets the stage as Jennifer Smith joins the show, bringing a unique supply chain journey from grocery aisles to automotive tiers.[04:31] The Telephone Game: Jenni Smith explains how OEM changes ripple down like a game of telephone, leaving tier twos guessing unless clear communication and context are shared.[06:41] Never Too Much: In supply chain, silence is costly—every delay or vague update leaves teams scrambling, which is why constant, fast communication is the only way to keep production aligned and avoid chaos.[07:33] Robots and Foresight: Royal turns to robotics and AI to cut labor strain, spot risks early, and keep supply flowing long before problems hit the OEMs.[09:02] AI in the Trenches: From forecasting demand swings to predicting part shortages months ahead, Royal is using AI to move from reactive firefighting to proactive supply chain control.[10:26] Small Fish, Smart Systems: Royal stays nimble between giant customers and suppliers by leaning on ERP and integrated data to boost efficiency and keep plants connected nationwide.[12:01] Beyond the Checklist: MMOG/LE becomes more than compliance when it’s used to uncover weaknesses and turn them into opportunities for stronger, more profitable supply chains.[13:08] Culture Over Compliance: Instead of treating MMOG/LE as a burden, Royal’s leadership uses it to strengthen quality, streamline processes like packaging, and turn efficiency into real cost savings.[15:26] Fighting Supply Chain Fatigue: With constant disruption taking its toll, Jenni shares how flexibility, cross-training, and hands-on leadership keep teams resilient and prevent burnout.[19:46] Open the Doors: Jenni calls on tier ones to invite suppliers in, share their processes, and solve problems together instead of keeping partners at arm’s length.[22:24] Strengthening the Base: Looking ahead, Jenni sets her sights on building stability by aligning Royal’s supply base with MMOG standards to brace for future risks.Top Quotes:[06:59] Jennifer: “My biggest advice for the tier twos is twofold: You can never over-communicate. Communication is the key, especially through the tier ones and down to the tier twos. And the second thing is that the speed at which communication happens is also critical. So, it's not just that you communicate, but not lagging on that communication for a few days, and making sure we can get it as fast as possible. That allows us to adjust schedules, make sure we're working the weekend before you want to work, and any of those types of adjustments to allow the flow to happen back up quickly.”[12:19] Jennifer: “I think it's really important for the listeners to understand that MMOG is not a tier one requirement or an OEM requirement. When we look at what MMOG really is, it's the best practices across the organization. And we used MMOG to find our gaps, and where we have pieces that are potentially not going to allow us to be profitable in the long term because of supply chain, either risks, or process gaps. Take the assessment, not as a requirement, but as a way to make yourself better.”[22:02] Jennifer: “Engage, open your doors, and invite. I think when our teams have gone to our tier ones and learned about why and how they do something, it has not only built the relationships, but it's grown efficiencies. And we just had some of our team over at one of the big tier ones, looking at their receiving and why they receive something one way. And it's going to change the way our warehouse is set up to ensure that there's efficient picking versus just going through the warehouse to pick somebody's product. And I think that as long as they're engaged and they're open and allowing their suppliers to come in and see and really work through problems together, that's the best thing.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here When constant disruption becomes part of the job, how do you build a supply chain that can withstand the pressure?In this episode, Kyle Price, Vice President of Procurement at Caterpillar, joins Jan, Terry, and James to talk about building a resilient, flexible supply chain in a world that doesn't slow down. With more than 20 years at Caterpillar, Kyle offers valuable insights that acknowledge the complexity of supply chain management, but don't get stuck in it, either.Supply chains have gone from regional and predictable to global and deeply complex. And the risks? They're not just more frequent; they're evolving. So how do you lead through that? Kyle says don't wait for the perfect solution. You build flexibility into the design from the start. That means dual sourcing, holding strategic inventory, and using AI to spot risk early.These ideas aren't new, but Kyle explains how to make them work. Dual sourcing, for example, doesn't have to mean doubling your cost. You can move quickly when needed by identifying backup suppliers early and setting up agreements in advance, without spending heavily up front.Kyle brings up the importance of prioritization. With massive amounts of supplier data, it's easy to get lost. He explains how Caterpillar uses internal tools, including AI, to focus on what matters most to the business. For them, managing risk is not a side task. It's part of how procurement works day to day.He also talks about the impact of new regulations. Kyle doesn't see this as something to push back on. For him, it's about being prepared and building the capability to respond. Resiliency, in his view, isn't just about avoiding disruption. It also affects cost, quality, safety, and how competitive you can be.Jan asks Kyle what he'd tell supply chain leaders who feel too busy or too stretched to think about risk strategy. His advice? Start small. Don't wait for perfection. Focus on the pain points you already know, and build from there. Whether you do it in-house or partner up, just start.Toward the end, Kyle talks about how he stays connected to the industry outside Caterpillar through his work on the AIAG board and with students at BYU's supply chain program. His goal isn't just to manage risk today but to help build better supply chain leaders for the future.Themes discussed in this episode:Why flexibility needs to be designed into the supply chain from the startHow AI and data tools are reshaping procurement risk strategiesHow to lead a supply chain team when the pressure never stopsHow risk planning must be embedded into everyday procurement processesThe growing compliance pressure to trace materials across global supply chainsHow supply chain resiliency drives cost, quality, and safety improvementsThe importance of industry engagement in building the next generation of supply chain leadersFeatured on this episode:Name: Kyle PriceTitle: Vice President of Procurement at CaterpillarAbout: Kyle is the Vice President of Procurement at Caterpillar, overseeing the Supply Resiliency organization. In this role, he leads a global procurement team that supports all four Caterpillar verticals and is responsible for developing enterprise strategies and processes that promote operational excellence within the supply network.Over his 24 years with Caterpillar, Kyle has worked in various areas of the business, taking on increasing levels of responsibility in procurement, operations, quality, supply chain, and product development. He has also completed an international assignment in Europe. Additionally, Kyle is a member of the Board of Directors for the Automotive Industry Action Group (AIAG) and the Global Supply Chain program at the BYU Marriott School of Business.Connect: LinkedInMentioned in this episode:Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)Customs Brokers Continuing Education ProgramSupervisor Boot CampEpisode Highlights:[03:15] Volatility Isn’t Going Anywhere: Supply chains used to be local and predictable, now they’re global and exposed to everything from tariffs to cyberattacks. Kyle breaks down the two biggest reasons volatility keeps growing and why flexibility is no longer optional.[05:02] No Silver Bullet: Managing risk isn't one thing; it's a mix of smart design, early warning, and fast response when the unexpected hits.[07:54] Rethinking Dual Sourcing: Flexibility doesn’t have to mean double the cost. Kyle explains how smart planning makes backup sourcing possible without breaking the bank.[12:48] When Priorities Shift: Kyle shares how Caterpillar uses dynamic tools and AI to reassess priorities as customer needs and global risks evolve constantly.[14:59] Built into the Process: Forget the flashy initiatives that fade with leadership changes, Kyle explains why real resiliency only sticks when it's embedded into the way decisions actually get made.[16:27] Map It or Miss It: Regulations, tariffs, and labor shortages aren’t going away, and Kyle explains why supplier mapping isn’t just a compliance task, it’s a strategic edge.[19:42] Just Start Somewhere: Risk strategy doesn’t need a perfect system, just a starting point. Kyle shares why tackling your obvious pain points first is often the smartest way to build long-term resiliency into everyday procurement work.[23:07] Giving Back, Gaining More: From shaping industry-wide solutions at AIAG to mentoring the next generation at BYU, Kyle finds just as much inspiration outside Caterpillar as he does within it.Top Quotes:[04:29] Kyle: “We certainly talk about tariffs as an area of volatility. Today, we have the pandemic, but you look at things like cybersecurity threats or labor disruptions in the world. I mean, many of those types of things are increasing in double-digit percentages. In some cases, triple-digit percentages according to Gartner, year over year. And to be able to manage that, you've got to have a supply chain that really can be flexible. You can't predict all these types of disruptions, as Jan started off with, I mean, we get disruptions every day of different types.”[16:46] Kyle: “When we have an immediate supply disruption, but there are so many regulations that are occurring, where we're being asked to geolocate our source of supply of rubber down to a tree and in a specific geolocation. There are regulations and requirements that we're going to have to comply with. All these things require mapping into the supply base. So, it's, you know, we can stand back and say, "We don't want to do it. And it's very complex, and it's going to be hard." Unfortunately, or fortunately, depending on how you look at it, it's something that we have to go do and we need to go do inside of the space.”[20:40] Kyle: “Start small. When we developed capabilities here at Caterpillar, we were piloting them in some of the areas that were the most urgent for us. And I think that is a great way to learn, and to get into detail while generating value at the same time.”[24:43] Kyle: “It’s really fun working with students. I mean, when you think about where one of our biggest opportunities is, we've got to get people excited and prepared for the challenges and the opportunities that we have in the supply chain. And so, you get in with them, and you'll be able to mix the experience that we all have with the fresh minds and the fresh eyes and ears of students who are top-notch in terms of thought process. And while they learn a little bit from me, I learn a ton from them. I mean, we have certainly taken back concepts from them and brought them back to my own job to apply them. It's not just about giving back. You get as much as you give, if not more, which is pretty cool.”

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Sometimes the best insights come from looking back.In this special episode of Auto Supply Chain Prophets, hosts Jan Griffiths, Terry Onica, and James Liegghio break from their usual guest format to reflect on the year's most impactful episodes. Each shares the moments and lessons that resonated most with them and why they matter as the industry faces more pressure, complexity, and change.Terry highlights her favorite episode with Achim Gatternig from Magna, whose perspective on supplier disruptions, tariffs, and supplier scorecards stood out. The reminder that Supplier Relationship Management (SRM) is no longer optional was a clear call to action—and a practical one.Jim brings up his pick, the episode with Angela Johnson from Plante Moran. Angela's background in anthropology gave her a unique way of explaining the WRI (Working Relations Index). For Jim, the message was clear: Supply chain is about people, and relationships at every level still matter more than we think.Jan's pick? The live podcast recorded at the AIAG Supply Chain Conference. For her, that episode captured the real energy of the event. The episode featured various voices, and the diversity of backgrounds and perspectives came through naturally, without trying. And for Jan, that's where podcasting shines best.Then there was Guillermo from Magna. His episode went beyond operations. He talked about mental health. He shared his own experience. And it hit hard, because not enough people in this industry talk about it.The hosts gave credit to Magna for creating space for that kind of honesty and agreed that emotional well-being needs to be part of the leadership conversation, especially for the next generation. Across all these moments, one thing is clear: Tools and systems help. But what really moves the needle is how we lead, communicate, and show up for the people behind the process.To wrap it up, the hosts want to hear from you. Which episode stuck with you, and why? With more events and more voices coming soon, this conversation is just getting started.Featured on this episode: Name: Jan GriffithsTitle: 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: LinkedInName: James “Jim” LiegghioTitle: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.Connect: LinkedInName: Terry OnicaTitle: Director, Automotive at QADAbout: 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: LinkedInMentioned in this episode:Catena-X Explained: Driving Supply Chain Transformation with Real-Time Data Exchange with Kevin PiotrowskiProcurement in Motion: How SRM Drives Better, Faster Supplier Decisions with Achim GatternigKey Insights on OEM-Supplier Relationships: What the 2025 WRI Results Reveal with Dr. Angela JohnsonAIAG Supply Chain Conference: Real People, Real Problems, Real ProgressInside Magna’s Strategy: Winning Business Through Early Customer Collaboration with Guillermo CanoAIAG Supply Chain ConferenceUpcoming events:QAD Champions of Manufacturing EuropeQAD Champions of Manufacturing AmericasAIAG Quality SummitAIAG North American Customs and Trade Town HallPlease visit this link to access our complete collection of podcast episodes.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here “Just tell us why you’re making changes.” That simple request from a Tier 2 supplier at an AIAG conference says everything about where the automotive supply chain still struggles.The supply base still faces a lack of basic communication. Data is also slow to move, locked in outdated systems, or scattered across formats. Catena-X aims to address these issues.In this episode, Jan Griffiths, Jim Liegghio, and Terry Onica sit down with Kevin Piotrowski, Chief Transformation Officer at AIAG, to talk about what Catena-X really is and what it means for the future of the automotive supply chain.Kevin explains what Catena-X does. It’s a network that allows companies to share complex data across the entire supply chain, up and down multiple tiers. Catena-X is encrypted, controlled, and designed to enable suppliers and customers to decide who sees what. It’s not your usual point-to-point system; it’s built for multi-tier collaboration.The group gets into real examples. One supplier used Catena-X to calculate carbon footprint using actual data instead of averages and found a 46% drop in reported emissions. And no, Catena-X isn’t replacing EDI. Kevin clarifies that EDI still works well for structured transactions like shipment notices. Catena-X handles everything that doesn’t fit neatly into that box—data that needs to be shared for visibility, not stored or processed.They also talk about supplier overload, where small raw materials suppliers get hit with hundreds of requests for the same information. Catena-X could solve that by allowing assessments and surveys to be shared once, securely, across customers.This isn’t just a European project. It’s a global standard, and AIAG is helping drive its rollout in North America. OEMs, suppliers, and solution providers are already getting involved, with pilot projects and certifications underway.The episode closes with a message to listeners: this is just the start. There’s more to cover, and the team wants to hear your questions. If you want to know something about Catena-X, now’s the time to ask.Themes discussed in this episode:The need to fix basic communication gaps in the automotive supply chainHow Catena-X enables secure, multi-tier data sharing across suppliers and OEMsThe importance of real-time data in automotive supply chainsWhy traditional data systems can’t keep up with today’s global supply chainsThe difference between structured EDI and Catena-X’s complex data exchangeHow Catena-X helps contain quality issues before they become costly recallsThe critical role of encrypted, permission-based access in protecting supply chain IPWhat tech providers need to know about Catena-X certification and readinessFeatured on this episode:Name: Kevin PiotrowskiTitle: Chief Transformation Officer (CTO) at Automotive Industry Action Group (AIAG)About: Kevin serves as Chief Transformation Officer at AIAG, where he leads enterprise-wide transformation for the world’s largest global automotive association. With decades of leadership experience in both automotive and manufacturing, including senior roles at Infor and AIAG, Kevin has built a reputation for driving innovation, strengthening collaboration, and advancing data integration across complex supply chains. His expertise spans process improvement, global operations, and large-scale technology adoption, and he’s playing a key role in expanding the reach and impact of Catena-X within the automotive industry.Connect: LinkedInMentioned in this episode:Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)IATF 16949:2016: All the Resources You Need in One PlaceElectronic Data Interchange (EDI)AIAG Supply Chain ConferenceAIAG Charity Golf OutingCatena-XGot questions about Catena-X? Email Jan at jan@gravitasdetroit.com and we’ll get them answered in a future episode.Episode Highlights:[04:28] No More Chasing Data: Catena-X offers a standardized, encrypted way to share complex data across the entire supply chain. Instead of point-to-point transfers and outdated formats, this system enables multi-tier collaboration.[06:36] One Survey, One Standard: Resin and steel suppliers are drowning in repetitive data requests, but Catena-X could change that. By standardizing common fields like country of origin, the platform aims to streamline compliance surveys across the entire supply chain, reducing the burden from top to bottom. [08:34] Real Data, Real Results: Catena-X is already in action, cutting reported emissions by 46% with real-time data and helping OEMs trace quality issues faster across the supply chain, minimizing the scope and impact of recalls.[10:35] Not Replacing EDI: Catena-X isn’t here to replace EDI, it’s built to handle complex, multi-tier data visibility while EDI keeps doing what it does best: structured, point-to-point transactions like ASNs and inventory updates.[12:19] Beyond Tier One: Catena-X enables encrypted, many-to-many data sharing across all supply chain tiers, giving OEMs the insights they need without exposing suppliers’ proprietary info.[13:28] Data Is the Differentiator: As global supply chains grow more complex, Catena-X helps companies unlock real-time, multi-tier data to drive faster decisions, tighter collaboration, and better business outcomes.[15:50] Vendors, Time to Plug In: Solution providers aren’t just bystanders—Catena-X needs them certified and connected to power the full supply chain ecosystem, from OEMs all the way through the supply chain.[17:38] Not Another System? Suppliers are tired of hearing about new systems, but Catena-X offers real value: better collaboration, tighter data security, and a chance to help shape industry-wide standards from the ground up.[19:04] Ask Us Anything: Got questions about Catena-X? Jan’s opening the floor—send yours in and shape the next episode.Top Quotes:[04:36] Kevin Piotrowski: “Catena-X is a way for companies—automotive companies—but in general, manufacturing companies to move data across their supply chain, both up and down. So the term radical collaboration comes into play, because it is not just a point to point to connection, but it goes through up and down the supply chain. And this is for complex data, Jan, not standard data—so data around product carbon footprint, data around the battery passport, data around the digital twin—and it moves in a secure, encrypted way. And it's the data that the supplier and the customer, they decide: what data, who gets to see it, what's the sharing of that data. So, it's very well controlled as well.”[08:51] Kevin Piotrowski: “We had the benefit of having one of our OEMs and one of our top suppliers at a couple events here in the last month, where they actually demonstrated this use case on stage. One of 'em is around product carbon footprint and getting product carbon footprint data from your supply chain. And by leveraging Catena-X, and being able to leverage primary data versus average secondary data—that's more of an average, not an exact amount—they were able to report 46% less carbon emissions from just one example. And that wasn't because there was something wrong with the prior calculation; it was just using accurate, real-time data in the supply chain.”[09:42] Kevin Piotrowski: “When there’s a quality recall by any OEM. How do you contain? How do you track where all those parts are? That takes time, right? So when the defect is found, all of a sudden you have to look how many vehicles are at dealers, how many dealer vehicles are on the assembly line, and start working your way backwards through the supply chain—which takes a lot of time, a lot of manual effort, and typically results in a recall that's much larger because you don't wanna make any mistakes. With Catena-X, and leveraging it for quality, you can blow through the supply chain and get information back up—greatly containing that issue. And then, when you throw AI in and you throw other things...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here What does it take to build trust between OEMs and suppliers — and why does it matter now more than ever?Dr. Angela Johnson, partner at Plante Moran and the new owner of the Working Relations Index (WRI), joins the show to walk us through the 2025 results and what they reveal about the automotive industry’s most critical, and often overlooked, business relationships.This year’s survey shows the biggest gap between the top and bottom OEMs since 2007. Toyota, Honda, and GM improved their scores, while Stellantis, Ford, and Nissan declined, widening the divide. Angela explains that this shift wasn’t because the bottom three necessarily got worse, but because the top three pulled ahead by leveraging long-standing relationships and adopting collaborative practices when it mattered most.Internal alignment was another differentiator. Toyota, Honda, and GM worked across functions — purchasing, engineering, quality — while others struggled with silos and regional disconnects that left suppliers frustrated and confused.Culture came up again and again. Angela introduces the concept of “embedded behaviors” — leadership habits that trace back to a person’s first real boss. These behaviors stick, often for decades, and shape how companies interact with suppliers today. In GM’s case, even with ongoing issues like engineering changes and volume swings, suppliers recognized effort. They saw transparency, and it made all the difference.Then there’s Ford. The team made a well-intentioned decision to outsource parts of purchasing to India, but didn’t account for how it would affect supplier communication. It created more confusion than clarity, and it showed up in their WRI scores.One thing’s clear: good relationships drive real results. Angela shares how WRI scores have a measurable connection to financial performance, especially for OEMs like Toyota, where strong supplier ties align closely with same-year earnings.The takeaway? It’s not just about KPIs. It’s how people behave. If you want better results, measure relationships and take them seriously.Whether you’re a global OEM or a small supplier, the fundamentals are the same: communicate, treat people with respect, and stop thinking of relationships as the “soft stuff.”Because in this industry, they’re anything but.Themes discussed in this episode:The widening trust gap between top and bottom OEMs in the 2025 WRI resultsHow strong supplier relationships directly impact financial performanceWhy responsiveness, communication, and basic “enabling behaviors” still matter mostHow internal silos and regional misalignment weaken supplier trustHow leadership behaviors are passed down across generations in the industryWhy measuring relationships—not just KPIs—is critical to long-term successThe hidden risks of outsourcing without proper communication planningThe cultural habits OEMs fall back on during times of stressFeatured on this episode: Name: Dr. Angela JohnsonTitle: Supplier Relations Analytics Principal at Plante MoranAbout: Dr. Angela leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.Connect: LinkedInMentioned in this episode:Forced Labor Due Diligence ProgramToyota Soars, Honda and GM improve, but Nissan, Ford and Stellantis drop in 2025 Working Relations Index® StudyEpisode Highlights:[04:25] The Industry’s Relationship Scorecard: The WRI isn’t just another industry study — it’s a 25-year benchmark of how OEMs treat suppliers, why that matters, and what it really takes to build lasting, cost-saving relationships.[06:26] The Gap No One Expected: This year’s WRI results revealed the widest divide since 2007, with Toyota, Honda, and GM rising, and Stellantis, Ford, and Nissan slipping further behind.[07:44] Trust Isn’t Built on Luck: Top OEMs like Toyota, Honda, and GM earned supplier trust through fair cost-sharing, strategic clarity, and simply showing up with strong communication and follow-through.[11:13] When the Tide Recedes: Tough times reveal true behaviors. As pressure builds, both OEMs and suppliers snap back to old habits, exposing deep-rooted cultural patterns.[13:36] Old Habits, New Damage: When OEMs rely on fear-based, transactional tactics, those old-school behaviors shut down trust before supplier relationships even begin.[14:30] The Culture You Pass On: OEM behavior influences how Tier Ones operate, creating a ripple effect built on leadership habits that often start with someone's very first boss.[16:54] GM’s Culture Turnaround: By focusing on communication, transparency, and relationship-building, GM is proving that real culture change is possible, and the numbers are finally backing it up.[19:50] When Efficiency Backfires: Ford’s outsourcing move made sense on paper but failed in execution, leaving suppliers confused, unsupported, and stuck in a broken communication loop.[21:48] Talk More, Earn More: Strong communication isn’t just good practice it reduces costs, boosts efficiency, and drives better financial outcomes for both OEMs and suppliers.[23:58] Score High, Profit Higher: Toyota’s data shows a clear link between strong supplier relationships and strong year-end financials, proving that good partnerships pay off fast.[26:50] Relationships Over Rough Roads: Despite ongoing challenges, GM earns supplier loyalty through strong relationships that help teams push past instability and stay committed.[32:12] Start with the Relationship: Whether you're an OEM or a small supplier, measuring relationships—not just KPIs—is the first step to building a stronger, more aligned supply chain.Top Quotes:[05:25] Dr. Angela Johnson: “The other thing that people might not realize about the WRI, it's not just automotive. It was based on research across 18 different industries.  And automotive, somehow, centered and came to fruition as the leading industry for this type of work, this type of study. I think we're heading into a point where other industries are recognizing there's something to these industrial relationships and maybe there's something we can learn and start to do things differently.  So, one of a kind measures, what do your suppliers think about their key customers? Where's the place they're going to go to take their first to market innovation? Who do they want to partner with?  And frankly, how well do those relationship help both OEMs and suppliers lower their cost? It's all about the bottom line.”[08:00] Dr. Angela Johnson: “What Toyota, Honda, and GM were able to do is to lean into relationships that are already established. Now is the time to say we've done the hard work and we can take advantage of relationships that are established to better collaborate together and get more win-win outcomes.”[13:45] Dr. Angela Johnson: “We get culture plays a role, but what does that really mean?  This year, you could see that play out with those three OEMs that dropped, right? When I mentioned, if you go back to embedded behaviors, that those embedded behaviors are more aligned to old school methods. Pounding the fist on the table, threatening to take away new business if they don't get certain price concessions. If it's that transactional hard or threatening environment, then those relationships are never even going to take off, right? So, the culture plays a huge role.”[22:27] Dr. Angela Johnson: “People should care about relationships because they impact their bottom line. If you have a good relationship with your supply base, it's just naturally going to be more transactionally efficient. What's it gonna do? It's gonna lower your operating cost. You lower your operating cost; it's going to increase your EBIT margin. Very much on the bottom line. From the supplier side, it will do the same thing. They'll be able to...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Recorded live from the AIAG Supply Chain Conference in downtown Detroit, this episode captures real conversations with the people driving (and dealing with) supply chain change. With a fresh venue, new voices, and an unfiltered look at what's working (and what's not), the ASCP team dives into what's happening across the automotive supply chain, shaping the road ahead.The day starts with fresh eyes—Wayne State student John LaGarde shares what it's like attending his first supply chain conference. He's drawn in by the industry's complexity, but what stands out is his call for continuous learning and work-life balance—things Gen Z now expects, not just hopes for.Fred Coe, Chair of AIAG's EDI Advisory, gives an update on their latest EDI survey. 500 companies responded, and results show a split: some still use fax and email, while others have moved to APIs. The industry isn't aligned, but the interest in standardization is growing.Dr. Bing Xu from Catena-X shares what he heard at the event: companies are looking beyond old supply chain methods and focusing more on using data properly. He notes the interest in AI tools and stresses the need for fast implementation, especially with growing pressure from tariffs and supply chain instability.Then comes Sig Huber from Elm Analytics with a warning: uncertainty is paralyzing the industry. Companies aren't investing, demand is unclear, and policy changes continue. A 5% increase in the cost of goods could double the number of distressed suppliers. Whether demand rises or drops, disruption is coming.That pressure is already hitting the tier-two level. Jennifer Smith, VP of Supply Chain at Royal Technologies, explains how suppliers are stuck—OEMs want cost cuts, suppliers want margin. Her focus? Speeding up processes and getting actual context behind data. Suppliers need the "why" to make the right decisions—and that's still missing in too many places.Finally, Tanya Bolden from AIAG puts the day into perspective. The industry is changing fast. Mandates, electrification, decarbonization, and digital tools are all colliding at once. AIAG's job, she says, is to bring all those pieces to the table—while helping the next generation of professionals see that this isn't your grandfather's supply chain job.Themes discussed in this episode:The unpredictability and chaos of today’s global tariff landscapeWhy AI and digital tools are now essential for managing supply chain complexityWhat the next generation of supply chain talent actually wants from employers—and why the industry needs to listenWhy transparency from OEMs matters more than ever to tier-two suppliersHow policy shifts and tariff uncertainty are paralyzing investment and planningThe risk of a bullwhip effect—and why the industry is still unprepared for sudden shifts in demandHow supply chain roles are evolving—and why the next generation needs to see that shiftFeatured guests:Name: John LaGardeTitle: Marketing and Global Supply Chain Student at Wayne State University - Mike Ilitch School of BusinessDiscussed: [03:04] First-time attendee John LaGarde shares what drew him to supply chain, what surprised him at the conference, and what today’s students really want from employers. Name: Fred CoeTitle: Chair, AIAG EDI Advisory GroupDiscussed: [07:11] Fred Coe shares surprising insights from AIAG’s EDI survey, revealing a split between companies stuck in the past and those ready for API adoption. Name: Bing XuTitle: Senior Director of Catena-X at AIAGDiscussed: [10:18] Dr. Bing Xu came in expecting the usual talk—but was caught off guard by how much the conversation had shifted toward high-tech solutions and AI. For him, the message is clear: the time for slow planning is over—supply chain leaders need to act fast, use data better, and push resilience all the way down to the lower tiers.Name: Sig HuberTitle: Chief Commercial Officer at Elm AnalyticsDiscussed: [13:00] Sig Huber explains how policy confusion, stalled demand, and political bias are paralyzing the industry, leaving companies unsure of how to act. With supplier liquidity dropping and even small tariffs doubling financial risk, the next 12 months look anything but stable. Name: Jennifer SmithTitle: Vice President of Supply Chain at Royal Technologies Corp.Discussed: [19:07] Jennifer Smith lays out the pressure facing tier-two suppliers—squeezed between OEM cost cuts and supplier margins—and explains why visibility and understanding the “why” behind the data are critical for faster, smarter decisions on the plant floor. Name: Tanya BoldenTitle: VP of Supply Chain and Corporate Responsibility at AIAGDiscussed: [24:49] Tanya Bolden shares how this year’s AIAG agenda was designed to reflect the pace and complexity of modern supply chain—from tariffs and EVs to carbon tracking—while making space for students to see the full scope of the industry beyond outdated stereotypes.Mentioned in this episode:AIAG Supply Chain ConferenceAutomotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive ProgressEpisodes with Fred Coe: What's Next for EDI? Be Part of the AIAG Survey and Revving Up the Supply Chain: Exploring the Future of Automotive EDISupply Chain Bullwhip EffectValue Analysis and Value Engineering (VAVE)

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here During her trip to Wales, Jan Griffiths took a call from CBS Detroit to weigh in on tariffs. That conversation led her to a bigger question: even if we bring manufacturing back to the U.S., do we have the workforce to support it?This led to this conversation with Torsten Schimanski, the Chief Strategy Officer at NJMEP, who’s spent years addressing the talent gap in U.S. manufacturing.In this episode, Torsten explains that millions of manufacturing jobs in the U.S. could go unfilled in the coming years, and current efforts to address this issue will not be enough to close the gap.The industry is facing decades-old perceptions of manufacturing work, a massive generational exit, and the reality that most companies don’t have a clear talent pipeline or long-term plan. Torsten doesn’t just see this as an HR problem. He sees it as a supply chain issue.So, he introduces an innovative approach: apply core supply chain tools—demand planning, sourcing, supplier management—to workforce strategy. That means forecasting the skills you’ll need, identifying where you’ll get them, and making retention a priority before it becomes a crisis.Torsten also criticizes the passive mindset that waits for the government or outside forces to “fix” the problem. In his words, if you’re waiting for someone else to build your workforce, your business might not be around much longer.He’s clear about what will happen if we don’t take action: production delays, rising costs, quality issues, and constant turnover. Even automation won’t save us if no one’s trained to run or maintain the machines.This isn’t a future problem. It’s already here. And if manufacturing companies want to survive the next decade, they must take ownership of workforce development—starting now.Themes discussed in this episode:The workforce shortage threatening the future of U.S. manufacturingWhy manufacturing workforce development needs a supply chain strategyThe effects of baby boomer retirements on manufacturing labor shortagesHow outdated perceptions of factory jobs affect workforce recruitmentThe business risks of ignoring workforce development in manufacturing operationsHow to apply supply chain strategies to manufacturing workforce planningHow NJMEP supports small manufacturers with workforce training programsWhy manufacturers must lead workforce development—not wait for government solutionsFeatured on this episode:Name: Torsten SchimanskiTitle:  Chief Strategy Officer at New Jersey Manufacturing Extension Program (NJMEP)About: Torsten is the Chief Strategy Officer at the New Jersey Manufacturing Extension Program (NJMEP), a nonprofit focused on supporting and advancing manufacturing in New Jersey. Prior to joining NJMEP in 2017, he led the Training & Learning Center at Festo Didactic, a global leader in industrial automation and education, and worked internationally as a business consultant specializing in leadership and workforce development. His contributions have earned him the 2017 Impact Award from the New Jersey Technology and Engineering Association and, with the NJMEP PEN-Team, the 2021 Excellence in STEM Education Award from the Health Care Institute of New Jersey.Connect: LinkedInMentioned in this episode:New Jersey Manufacturing Extension Program (NJMEP)How to Align Workforce Development With Supply Chain Management by Torsten Schimanski The Future Makers & Creators TourNew Jersey Economic Development AuthorityFind Your Local MEP CenterEpisode Highlights:[04:14] The NJMEP Mission: Torsten explains how NJMEP helps small and midsize manufacturers stay competitive—and stay in the U.S.—through hands-on support and workforce development[05:53] Why He Cares:  A broken apprenticeship system and student debt crisis pushed Torsten to bring a better model for workforce development to the U.S.[07:05] The Numbers Don’t Lie: Millions of manufacturing jobs are at risk of going unfilled—thanks to retiring workers, a growing skills gap, and an outdated image problem.[09:06] Guessing the Gap: When most people can’t even estimate how many manufacturers exist, it’s no wonder the talent pipeline is running dry.[11:45] Beyond the Paycheck: It’s not just the money—pride in building something real is what keeps people in manufacturing.[13:39] Supply Chain, Meet HR: What if we applied supply chain tools like demand planning and sourcing to fix the workforce crisis? Torsten thinks it’s exactly what manufacturing needs.[15:49] The Cost of Doing Nothing: Without a workforce strategy, manufacturers face quality issues, poaching wars, profit loss—and robots no one’s trained to run.[19:14] Help for the Hustling: NJMEP supports overwhelmed manufacturers with free assessments, expert solutions, and a network built on trust—but workforce strategy still needs to make the priority list.[21:45] Stop Waiting, Start Building: Torsten urges manufacturers to stop relying on government fixes and start using the tools they already have to build their own workforce pipeline.[25:49] Start With the Gaps: Before calling for help, manufacturers need to map the skillsets they’re missing—because the people on the floor already know where the holes are.Top Quotes:[06:03] Torsten: “I noticed that the apprenticeship programs, the way I know them from Germany, are not really sufficient in the United States. And to be honest, as a European and someone who dearly cares about workforce development, coming from a country where education is technically for free, it just hurt me that youngsters at the age of 20 to 24 are finalizing their college education with a five- or maybe six-digit number in debt. And an apprenticeship is the alternative to that. So, I started looking into that, and I had the opportunity then to, in the manufacturing industry, bring the German or European-based model to the United States. It started with a company called Festo Didactic, and then NJMEP gave me the opportunity to do it full time—and that's the reason why I care.”[08:33] Torsten: “In manufacturing, there is a certain lack of image, or we do have an image. If I think about my mom, if I tell her that I work in manufacturing, she is wondering, what am I doing? Because her picture is very much from the 1920s in manufacturing, where we talk about dull and dangerous jobs. It couldn't be further from reality. But the point is, if we are not promoting jobs in the industry as well as the really sustainable salaries that are coming with it, no one is going to move into that.”[11:09] Torsten: “With all the manufacturing companies that the administration wants to bring back to the United States, we have to think about where the workforce is coming from? Because the jobs that we lost 30 years ago went overseas, these are not the jobs that are coming back.  These jobs are going to be different in terms of requirements, in terms of the machines that we are going to use, in terms of maintenance, and this is exactly what we have to look into as the United States, but also every single company by itself.”[22:49] Torsten: “If you wait for the government to fill the jobs in your facility, I’m really concerned about your facility because it's not going to happen. So, in this case, help yourself because no one else is going to. But all the tools are there. And like a big box of Lego at home, it doesn't make sense if you have all the stones sitting on the floor, but if you start putting them together in a certain order—and this is what we are helping our clients with—then all of a sudden it does make sense.”[26:11] Torsten: “What I think every company should do as a first step before reaching out to anyone is to map out the critical skillset that you need for your organization that you need today, on the one hand side. And then, take it to the next 1, 2, 3, 4, up to 10 years to see what's going to happen. It sounds complicated, but to be honest, if you ask your workers on the shop floor, they know the answer by heart. Within a minute. Even though they're not HR experts, they know the gaps, they know the issues, they know what's missing.”