Automotive supply chains are no longer being reshaped by crisis. They are being reshaped by clarity, and clarity is forcing hard choices.

In this episode of the Auto Supply Chain Champions Podcast, Jan Griffiths and co-host Tom Roberts are joined by Paul Eichenberg, Chief Strategist and author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, for a blunt, reality-check conversation about what lies ahead for suppliers.

The industry has moved past the chaos of shortages and disruptions, but that does not mean conditions are improving. Flat volumes. Thin launch schedules. Policy volatility. Long-standing assumptions that once protected supplier business models no longer apply.

Paul makes the case that 2026 is not about recovery. It is about reckoning. Growth will not lift all boats. Outgrowth will be selective. Capital allocation, portfolio focus, and strategic intent will determine who wins and who fades.

This conversation challenges automotive leaders to confront the most dangerous assumption still in play: that the industry is operating under the same rules it always has. The leaders who succeed in 2026 will be decisive, intentional, and willing to make hard bets instead of spreading resources thin.

Themes Discussed in This Episode

1. Why flat volumes expose weak supplier strategies
2. The end of “a rising tide lifts all boats” thinking
3. What outgrowth really means in a 0–1% market
4. Capital allocation as the ultimate strategy lever
5. Why the next decade is the hybrid decade
6. Portfolio focus vs being all things to all customers
7. Why clarity, not comfort, defines 2026 leadership

Featured Guest

Name: Paul Eichenberg

Title: Chief Strategist, Automotive Industry

About: Paul is a seasoned automotive strategist and industry advisor with decades of experience supporting OEMs and suppliers through major market transitions. He is the author of The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026, where he outlines the structural shifts redefining growth, competition, and portfolio strategy across the global automotive value chain.

Connect: LinkedIn

About Your Hosts

Jan Griffiths

Jan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.

Tom Roberts (Co-host)

Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.

Mentioned in This Episode

1. The Road Ahead: Five Key Predictions for the Global Automotive Industry in 2026

[02:52] The most dangerous assumption suppliers are still making as they enter 2026

[05:27] Why outgrowth, not volume recovery, will separate winners from losers

[09:44] Why the next decade belongs to hybrids, not single-path electrification

[17:17] Why portfolio and footprint choices now define competitiveness

[22:22] The one bold move Tier One CEOs must make in 2026

[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:

1. Why data visibility alone does not drive performance in automotive manufacturing
2. Systems of record vs systems of action
3. How AI removes friction from automotive manufacturing operations
4. Frontline-first AI adoption in plants
5. Agentic AI as an execution multiplier
6. Leadership ownership of decisions
7. Building momentum with 60 to 90-day wins

Featured Guests:

Name: Sanjay Brahmawar

Title: CEO of QAD

About: Sanjay Brahmawar is the CEO of QAD, a cloud software company delivering cloud-based solutions for manufacturers and global supply chains. With more than two decades of experience leading global technology businesses, he brings deep expertise in digital transformation, AI, IoT, and data-driven platforms, built through senior leadership roles at IBM and Software AG.

Connect: LinkedIn

Name: Dr. Bryan Reimer

About: Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a key member of the MIT AgeLab. He is also the author of How to Make AI Useful: Moving beyond the hype to real progress in business, society and life. His work focuses on how drivers behave in an increasingly automated world, using a combination of psychology, big data, and real-world testing to study attention, distraction, and human interaction with vehicle technology. He leads three major academic-industry consortia that are developing new tools to measure driver attention, evaluate how people use advanced driving systems, and improve in-vehicle information design, thereby guiding automakers and policymakers toward safer, human-centered mobility solutions.

Connect: LinkedIn

Jan Griffiths is the host and producer of the Auto Supply Chain Prophets podcast and The Automotive Leaders Podcast, and is recognized as the Champion for Culture Change in the automotive industry. A former automotive manufacturing and supply chain executive, Jan focuses on leadership, culture, and execution, bringing practical, real-world conversations to the forefront of industry change.

Mentioned in this episode:

1. QAD Champion AI
2. How to Make AI Useful: Moving beyond the hype to real progress in business, society, and life

Episode Highlights:

[03:16] Data Isn’t Enough: Automotive manufacturers often have abundant data, but without ownership, trust, and decisive follow-through, insights fail to drive real results.

[06:28] Trust Through Action: Leaders in manufacturing must embrace experimentation and small steps, because confidence in AI and new systems grows only when action precedes certainty.

[10:53] 90-Day Mindset: Transformative leadership in manufacturing means challenging norms, leveraging AI, and rallying teams to achieve ambitious goals in record time.

[15:20] Sandbox Leadership: Automotive leaders stall by overthinking and seeking perfect solutions, while real progress comes from small experiments, empowering teams, and proving concepts before scaling.

[19:53] Manufacturing Love: Sanjay’s passion comes from his shop floor roots and belief that AI and modern tools can empower people, attract talent, and transform the future of manufacturing.

[22:20] Process Passion: Bryan’s focus is optimizing workflows, amplifying teams with AI, and shifting the narrative from fear to the positive impact of technology in manufacturing.

[24:46] Start Small, Win Big: Leaders can kick off AI adoption with role-based agents, targeted problem-solving, and rapid implementation to achieve meaningful 60–90 day wins.

[28:06] Empower to Optimize: True AI adoption starts by giving teams low-risk space to experiment, share insights, and amplify their work while leadership fosters trust and transparency.

Top Quotes:

[03:42] Sanjay: “Manufacturers are very good at dashboards. But dashboards they explain yesterday. They don't decide what happens next. And when no one owns the next move, any kind of insight just sits there and it will just wait. That’s the core difference between a system of record, where you store and you record and you have data to a system of action. While the system of record observes; a system of action actually decides, executes and learns.”

[16:11] Sanjay: “Champion AI doesn't supervise the operators, it amplifies them. Gives them early signals, better context. Allows them to execute faster. People trust automation when it respects their expertise.

[16:31] Sanjay: “Adoption always follows usefulness, not mandates. You tell somebody you have to use AI; that's not the way it's gonna work. You've gotta create and show them the usefulness. And I think then it's not a change management problem.”

[23:43] Dr. Reimer: “We are going to blame a lot of layoffs on AI, and that is gonna drive more fear into the market. And I think that's something that we need to move away from. We need to look at the power of AI to amplify, and we need to be honest with ourselves when we need to do workforce reductions. It's not because of AI most of the time. It's really because of other processes or other business outcomes that we need to be more transparent with.”

[31:27] Sanjay: “I firmly believe Agentic AI and AI is not about replacing people. It's actually about augmenting, empowering. It's about elevating the human judgment when it matters the most. I think there's so much potential here.”

Follow the Auto Supply Chain Prophets Podcast for more real discussions with leaders who are moving from insight to action and learning by doing.

And if you want to see how these ideas are being applied in manufacturing today, explore how QAD is helping teams remove friction, accelerate decisions, and turn AI into an execution advantage.

🎧 Follow the podcast: https://autosupplychainprophets.com/

🔗 Learn more about QAD: https://www.qad.com/

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 Griffiths

Title: President and Founder, Gravitas Detroit

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

Connect: LinkedIn

Name: James “Jim” Liegghio

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

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

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

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

Connect: LinkedIn

Mentioned in this episode:

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

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 Onica

Title: Director, Automotive at QAD

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

Connect: LinkedIn

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit 

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

Connect: LinkedIn

Name: James “Jim” Liegghio

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

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

Connect: LinkedIn

Mentioned in this episode:

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

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

Featured on this episode:

Name: Darrin Lucas

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

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

Connect: LinkedIn

Episode Highlights:

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

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

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

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

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

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

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

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

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

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

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

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

Top Quotes:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured on this episode:

Name: Ted Mabley

Title: Director at UHY Consulting

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

Connect: LinkedIn

Mentioned in this episode:

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

Episode Highlights:

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

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

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

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

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

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

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

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

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

Top Quotes:

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

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

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

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

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

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured guests:

Name: Lori Sisk

Title: Assistant Professor, Wayne State University

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

Name: Malik and Jeffrey

Title: FAST Program Students, Southeastern High School

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

Name: Chris Rochon

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

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

Name: Bill Hurles and Dave Leich

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

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

Name: Danielle Griffin and Daniel Kuzniar

Title: Students, Wayne State University

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

Name: Lori Sisk and Christina Meredith

Title: Event Organizers, Wayne State University and General Motors

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured on this episode

Name: Jeff Kosloski

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

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

Connect: LinkedIn

Mentioned in this episode:

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

Episode Highlights:

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

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

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

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

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

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

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

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

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

Top Quotes:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured guests:

Name: French Williams

Title: Director of IT at Royal Technologies Corp.

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

Name: Andrew Amstutz

Title: Vice President, Information Technology at Autokiniton

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

Name: Sanjay Brahmawar

Title: CEO of QAD

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

Name: Andrea Hyska

Title: Applications Manager at Lacks Enterprises

Name: Jon Smith

Title: Director of IT at Lacks Enterprises

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

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group

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

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

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

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

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

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

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

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

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

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

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

Themes discussed in this episode:

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

Featured on this episode:

Name: Kate Vitasek

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

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

Connect: LinkedIn

Mentioned in this episode:

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

Episode Highlights:

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

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

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

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

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

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

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

Top Quotes:

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

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

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

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