Auto Supply Chain Champions

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Ted Mabley’s data-driven discussion on RFQs exposed how outdated processes still slow the industry down and why technology only works when people are willing to rethink habits and silos.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

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 direction
• How AIAG is streamlining tariff reporting with standardized templates across the supply chain
• Why the Forced Labor Due Diligence Program demands complete supply chain visibility to raw materials
• How six global OEMs are working with AIAG to align on compliance and industry standards
• The role of Catena-X in boosting supply chain connectivity, transparency, and data sharing
• How lean manufacturing principles support sustainability goals and help reduce carbon emissions
• The value of AIAG training programs in transferring knowledge and preparing the next generation of supply chain leaders
• How AIAG events and industry collaboration help suppliers adapt to new regulations and global requirements

Featured on this episode:

Name: Tanya Bolden

Title: Vice President of Supply Chain and Corporate Responsibility at Automotive Industry Action Group (AIAG)

About: Tanya Bolden is Vice President of Supply Chain and Corporate Responsibility at AIAG, where she leads initiatives that connect sustainability, compliance, and collaboration across the automotive industry. With more than 30 years of experience, she brings deep expertise in corporate responsibility, sustainability, community relations, and supply chain management.

Her work focuses on the issues that matter most today — from environmental stewardship and sustainability to global forced labor compliance and supply chain transparency. She is well-versed in navigating regulations such as the Uyghur Forced Labor Prevention Act (UFLPA), guiding companies in proving supply chain integrity and staying ahead of enforcement trends.

Connect: LinkedIn

Mentioned in this episode:

• Champions of Manufacturing Europe
• Forced Labor Due Diligence Program
• Catena-X
• AIAG International Material Data System (IMDS)
• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• AIAG IMDS, Product Compliance & Sustainability Conference
• AIAG North American Customs and Trade Town Hall
• AIAG Training Catalog 

Episode Highlights:

[03:51] Proactive, Not Passive: Suppliers can no longer wait for OEM instructions; they need to establish their own policies and procedures to stay ahead of fast-moving regulations and customer expectations.

[08:50] Forced Labor in Focus: Global legislation is demanding full supply chain visibility, and AIAG is leading efforts to ensure companies can prove their goods are free from forced labor.

[11:00] When OEMs Don’t Align: Without a common approach to forced labor compliance, the industry faces chaos and inconsistent reporting standards.

[14:07] IMDS Uncovered: The International Material Data System, long used for material reporting, is now being expanded to address sustainability.

[15:21] Data Without Borders: By managing enormous amounts of supply chain data, Catena-X gives companies the transparency they need to meet strict global regulations.

[17:16] Passing Down Knowledge: With experienced supply chain professionals retiring, AIAG stresses the importance of structured training to capture decades of expertise and pass it on to new talent.

[19:45] AIAG Event Season: Tanya Bolden stresses the value of networking and promotes AIAG’s IMDS and Product Chemical Conference (Oct 8–10, Novi) and the Customs and Trade Town Hall (Nov 6, Detroit).

[21:44] Don’t Go It Alone: Tanya Bolden reminds leaders that some challenges can’t be solved in isolation, urging them to use AIAG and industry associations as safe spaces to collaborate, share issues openly, and build solutions that lift the entire supply chain.

Top Quotes:

[04:11] Tanya: “As our supply chains grow globally, there are certain expectations they have of us. And quite often, they're not allowing us the time and the luxury of time to be able to prepare. So, we need our supply chain to be proactive and not wait. Not wait until their customer tells them, but be proactive in establishing their own internal policies and procedures to make them a better supplier to their customers.”

[22:05] Tanya: “You don't have to do it alone. I think that it is indicative in our industry to be competitive, but there are certain issues that you benefit from working with your colleagues, your customers, and your competitors to address.”

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 suppliers
• Why communication speed and context are critical for supply chain stability
• The role of automation and robotics in reducing labor constraints and boosting efficiency
• Using AI for demand sensing, forecasting, and identifying supply chain risks months in advance
• How MMOG/LE can be used as a tool for profitability and process improvement rather than just compliance
• The rise of supply chain fatigue post-COVID and strategies to prevent burnout in small teams
• The value of AIAG membership for tier two suppliers and how it supports training and collaboration
• Why stronger engagement between tier one and tier two suppliers is key to solving problems and building efficiency across the chain

Featured on this episode:

Name: Jennifer Smith

Title: Vice President of Supply Chain at Royal Technologies

About: Jennifer is the Vice President of Supply Chain at Royal Technologies Corp., bringing more than 20 years of leadership experience across every corner of the supply chain. Her career spans strategic sourcing, purchasing, supplier quality, demand planning, materials management, customer service, and ERP implementations—always with a focus on building and guiding high-performance teams.

Her expertise also extends to financial analysis and operations management, making her a versatile leader with a proven record of achieving results in complex, cross-functional environments. Known for her clear communication and collaborative style, she consistently delivers outcomes that strengthen both performance and relationships across the supply chain. 

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• Automotive Trade Compliance Masterclass
• Supervisor Boot Camp

Episode Highlights:

[02:58] From Grocery to Gears: A listener question on EDI changes sets the stage as Jennifer Smith joins the show, bringing a unique supply chain journey from grocery aisles to automotive tiers.

[04:31] The Telephone Game: Jenni Smith explains how OEM changes ripple down like a game of telephone, leaving tier twos guessing unless clear communication and context are shared.

[06:41] Never Too Much: In supply chain, silence is costly—every delay or vague update leaves teams scrambling, which is why constant, fast communication is the only way to keep production aligned and avoid chaos.

[07:33] Robots and Foresight: Royal turns to robotics and AI to cut labor strain, spot risks early, and keep supply flowing long before problems hit the OEMs.

[09:02] AI in the Trenches: From forecasting demand swings to predicting part shortages months ahead, Royal is using AI to move from reactive firefighting to proactive supply chain control.

[10:26] Small Fish, Smart Systems: Royal stays nimble between giant customers and suppliers by leaning on ERP and integrated data to boost efficiency and keep plants connected nationwide.

[12:01] Beyond the Checklist: MMOG/LE becomes more than compliance when it’s used to uncover weaknesses and turn them into opportunities for stronger, more profitable supply chains.

[13:08] Culture Over Compliance: Instead of treating MMOG/LE as a burden, Royal’s leadership uses it to strengthen quality, streamline processes like packaging, and turn efficiency into real cost savings.

[15:26] Fighting Supply Chain Fatigue: With constant disruption taking its toll, Jenni shares how flexibility, cross-training, and hands-on leadership keep teams resilient and prevent burnout.

[19:46] Open the Doors: Jenni calls on tier ones to invite suppliers in, share their processes, and solve problems together instead of keeping partners at arm’s length.

[22:24] Strengthening the Base: Looking ahead, Jenni sets her sights on building stability by aligning Royal’s supply base with MMOG standards to brace for future risks.

Top Quotes:

[06:59] Jennifer: “My biggest advice for the tier twos is twofold: You can never over-communicate. Communication is the key, especially through the tier ones and down to the tier twos. And the second thing is that the speed at which communication happens is also critical. So, it's not just that you communicate, but not lagging on that communication for a few days, and making sure we can get it as fast as possible. That allows us to adjust schedules, make sure we're working the weekend before you want to work, and any of those types of adjustments to allow the flow to happen back up quickly.”

[12:19] Jennifer: “I think it's really important for the listeners to understand that MMOG is not a tier one requirement or an OEM requirement. When we look at what MMOG really is, it's the best practices across the organization. And we used MMOG to find our gaps, and where we have pieces that are potentially not going to allow us to be profitable in the long term because of supply chain, either risks, or process gaps. Take the assessment, not as a requirement, but as a way to make yourself better.”

[22:02] Jennifer: “Engage, open your doors, and invite. I think when our teams have gone to our tier ones and learned about why and how they do something, it has not only built the relationships, but it's grown efficiencies. And we just had some of our team over at one of the big tier ones, looking at their receiving and why they receive something one way. And it's going to change the way our warehouse is set up to ensure that there's efficient picking versus just going through the warehouse to pick somebody's product. And I think that as long as they're engaged and they're open and allowing their suppliers to come in and see and really work through problems together, that's the best thing.”

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 start
• How AI and data tools are reshaping procurement risk strategies
• How to lead a supply chain team when the pressure never stops
• How risk planning must be embedded into everyday procurement processes
• The growing compliance pressure to trace materials across global supply chains
• How supply chain resiliency drives cost, quality, and safety improvements
• The importance of industry engagement in building the next generation of supply chain leaders

Featured on this episode:

Name: Kyle Price

Title: Vice President of Procurement at Caterpillar

About: Kyle is the Vice President of Procurement at Caterpillar, overseeing the Supply Resiliency organization. In this role, he leads a global procurement team that supports all four Caterpillar verticals and is responsible for developing enterprise strategies and processes that promote operational excellence within the supply network.

Over his 24 years with Caterpillar, Kyle has worked in various areas of the business, taking on increasing levels of responsibility in procurement, operations, quality, supply chain, and product development. He has also completed an international assignment in Europe. 

Additionally, Kyle is a member of the Board of Directors for the Automotive Industry Action Group (AIAG) and the Global Supply Chain program at the BYU Marriott School of Business.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• Customs Brokers Continuing Education Program
• Supervisor Boot Camp

Episode Highlights:

[03:15] Volatility Isn’t Going Anywhere: Supply chains used to be local and predictable, now they’re global and exposed to everything from tariffs to cyberattacks. Kyle breaks down the two biggest reasons volatility keeps growing and why flexibility is no longer optional.

[05:02] No Silver Bullet: Managing risk isn't one thing; it's a mix of smart design, early warning, and fast response when the unexpected hits.

[07:54] Rethinking Dual Sourcing: Flexibility doesn’t have to mean double the cost. Kyle explains how smart planning makes backup sourcing possible without breaking the bank.

[12:48] When Priorities Shift: Kyle shares how Caterpillar uses dynamic tools and AI to reassess priorities as customer needs and global risks evolve constantly.

[14:59] Built into the Process: Forget the flashy initiatives that fade with leadership changes, Kyle explains why real resiliency only sticks when it's embedded into the way decisions actually get made.

[16:27] Map It or Miss It: Regulations, tariffs, and labor shortages aren’t going away, and Kyle explains why supplier mapping isn’t just a compliance task, it’s a strategic edge.

[19:42] Just Start Somewhere: Risk strategy doesn’t need a perfect system, just a starting point. Kyle shares why tackling your obvious pain points first is often the smartest way to build long-term resiliency into everyday procurement work.

[23:07] Giving Back, Gaining More: From shaping industry-wide solutions at AIAG to mentoring the next generation at BYU, Kyle finds just as much inspiration outside Caterpillar as he does within it.

Top Quotes:

[04:29] Kyle: “We certainly talk about tariffs as an area of volatility. Today, we have the pandemic, but you look at things like cybersecurity threats or labor disruptions in the world. I mean, many of those types of things are increasing in double-digit percentages. In some cases, triple-digit percentages according to Gartner, year over year. And to be able to manage that, you've got to have a supply chain that really can be flexible. You can't predict all these types of disruptions, as Jan started off with, I mean, we get disruptions every day of different types.”

[16:46] Kyle: “When we have an immediate supply disruption, but there are so many regulations that are occurring, where we're being asked to geolocate our source of supply of rubber down to a tree and in a specific geolocation. There are regulations and requirements that we're going to have to comply with. All these things require mapping into the supply base. So, it's, you know, we can stand back and say, "We don't want to do it. And it's very complex, and it's going to be hard." Unfortunately, or fortunately, depending on how you look at it, it's something that we have to go do and we need to go do inside of the space.”

[20:40] Kyle: “Start small. When we developed capabilities here at Caterpillar, we were piloting them in some of the areas that were the most urgent for us. And I think that is a great way to learn, and to get into detail while generating value at the same time.”

[24:43] Kyle: “It’s really fun working with students. I mean, when you think about where one of our biggest opportunities is, we've got to get people excited and prepared for the challenges and the opportunities that we have in the supply chain. And so, you get in with them, and you'll be able to mix the experience that we all have with the fresh minds and the fresh eyes and ears of students who are top-notch in terms of thought process. And while they learn a little bit from me, I learn a ton from them. I mean, we have certainly taken back concepts from them and brought them back to my own job to apply them. It's not just about giving back. You get as much as you give, if not more, which is pretty cool.”