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

Sometimes the best insights come from looking back.

In this special episode of Auto Supply Chain Prophets, hosts Jan Griffiths, Terry Onica, and James Liegghio break from their usual guest format to reflect on the year's most impactful episodes. Each shares the moments and lessons that resonated most with them and why they matter as the industry faces more pressure, complexity, and change.

Terry highlights her favorite episode with Achim Gatternig from Magna, whose perspective on supplier disruptions, tariffs, and supplier scorecards stood out. The reminder that Supplier Relationship Management (SRM) is no longer optional was a clear call to action—and a practical one.

Jim brings up his pick, the episode with Angela Johnson from Plante Moran. Angela's background in anthropology gave her a unique way of explaining the WRI (Working Relations Index). For Jim, the message was clear: Supply chain is about people, and relationships at every level still matter more than we think.

Jan's pick? The live podcast recorded at the AIAG Supply Chain Conference. For her, that episode captured the real energy of the event. The episode featured various voices, and the diversity of backgrounds and perspectives came through naturally, without trying. And for Jan, that's where podcasting shines best.

Then there was Guillermo from Magna. His episode went beyond operations. He talked about mental health. He shared his own experience. And it hit hard, because not enough people in this industry talk about it.

The hosts gave credit to Magna for creating space for that kind of honesty and agreed that emotional well-being needs to be part of the leadership conversation, especially for the next generation. 

Across all these moments, one thing is clear: Tools and systems help. But what really moves the needle is how we lead, communicate, and show up for the people behind the process.

To wrap it up, the hosts want to hear from you. Which episode stuck with you, and why? With more events and more voices coming soon, this conversation is just getting started.

Featured on this episode: 

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit 

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

Connect: LinkedIn

Name: James “Jim” Liegghio

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

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

Connect: LinkedIn

Name: Terry Onica

Title: Director, Automotive at QAD

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

Connect: LinkedIn

Mentioned in this episode:

• Catena-X Explained: Driving Supply Chain Transformation with Real-Time Data Exchange with Kevin Piotrowski
• Procurement in Motion: How SRM Drives Better, Faster Supplier Decisions with Achim Gatternig
• Key Insights on OEM-Supplier Relationships: What the 2025 WRI Results Reveal with Dr. Angela Johnson
• AIAG Supply Chain Conference: Real People, Real Problems, Real Progress
• Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration with Guillermo Cano
• AIAG Supply Chain Conference

Upcoming events:

• QAD Champions of Manufacturing Europe
• QAD Champions of Manufacturing Americas
• AIAG Quality Summit
• AIAG North American Customs and Trade Town Hall

Please visit this link to access our complete collection of podcast episodes.

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

“Just tell us why you’re making changes.” That simple request from a Tier 2 supplier at an AIAG conference says everything about where the automotive supply chain still struggles.

The supply base still faces a lack of basic communication. Data is also slow to move, locked in outdated systems, or scattered across formats. Catena-X aims to address these issues.

In this episode, Jan Griffiths, Jim Liegghio, and Terry Onica sit down with Kevin Piotrowski, Chief Transformation Officer at AIAG, to talk about what Catena-X really is and what it means for the future of the automotive supply chain.

Kevin explains what Catena-X does. It’s a network that allows companies to share complex data across the entire supply chain, up and down multiple tiers. 

Catena-X is encrypted, controlled, and designed to enable suppliers and customers to decide who sees what. It’s not your usual point-to-point system; it’s built for multi-tier collaboration.

The group gets into real examples. One supplier used Catena-X to calculate carbon footprint using actual data instead of averages and found a 46% drop in reported emissions. 

And no, Catena-X isn’t replacing EDI. Kevin clarifies that EDI still works well for structured transactions like shipment notices. Catena-X handles everything that doesn’t fit neatly into that box—data that needs to be shared for visibility, not stored or processed.

They also talk about supplier overload, where small raw materials suppliers get hit with hundreds of requests for the same information. Catena-X could solve that by allowing assessments and surveys to be shared once, securely, across customers.

This isn’t just a European project. It’s a global standard, and AIAG is helping drive its rollout in North America. OEMs, suppliers, and solution providers are already getting involved, with pilot projects and certifications underway.

The episode closes with a message to listeners: this is just the start. There’s more to cover, and the team wants to hear your questions. If you want to know something about Catena-X, now’s the time to ask.

Themes discussed in this episode:

• The need to fix basic communication gaps in the automotive supply chain
• How Catena-X enables secure, multi-tier data sharing across suppliers and OEMs
• The importance of real-time data in automotive supply chains
• Why traditional data systems can’t keep up with today’s global supply chains
• The difference between structured EDI and Catena-X’s complex data exchange
• How Catena-X helps contain quality issues before they become costly recalls
• The critical role of encrypted, permission-based access in protecting supply chain IP
• What tech providers need to know about Catena-X certification and readiness

Featured on this episode:

Name: Kevin Piotrowski

Title: Chief Transformation Officer (CTO) at Automotive Industry Action Group (AIAG)

About: Kevin serves as Chief Transformation Officer at AIAG, where he leads enterprise-wide transformation for the world’s largest global automotive association. With decades of leadership experience in both automotive and manufacturing, including senior roles at Infor and AIAG, Kevin has built a reputation for driving innovation, strengthening collaboration, and advancing data integration across complex supply chains. His expertise spans process improvement, global operations, and large-scale technology adoption, and he’s playing a key role in expanding the reach and impact of Catena-X within the automotive industry.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• IATF 16949:2016: All the Resources You Need in One Place
• Electronic Data Interchange (EDI)
• AIAG Supply Chain Conference
• AIAG Charity Golf Outing
• Catena-X
• Got questions about Catena-X? Email Jan at [email protected] and we’ll get them answered in a future episode.

Episode Highlights:

[04:28] No More Chasing Data: Catena-X offers a standardized, encrypted way to share complex data across the entire supply chain. Instead of point-to-point transfers and outdated formats, this system enables multi-tier collaboration.

[06:36] One Survey, One Standard: Resin and steel suppliers are drowning in repetitive data requests, but Catena-X could change that. By standardizing common fields like country of origin, the platform aims to streamline compliance surveys across the entire supply chain, reducing the burden from top to bottom. 

[08:34] Real Data, Real Results: Catena-X is already in action, cutting reported emissions by 46% with real-time data and helping OEMs trace quality issues faster across the supply chain, minimizing the scope and impact of recalls.

[10:35] Not Replacing EDI: Catena-X isn’t here to replace EDI, it’s built to handle complex, multi-tier data visibility while EDI keeps doing what it does best: structured, point-to-point transactions like ASNs and inventory updates.

[12:19] Beyond Tier One: Catena-X enables encrypted, many-to-many data sharing across all supply chain tiers, giving OEMs the insights they need without exposing suppliers’ proprietary info.

[13:28] Data Is the Differentiator: As global supply chains grow more complex, Catena-X helps companies unlock real-time, multi-tier data to drive faster decisions, tighter collaboration, and better business outcomes.

[15:50] Vendors, Time to Plug In: Solution providers aren’t just bystanders—Catena-X needs them certified and connected to power the full supply chain ecosystem, from OEMs all the way through the supply chain.

[17:38] Not Another System? Suppliers are tired of hearing about new systems, but Catena-X offers real value: better collaboration, tighter data security, and a chance to help shape industry-wide standards from the ground up.

[19:04] Ask Us Anything: Got questions about Catena-X? Jan’s opening the floor—send yours in and shape the next episode.

Top Quotes:

[04:36] Kevin Piotrowski: “Catena-X is a way for companies—automotive companies—but in general, manufacturing companies to move data across their supply chain, both up and down. So the term radical collaboration comes into play, because it is not just a point to point to connection, but it goes through up and down the supply chain. And this is for complex data, Jan, not standard data—so data around product carbon footprint, data around the battery passport, data around the digital twin—and it moves in a secure, encrypted way. And it's the data that the supplier and the customer, they decide: what data, who gets to see it, what's the sharing of that data. So, it's very well controlled as well.”

[08:51] Kevin Piotrowski: “We had the benefit of having one of our OEMs and one of our top suppliers at a couple events here in the last month, where they actually demonstrated this use case on stage. One of 'em is around product carbon footprint and getting product carbon footprint data from your supply chain. And by leveraging Catena-X, and being able to leverage primary data versus average secondary data—that's more of an average, not an exact amount—they were able to report 46% less carbon emissions from just one example. And that wasn't because there was something wrong with the prior calculation; it was just using accurate, real-time data in the supply chain.”

[09:42] Kevin Piotrowski: “When there’s a quality recall by any OEM. How do you contain? How do you track where all those parts are? That takes time, right? So when the defect is found, all of a sudden you have to look how many vehicles are at dealers, how many dealer vehicles are on the assembly line, and start working your way backwards through the supply chain—which takes a lot of time, a lot of manual effort, and typically results in a recall that's much larger because you don't wanna make any mistakes. With Catena-X, and leveraging it for quality, you can blow through the supply chain and get information back up—greatly containing that issue. And then, when you throw AI in and you throw other things down the road, it'll work from being not only helping contain but helping be more predictive, and then ultimately preventing these types of recalls.”

[11:52] Kevin Piotrowski: “ For Catena-X, it's more of the complex data, where you really wanna see not just move data from one point to another and then be done as a one-time thing, but where you wanna move data up and down the supply chain—not to store or save the data, but just to have visibility. That's the key: seeing where the issues are or what the data is, without storing it. And that's the beauty of Catena-X — to be able to do that very quickly.”

[14:51] Kevin Piotrowski: “How you leverage the data, and how you manage your data, and how you drive data down in the organization to the right people to make decisions will impact your business and your bottom line. Having access to data is really knowledge. And getting the data quickly—not waiting weeks, months, or through a very manual process—doesn't work anymore. That will lower the value of your supply chain. So not only do supply chains have to be lean, fast, nimble, quick, they've gotta be able to share and have transparent data throughout their ecosystems.”

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

What does it take to build trust between OEMs and suppliers — and why does it matter now more than ever?

Dr. Angela Johnson, partner at Plante Moran and the new owner of the Working Relations Index (WRI), joins the show to walk us through the 2025 results and what they reveal about the automotive industry’s most critical, and often overlooked, business relationships.

This year’s survey shows the biggest gap between the top and bottom OEMs since 2007. Toyota, Honda, and GM improved their scores, while Stellantis, Ford, and Nissan declined, widening the divide. 

Angela explains that this shift wasn’t because the bottom three necessarily got worse, but because the top three pulled ahead by leveraging long-standing relationships and adopting collaborative practices when it mattered most.

Internal alignment was another differentiator. Toyota, Honda, and GM worked across functions — purchasing, engineering, quality — while others struggled with silos and regional disconnects that left suppliers frustrated and confused.

Culture came up again and again. Angela introduces the concept of “embedded behaviors” — leadership habits that trace back to a person’s first real boss. These behaviors stick, often for decades, and shape how companies interact with suppliers today. 

In GM’s case, even with ongoing issues like engineering changes and volume swings, suppliers recognized effort. They saw transparency, and it made all the difference.

Then there’s Ford. The team made a well-intentioned decision to outsource parts of purchasing to India, but didn’t account for how it would affect supplier communication. It created more confusion than clarity, and it showed up in their WRI scores.

One thing’s clear: good relationships drive real results. Angela shares how WRI scores have a measurable connection to financial performance, especially for OEMs like Toyota, where strong supplier ties align closely with same-year earnings.

The takeaway? It’s not just about KPIs. It’s how people behave. If you want better results, measure relationships and take them seriously.

Whether you’re a global OEM or a small supplier, the fundamentals are the same: communicate, treat people with respect, and stop thinking of relationships as the “soft stuff.”

Because in this industry, they’re anything but.

Themes discussed in this episode:

• The widening trust gap between top and bottom OEMs in the 2025 WRI results
• How strong supplier relationships directly impact financial performance
• Why responsiveness, communication, and basic “enabling behaviors” still matter most
• How internal silos and regional misalignment weaken supplier trust
• How leadership behaviors are passed down across generations in the industry
• Why measuring relationships—not just KPIs—is critical to long-term success
• The hidden risks of outsourcing without proper communication planning
• The cultural habits OEMs fall back on during times of stress

Featured on this episode: 

Name: Dr. Angela Johnson

Title: Supplier Relations Analytics Principal at Plante Moran

About: Dr. Angela leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.

Connect: LinkedIn

Mentioned in this episode:

• Forced Labor Due Diligence Program
• Toyota Soars, Honda and GM improve, but Nissan, Ford and Stellantis drop in 2025 Working Relations Index® Study

Episode Highlights:

[04:25] The Industry’s Relationship Scorecard: The WRI isn’t just another industry study — it’s a 25-year benchmark of how OEMs treat suppliers, why that matters, and what it really takes to build lasting, cost-saving relationships.

[06:26] The Gap No One Expected: This year’s WRI results revealed the widest divide since 2007, with Toyota, Honda, and GM rising, and Stellantis, Ford, and Nissan slipping further behind.

[07:44] Trust Isn’t Built on Luck: Top OEMs like Toyota, Honda, and GM earned supplier trust through fair cost-sharing, strategic clarity, and simply showing up with strong communication and follow-through.

[11:13] When the Tide Recedes: Tough times reveal true behaviors. As pressure builds, both OEMs and suppliers snap back to old habits, exposing deep-rooted cultural patterns.

[13:36] Old Habits, New Damage: When OEMs rely on fear-based, transactional tactics, those old-school behaviors shut down trust before supplier relationships even begin.

[14:30] The Culture You Pass On: OEM behavior influences how Tier Ones operate, creating a ripple effect built on leadership habits that often start with someone's very first boss.

[16:54] GM’s Culture Turnaround: By focusing on communication, transparency, and relationship-building, GM is proving that real culture change is possible, and the numbers are finally backing it up.

[19:50] When Efficiency Backfires: Ford’s outsourcing move made sense on paper but failed in execution, leaving suppliers confused, unsupported, and stuck in a broken communication loop.

[21:48] Talk More, Earn More: Strong communication isn’t just good practice it reduces costs, boosts efficiency, and drives better financial outcomes for both OEMs and suppliers.

[23:58] Score High, Profit Higher: Toyota’s data shows a clear link between strong supplier relationships and strong year-end financials, proving that good partnerships pay off fast.

[26:50] Relationships Over Rough Roads: Despite ongoing challenges, GM earns supplier loyalty through strong relationships that help teams push past instability and stay committed.

[32:12] Start with the Relationship: Whether you're an OEM or a small supplier, measuring relationships—not just KPIs—is the first step to building a stronger, more aligned supply chain.

Top Quotes:

[05:25] Dr. Angela Johnson: “The other thing that people might not realize about the WRI, it's not just automotive. It was based on research across 18 different industries.  And automotive, somehow, centered and came to fruition as the leading industry for this type of work, this type of study. I think we're heading into a point where other industries are recognizing there's something to these industrial relationships and maybe there's something we can learn and start to do things differently.  So, one of a kind measures, what do your suppliers think about their key customers? Where's the place they're going to go to take their first to market innovation? Who do they want to partner with?  And frankly, how well do those relationship help both OEMs and suppliers lower their cost? It's all about the bottom line.”

[08:00] Dr. Angela Johnson: “What Toyota, Honda, and GM were able to do is to lean into relationships that are already established. Now is the time to say we've done the hard work and we can take advantage of relationships that are established to better collaborate together and get more win-win outcomes.”

[13:45] Dr. Angela Johnson: “We get culture plays a role, but what does that really mean?  This year, you could see that play out with those three OEMs that dropped, right? When I mentioned, if you go back to embedded behaviors, that those embedded behaviors are more aligned to old school methods. Pounding the fist on the table, threatening to take away new business if they don't get certain price concessions. If it's that transactional hard or threatening environment, then those relationships are never even going to take off, right? So, the culture plays a huge role.”

[22:27] Dr. Angela Johnson: “People should care about relationships because they impact their bottom line. If you have a good relationship with your supply base, it's just naturally going to be more transactionally efficient. What's it gonna do? It's gonna lower your operating cost. You lower your operating cost; it's going to increase your EBIT margin. Very much on the bottom line. From the supplier side, it will do the same thing. They'll be able to operate with more stability, they'll be able to better plan their finances and their operations, but they can only do that if they talk to each other.”

[32:48] Dr. Angela Johnson: “Let’s get the other OEMs in the survey. Allow the suppliers to be able to see how their experiences relate up to their competition or to suppliers for different commodities underneath that same OEM. So, if I'm an OEM, I'm going to be looking at my results. We bust these results down to infinite detail to come away with some very actionable items that they can go do to improve their relationship. Now, if I'm a supplier, it becomes a little bit different. Some of these Tier One suppliers, they're as big as the OEMs. They've got the capability to put in place sophisticated systems to measure the relationships. If they're not, if they're only measuring the KPIs—start by measuring the relationship. You need to know what it is that you want to get out of the relationship, and then define the measurable goals for all of your team members that interface with the OEMs.”

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

Recorded live from the AIAG Supply Chain Conference in downtown Detroit, this episode captures real conversations with the people driving (and dealing with) supply chain change. With a fresh venue, new voices, and an unfiltered look at what's working (and what's not), the ASCP team dives into what's happening across the automotive supply chain, shaping the road ahead.

The day starts with fresh eyes—Wayne State student John LaGarde shares what it's like attending his first supply chain conference. He's drawn in by the industry's complexity, but what stands out is his call for continuous learning and work-life balance—things Gen Z now expects, not just hopes for.

Fred Coe, Chair of AIAG's EDI Advisory, gives an update on their latest EDI survey. 500 companies responded, and results show a split: some still use fax and email, while others have moved to APIs. The industry isn't aligned, but the interest in standardization is growing.

Dr. Bing Xu from Catena-X shares what he heard at the event: companies are looking beyond old supply chain methods and focusing more on using data properly. He notes the interest in AI tools and stresses the need for fast implementation, especially with growing pressure from tariffs and supply chain instability.

Then comes Sig Huber from Elm Analytics with a warning: uncertainty is paralyzing the industry. Companies aren't investing, demand is unclear, and policy changes continue. A 5% increase in the cost of goods could double the number of distressed suppliers. Whether demand rises or drops, disruption is coming.

That pressure is already hitting the tier-two level. Jennifer Smith, VP of Supply Chain at Royal Technologies, explains how suppliers are stuck—OEMs want cost cuts, suppliers want margin. Her focus? Speeding up processes and getting actual context behind data. Suppliers need the "why" to make the right decisions—and that's still missing in too many places.

Finally, Tanya Bolden from AIAG puts the day into perspective. The industry is changing fast. Mandates, electrification, decarbonization, and digital tools are all colliding at once. AIAG's job, she says, is to bring all those pieces to the table—while helping the next generation of professionals see that this isn't your grandfather's supply chain job.

Themes discussed in this episode:

• The unpredictability and chaos of today’s global tariff landscape
• Why AI and digital tools are now essential for managing supply chain complexity
• What the next generation of supply chain talent actually wants from employers—and why the industry needs to listen
• Why transparency from OEMs matters more than ever to tier-two suppliers
• How policy shifts and tariff uncertainty are paralyzing investment and planning
• The risk of a bullwhip effect—and why the industry is still unprepared for sudden shifts in demand
• How supply chain roles are evolving—and why the next generation needs to see that shift

Featured guests:

Name: John LaGarde

Title: Marketing and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

Discussed: [03:04] First-time attendee John LaGarde shares what drew him to supply chain, what surprised him at the conference, and what today’s students really want from employers.

Name: Fred Coe

Title: Chair, AIAG EDI Advisory Group

Discussed: [07:11] Fred Coe shares surprising insights from AIAG’s EDI survey, revealing a split between companies stuck in the past and those ready for API adoption.

Name: Bing Xu

Title: Senior Director of Catena-X at AIAG

Discussed: [10:18] Dr. Bing Xu came in expecting the usual talk—but was caught off guard by how much the conversation had shifted toward high-tech solutions and AI. For him, the message is clear: the time for slow planning is over—supply chain leaders need to act fast, use data better, and push resilience all the way down to the lower tiers.

Name: Sig Huber

Title: Chief Commercial Officer at Elm Analytics

Discussed: [13:00] Sig Huber explains how policy confusion, stalled demand, and political bias are paralyzing the industry, leaving companies unsure of how to act. With supplier liquidity dropping and even small tariffs doubling financial risk, the next 12 months look anything but stable.

Name: Jennifer Smith

Title: Vice President of Supply Chain at Royal Technologies Corp.

Discussed: [19:07] Jennifer Smith lays out the pressure facing tier-two suppliers—squeezed between OEM cost cuts and supplier margins—and explains why visibility and understanding the “why” behind the data are critical for faster, smarter decisions on the plant floor.

Name: Tanya Bolden

Title: VP of Supply Chain and Corporate Responsibility at AIAG

Discussed: [24:49] Tanya Bolden shares how this year’s AIAG agenda was designed to reflect the pace and complexity of modern supply chain—from tariffs and EVs to carbon tracking—while making space for students to see the full scope of the industry beyond outdated stereotypes.



Mentioned in this episode:

• AIAG Supply Chain Conference
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Episodes with Fred Coe: What's Next for EDI? Be Part of the AIAG Survey and Revving Up the Supply Chain: Exploring the Future of Automotive EDI
• Supply Chain Bullwhip Effect
• Value Analysis and Value Engineering (VAVE)

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

During her trip to Wales, Jan Griffiths took a call from CBS Detroit to weigh in on tariffs. That conversation led her to a bigger question: even if we bring manufacturing back to the U.S., do we have the workforce to support it?

This led to this conversation with Torsten Schimanski, the Chief Strategy Officer at NJMEP, who’s spent years addressing the talent gap in U.S. manufacturing.

In this episode, Torsten explains that millions of manufacturing jobs in the U.S. could go unfilled in the coming years, and current efforts to address this issue will not be enough to close the gap.

The industry is facing decades-old perceptions of manufacturing work, a massive generational exit, and the reality that most companies don’t have a clear talent pipeline or long-term plan. Torsten doesn’t just see this as an HR problem. He sees it as a supply chain issue.

So, he introduces an innovative approach: apply core supply chain tools—demand planning, sourcing, supplier management—to workforce strategy. That means forecasting the skills you’ll need, identifying where you’ll get them, and making retention a priority before it becomes a crisis.

Torsten also criticizes the passive mindset that waits for the government or outside forces to “fix” the problem. In his words, if you’re waiting for someone else to build your workforce, your business might not be around much longer.

He’s clear about what will happen if we don’t take action: production delays, rising costs, quality issues, and constant turnover. Even automation won’t save us if no one’s trained to run or maintain the machines.

This isn’t a future problem. It’s already here. And if manufacturing companies want to survive the next decade, they must take ownership of workforce development—starting now.

Themes discussed in this episode:

• The workforce shortage threatening the future of U.S. manufacturing
• Why manufacturing workforce development needs a supply chain strategy
• The effects of baby boomer retirements on manufacturing labor shortages
• How outdated perceptions of factory jobs affect workforce recruitment
• The business risks of ignoring workforce development in manufacturing operations
• How to apply supply chain strategies to manufacturing workforce planning
• How NJMEP supports small manufacturers with workforce training programs
• Why manufacturers must lead workforce development—not wait for government solutions

Featured on this episode:

Name: Torsten Schimanski

Title:  Chief Strategy Officer at New Jersey Manufacturing Extension Program (NJMEP)

About: Torsten is the Chief Strategy Officer at the New Jersey Manufacturing Extension Program (NJMEP), a nonprofit focused on supporting and advancing manufacturing in New Jersey. Prior to joining NJMEP in 2017, he led the Training & Learning Center at Festo Didactic, a global leader in industrial automation and education, and worked internationally as a business consultant specializing in leadership and workforce development. His contributions have earned him the 2017 Impact Award from the New Jersey Technology and Engineering Association and, with the NJMEP PEN-Team, the 2021 Excellence in STEM Education Award from the Health Care Institute of New Jersey.

Connect: LinkedIn

Mentioned in this episode:

• New Jersey Manufacturing Extension Program (NJMEP)
• How to Align Workforce Development With Supply Chain Management by Torsten Schimanski 
• The Future Makers & Creators Tour
• New Jersey Economic Development Authority
• Find Your Local MEP Center

Episode Highlights:

[04:14] The NJMEP Mission: Torsten explains how NJMEP helps small and midsize manufacturers stay competitive—and stay in the U.S.—through hands-on support and workforce development

[05:53] Why He Cares:  A broken apprenticeship system and student debt crisis pushed Torsten to bring a better model for workforce development to the U.S.

[07:05] The Numbers Don’t Lie: Millions of manufacturing jobs are at risk of going unfilled—thanks to retiring workers, a growing skills gap, and an outdated image problem.

[09:06] Guessing the Gap: When most people can’t even estimate how many manufacturers exist, it’s no wonder the talent pipeline is running dry.

[11:45] Beyond the Paycheck: It’s not just the money—pride in building something real is what keeps people in manufacturing.

[13:39] Supply Chain, Meet HR: What if we applied supply chain tools like demand planning and sourcing to fix the workforce crisis? Torsten thinks it’s exactly what manufacturing needs.

[15:49] The Cost of Doing Nothing: Without a workforce strategy, manufacturers face quality issues, poaching wars, profit loss—and robots no one’s trained to run.

[19:14] Help for the Hustling: NJMEP supports overwhelmed manufacturers with free assessments, expert solutions, and a network built on trust—but workforce strategy still needs to make the priority list.

[21:45] Stop Waiting, Start Building: Torsten urges manufacturers to stop relying on government fixes and start using the tools they already have to build their own workforce pipeline.

[25:49] Start With the Gaps: Before calling for help, manufacturers need to map the skillsets they’re missing—because the people on the floor already know where the holes are.

Top Quotes:

[06:03] Torsten: “I noticed that the apprenticeship programs, the way I know them from Germany, are not really sufficient in the United States. And to be honest, as a European and someone who dearly cares about workforce development, coming from a country where education is technically for free, it just hurt me that youngsters at the age of 20 to 24 are finalizing their college education with a five- or maybe six-digit number in debt. And an apprenticeship is the alternative to that. So, I started looking into that, and I had the opportunity then to, in the manufacturing industry, bring the German or European-based model to the United States. It started with a company called Festo Didactic, and then NJMEP gave me the opportunity to do it full time—and that's the reason why I care.”

[08:33] Torsten: “In manufacturing, there is a certain lack of image, or we do have an image. If I think about my mom, if I tell her that I work in manufacturing, she is wondering, what am I doing? Because her picture is very much from the 1920s in manufacturing, where we talk about dull and dangerous jobs. It couldn't be further from reality. But the point is, if we are not promoting jobs in the industry as well as the really sustainable salaries that are coming with it, no one is going to move into that.”

[11:09] Torsten: “With all the manufacturing companies that the administration wants to bring back to the United States, we have to think about where the workforce is coming from? Because the jobs that we lost 30 years ago went overseas, these are not the jobs that are coming back.  These jobs are going to be different in terms of requirements, in terms of the machines that we are going to use, in terms of maintenance, and this is exactly what we have to look into as the United States, but also every single company by itself.”

[22:49] Torsten: “If you wait for the government to fill the jobs in your facility, I’m really concerned about your facility because it's not going to happen. So, in this case, help yourself because no one else is going to. But all the tools are there. And like a big box of Lego at home, it doesn't make sense if you have all the stones sitting on the floor, but if you start putting them together in a certain order—and this is what we are helping our clients with—then all of a sudden it does make sense.”

[26:11] Torsten: “What I think every company should do as a first step before reaching out to anyone is to map out the critical skillset that you need for your organization that you need today, on the one hand side. And then, take it to the next 1, 2, 3, 4, up to 10 years to see what's going to happen. It sounds complicated, but to be honest, if you ask your workers on the shop floor, they know the answer by heart. Within a minute. Even though they're not HR experts, they know the gaps, they know the issues, they know what's missing.”

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

No full episode this week—but Jan Griffiths jumps on the mic with a quick Memorial Day update. She takes a moment to thank all military personnel, past and present, for their service and lets listeners know the team is taking a short break.

Jan also shares a heads-up about the upcoming AIAG Supply Chain Conference on June 17th in Detroit — a fresh new venue and format, plus a live podcast recording right from the show floor.

They’ll be back next week with a brand-new episode. Until then, stay safe, enjoy the holiday, and check out autosupplychainprophets.com for more.

Featured on this episode: 

Name: Jan Griffiths

Title: President and Founder, Gravitas Detroit 

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

Connect: LinkedIn

Mentioned in this episode:

• AIAG Supply Chain Conference
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Please visit this link to access our complete collection of podcast episodes.

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

Tariffs are back—and this time, it’s chaos. In this episode, Ambrose Conroy walks us through what’s happening in Washington as of April 28th, where policy shifts are fast and unpredictable. 

With talk of embargoes and “Global Tariff Day,” the administration is pushing to bring manufacturing back to the U.S., even if it means higher costs and economic disruption.

Free trade is done. A 10–15% global base tariff is likely. The U.S. is leaning hard into mercantilism, aiming to favor domestic production. However, with so many moving parts and unclear rules, companies are frozen. All eyes are on May 3rd—when decisions could drop that change everything overnight.

For supply chain leaders, the old low-cost country strategy is falling apart. China is expensive and complicated. Tariffs make Mexico uncertain. Other regions come with their own risks. The only reliable answer? Make it in America. But that brings a new set of problems.

To support the shift, the administration plans to add one million new manufacturing apprentices annually. If it happens, it could help—but it’s not here yet. In the meantime, companies have to be strategic. That means filling up U.S. plants, identifying where capacity exists, and moving production where it makes sense.

Financial risk is rising fast. With one in five suppliers predicted to face distress, Ambrose urges leaders to look closely at warning signs—and to start real conversations. The solution is clear: Set up a trade and tariff war room, staff it with your best people, and build real-time models to stay ahead of disruption.

The companies that survive this won’t be the ones cutting costs. They’ll be the ones investing—in people, systems, and long-term strategy. Ambrose makes the contrast clear: best-in-class companies are staying ahead, while poor performers are cutting themselves into a corner.

If the industry wants to rebuild, it has to change how it operates. That means better communication between OEMs and suppliers, a shared commitment to stability, and a willingness to collaborate in ways the industry hasn’t seen in decades.

Because in the end, it’s simple: you can’t build cars without parts. And you can’t solve this alone.

Themes discussed in this episode:

• The unpredictability and chaos of today’s global tariff landscape
• The financial collapse looming over suppliers that fail to adapt to new trade rules
• The shift from global trade to modern-day mercantilism in U.S. policy
• Why best-in-class companies invest in people, process, and continuous upgrades
• The push to rebuild U.S. manufacturing with apprenticeships and skilled labor
• Why building a trade and tariff war room is now mission-critical
• The urgent need for cross-functional collaboration to survive tariff-driven disruption

Featured on this episode: 

Name: Ambrose Conroy

Title:  Founder and CEO of Seraph Consulting

About: Ambrose is the Founder and CEO of Seraph Consulting. He founded Seraph to solve complex, bet-the-business problems for clients and to be the go-to partner for driving operational excellence. Before founding Seraph, Ambrose served as Vice President of Supply Chain Solutions at NAI Global and led the West Coast Global Business Transformation Group at PA Consulting, where he specialized in due diligence, crisis management, and strategic transformation. He began his career as a consultant at CSC.

Connect: LinkedIn

Mentioned in this episode:

• AIAG Supply Chain Conference
• Episode with Megan Hunter: Tech, Sustainability, & Talent: How Martinrea Is Building the Supply Chain of Tomorrow
• Automotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive Progress
• Death by China: Confronting the Dragon - A Global Call to Action

Episode Highlights:

[04:56] Free Trade Is Over: Ambrose unpacks the real-time tariff storm—from China tensions and "Global Tariff Day" to why the auto industry is frozen in place, waiting on May 3rd.

[10:29] Back to Tariffs, Back to Basics: Ambrose breaks down why today’s trade policy isn’t new at all—it’s a throwback to tariff-funded government, rising protectionism, and a full-blown push to re-industrialize America.

[11:45] Make It Here: With uncertainty abroad and tariffs rising, the only stable strategy left for supply chain leaders may be the most old-school one—manufacture in the U.S. and rebuild from within.

[17:15] Red Flags and War Rooms: Supplier delays, tariff renegotiations, and quiet pushback might signal deeper financial distress—Ambrose explains why it’s time to build a war room, model every risk, and get on the phone before it’s too late.

[21:12] Too Late? Never: Even if you’ve been asleep at the wheel, there’s still time—if you act fast, build a top-tier war room, fortify your balance sheet, and rethink your entire footprint.

[25:56] Invest or Collapse: World-class companies grow by investing in people, processes, and tech—while poor performers cut their way to the bottom and wonder why they’re bleeding out.

[28:44] Supply Chain Reboot: Reindustrializing America won't be powered by emails and spreadsheets—it’ll take bold moves, real conversations, and a complete mindset shift from both OEMs and suppliers to survive the chaos and bring manufacturing home.

Top Quotes:

[08:10] Ambrose: “We believe that there'll be a base tariff rate moving forward. It's going to be 10 to 15% globally, so the days of free trade are over. We're now back to mercantilism. So there's going to be one winner, and from a US perspective, that's going to be the United States. We'll see if that actually plays out, 'cause there are a lot of moving pieces. We're playing chess, and it's not a game that we as a country are very good at. So, we're playing chess with the rest of the world. We have a short-term perspective, and we're gonna have to see what happens as they start to push and try to drive very rapid change to a supply chain which does not move very quickly.”

[14:42] Ambrose: “Early on, there was this view that human resources were about developing human capital. Somewhere along the way, we've shifted to cost control, risk management, and human resources. We've completely neglected developing human capital. As I mentioned earlier, this apprenticeship program that we're seeing the US government start to try to push—no details are out there; it's just a goal that was tossed out in a statement—but that's how these things tend to start. So, if that actually comes to be, and we see a subsidized apprenticeship program, much like Germany has, that would be absolutely magical for reinvigorating the United States. And I think that would give us the confidence that we have the technical capability.”

[19:20] Ambrose: “I was on a MEMA call on Friday, and they had someone on there talking, and what their analysis was that 20% of the supply base is going to be severely distressed coming out of this—20%, one in five. So, you have to be looking very closely for any anomalies coming out of your suppliers—any pushback, any quality issues, any delivery issues—and really knowing who those suppliers are that are weakest. You know who's in trouble, you know who you've been talking to already. But you need to have that list, and we're encouraging everyone, for this whole issue, to set up a tariff and trade war room specifically for this. A supply chain war room, really, so that you understand what's happening. 'Cause this isn't just about tariffs and trade; it's also about financial distress. It's about needing to dual source, or resource, or redesign so that you can take control of these extra costs that are coming in right now.”

[26:05] Ambrose: “What I've seen from the best-in-class companies is they're willing to invest. They invest in people. They invest in processes. They invest in equipment. The poorest performing companies that I know of, they try to cut their way to profitability. And there are only so many cuts you can make. And at some point, that pain becomes so great, 'cause you've cut so much, you're basically just going to die.”

[29:07] Ambrose: “We have to become more collaborative as an automotive industry than we know how to be. We have to figure out how we communicate, how we work together, and acknowledge that this isn't about everyone getting every last penny out of this. We have to work together as a community and figure out how suppliers can survive, because you can't build a car if you're missing parts. So, this is going to require a paradigm shift from purchasing at the OEMs. It's gonna require a paradigm shift at the supply base as well. We have to find a way to be more collaborative. The model I like to look at is Honda—how they go through and they audit the books and they make sure all of their suppliers are making a certain profit so that they can stay viable and move forward.”

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

What does quality really mean in today's automotive world—when the supply chain is shifting, the tech is evolving daily, and the pressure to get it right has never been higher?

Scott Trantham is here to answer that. As General Motors' Manager of Supply Quality and Chair of the AIAG Quality Steering Committee, he's helping shape the systems that will define automotive quality—not just today, but for the road ahead.

Scott explains how the rise of EVs, autonomy, and complex supply chains puts pressure on traditional systems. Add in growing regulatory pressure and higher consumer expectations, and it's no longer just about making good parts—it's about meeting more demanding standards across a global network.

The committee's response? Updating the core tools—SPC, APQP, Control Plan, and more—while aligning with the VDA to create unified global standards.

Automation in quality management systems came up as a key point. While standards like IATF 16949 may not require it, Scott outlines clear benefits: better accuracy, visibility, faster problem resolution, and real-time tracking. 

All strong reasons for suppliers to move away from spreadsheets and manual processes—not because the standard says so, but because it's simply better business.

With more than 40 years in the industry, Scott reflects on what keeps him committed: solving problems, launching successful products, and helping shape the future through his work with AIAG.

His message to today's quality professionals? Live quality daily, make decisions based on facts and data, and if you get the chance to volunteer on an industry project—take it. You're not just helping your company. You're helping shape the future of the industry.

Themes discussed in this episode:

• How EVs, AVs, and sustainability are changing quality expectations in automotive
• Why updating core tools like APQP and SPC is critical for modern manufacturing
• The role of global collaboration in standardizing quality processes across regions
• The need to break down silos between supply chain, IT, and quality teams
• How automation improves quality systems beyond what manual processes can deliver
• The challenge of keeping up with evolving ESG and regulatory requirements
• The need to attract and mentor the next generation of quality professionals
• Why mentoring and volunteering are key to sustaining industry-wide quality standards

Featured on this episode:

Name: Scott Trantham

Title: Manager of Supplier Quality and Development at General Motors, and Chair of the AIAG’s Quality Steering Committee

About: Scott is the Manager of Global SQ Operations, IT Systems, Training, and Data Analytics at General Motors and has over 40 years of experience in the automotive industry. He also serves on the AIAG Quality Steering Committee and the IAOB Steering Committee, helping shape quality standards across the sector.

With expertise in manufacturing, purchasing, supplier quality, and service parts, Scott’s strengths range from complex problem solving – delivering solutions that promote industry improvements – to facilitating growth through collaboration and encouraging cross-functional data-driven methodologies to increase efficiencies.

Connect: LinkedIn

Mentioned in this episode:

• From Paper to Process: How Moog Medical Improved Supply Chain Performance Using 24 Essential Processes
• Episode 37: Roadmap to Auto Supply Chain Success
• AIAG Supply Chain Conference
• Tomorrow's Leaders Today
• AIAG Special Process Assessments
• (SPC) Statistical Process Control
• (APQP) Advanced Product Quality Planning
• AIAG Quality Core Tools

Episode Highlights:

[05:19] What’s Driving Change: EVs, autonomy, sustainability, and rising expectations are putting serious pressure on traditional quality systems.

[07:00] Tools Get Smarter: From SPC to APQP, quality tools are getting a major upgrade to keep up with new tech and tighter global standards.

[08:20] Software Gets Serious: With software becoming a bigger part of modern vehicles, Scott talks about the new software QA manual and why keeping it updated is now a priority.

[09:16] Built by Volunteers: Scott shares what it takes to shape the industry's quality tools—and why passionate volunteers still drive the best outcomes.

[12:11] What’s Next for Quality: Scott sees a future shaped by complex software, smarter systems, sustainable materials, and the need to rethink quality for every new vehicle.

[13:27] Why Automate Quality: From tracking issues to hitting compliance, Scott makes the case for why automated quality systems just work better—plain and simple.

[15:55] Getting into Quality: Scott talks about what makes a career in quality worth it—and how to get the next generation to care.

[19:23] Quality Never Stops: Scott’s advice? Live quality daily, make decisions with data, accept that change is coming, and step up when the industry needs you.

Top Quotes:

[10:17] Scott: “The challenges are really, how do we keep up with the new technologies? How are we going to keep up with the software, maybe even the ESG requirements that are out there? But the other challenge, really, is making sure that we have enough volunteers. I volunteered for the APQP and control plan document updates. That was a year and a half of about meetings—about one and a half to two hours each week on both documents. So, it takes a lot of time out of your already busy day to be a volunteer. But when we have passionate volunteers that come in and help work on these tools, we will always have great outcomes in those tools, and the best ones available for the industry.”

[12:21] Scott: “As far as the future is concerned, we're going to have more and more software, and it's going to become more comprehensive and complex. So, as we've already talked, there's going to be a big need to make sure that we have quality assurance practices in place for that. I look at it, and we're going to have data-driven quality management systems, where we're going to have some real-time monitoring—proactive solutions available to help improve consistency and reliability.”

[16:18] Scott: “I’ve been in quality for a long time. I actually love it. Having a quality mentality is just something you need to have to be able to succeed. You know, you're going to solve problems, and there's a good feeling at the end of the day when you do that.”

[18:10] Scott: “Creating a quality mentality throughout the enterprise is paramount. I like to call it a quality culture. Once you create that culture, it makes it easier for everyone to get on board with you, and quality is everybody's responsibility. It may be a little different based on your role, but it still has to be done with quality. So, embracing a quality culture is just a foundation for excellence for the next generation of our quality professionals.”

[19:44] Scott: “Quality isn't a sometime activity. We have to live it continuously. We need to be embracers of change. It's going to happen. We need to make our decisions based on facts and data, because with those decisions, we will have better outcomes when we do. And I think, you know, finally—a selfish plug here:  if you're given the opportunity to volunteer on an AIAG project, take it. Because at that point, you're going to be a part of the quality transformation for the automotive industry.”

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

In this episode, we get real about a topic that doesn’t get nearly enough attention in automotive: the strain on supplier relationships. With tariffs, lead time cuts, and constant disruptions, the old “just send the RFQ and hope for the best” approach simply doesn’t hold up anymore.

That's where Supplier Relationship Management (SRM) comes in—and not just as a tool. We're talking about SRM as part of the procurement strategy.

Our guest, Achim Gatternig, Senior Manager for Procurement Projects at Magna, knows exactly what that looks like. He walks us through how Magna approaches Supplier Relationship Management (SRM) in a way that's built for today's supply chain challenges — and tomorrow's.

And it all starts early. Before the first quote request goes out, Magna teams are already narrowing down a fit-for-purpose list of suppliers. They're not just matching parts but aligning capabilities, volumes, and timelines to strategy. The goal? Fewer surprises, better results, and stronger long-term relationships.

But it's not just about smart planning—it's about real-time visibility. Achim shares how Magna gives suppliers monthly scorecards tracking quality, logistics, and delivery accuracy. It's not about policing—it's about creating conversations based on facts, not feelings.

And when crisis hits? That data becomes gold. Whether it's a tariff shift or a plant fire, SRM gives procurement leaders the clarity they need to act fast. Achim walks us through possible scenarios of how the right information at the right time could help companies avoid cost hits, move tooling, and re-strategize without chaos.

Of course, not everyone's on board. Achim gets candid about the challenges of pitching SRM to skeptical execs. His take? Show them what it costs to make decisions in the dark and then what's possible when you don't.

From pushing ESG requirements down the chain to spotting supplier risk with external data to using AI to manage information no human team could handle alone—Achim shows us what modern procurement leadership really looks like.

And his advice for anyone thinking about SRM? Don't overthink it. Just start. Pick the right system, make it fit your world, and give your team the clarity they'll need for whatever comes next.

Themes discussed in this episode:

• Why supplier relationship management is the hidden driver of procurement strategy
• How Magna leverages SRM to reduce risk and improve sourcing decisions
• Why SRM is no longer optional in automotive procurement
• How SRM tools help teams respond faster during supply chain disruptions
• Why early supplier alignment is more valuable than late-stage negotiation
• The real cost of not having supplier data when a crisis hit
• The need for a single, shared view of supplier data across teams

Featured on this episode:

Name: Achim Gatternig

Title: Senior Manager of Procurement at Magna International

About: Achim is Senior Manager of Procurement at Magna International, leading global procurement teams for complete vehicle manufacturing projects. With over 18 years at Magna, he’s held several key roles across the supply chain and procurement space, including Global Strategic Commodity Manager and Head of Tools and Data Management. Today, he oversees both project-based procurement teams and system administration for critical SCM applications like SRM. Achim is passionate about enabling supply chain teams to succeed—by guiding them strategically and equipping them with streamlined processes and smart systems that drive real results.

Connect: LinkedIn

Mentioned in this episode:

• Inside Magna’s Strategy: Winning Business Through Early Customer Collaboration
• What is Supplier Relationship Management?

Episode Highlights:

[02:46] Start Early: Before an RFQ ever goes out, Magna builds a tailored list of suppliers based on volume, product type, and project goals—because the right sourcing decision starts way earlier than most think.

[06:00] Scorecards, Not Surprises: With monthly feedback and shared data, Magna’s SRM system turns supplier performance into a two-way street—and a platform for long-term growth.

[07:46] The SRM Sell to the C-Suite: When executives say “we’re fine,” data-driven decision-making is your best argument—especially when bad calls cost real money.

[10:43] When Tariffs Hit, SRM Talks: With location data, cost breakdowns, and sourcing visibility in one place, SRM helps Magna make fast, informed moves—like relocating tools before tariffs bite.

[12:45] Data Doesn’t Lie: Magna’s SRM-linked scorecards give suppliers a clear view of their performance trends—so they can spot issues early and make smarter moves.

[14:27] One Supplier, Three Scorecards: With data flowing from plant floors to corporate, Magna turns scattered supplier feedback into a single, unified view that works at every level.

[16:25] What Keeps Procurement Execs Up at Night: From cost targets to crisis signals, SRM gives leaders the tools to control spending, manage risk, and avoid nasty surprises before they turn red.

[19:09] When Yellow Turns to Red: Magna’s “Top Focus” process uses real-time data to catch slipping suppliers early—and gives them a path back before red turns into regret.

[22:38] How Far Down Can You See? Magna’s not stopping at tier one—external data and AI are helping them trace ESG compliance deeper into the supply chain, where visibility gets tough.

[24:46] No Way Around It: Achim’s advice is clear: if you want to stay competitive, stop hesitating and invest in SRM—because guessing won’t cut it in a world that changes overnight.

Top Quotes:

[04:14] Achim: “It’s always important that you somehow create your target scenario for the best-fitting supplier at the very beginning. That you really build a bidders list that is fitting to all of those requirements that have been identified. This is a very early-stage decision that you make with your collaborative teams. And from that time on, you try to bring in, as we said, suppliers that fit the strategy sheet to the project and to the product because we really think that this is a way of getting a very effective and very professional sourcing process into the activity. And with that, we can create very competitive and stable sourcing decisions at the end of the day, which is for sure one of the major tasks in procurement.”

[10:07] Achim: “An SRM helps you to save money based on how you get out the best, the better products, prices, and quality because you better understand the product and you better understand your supplier from the very beginning. On the other hand, as I've said, you can lose a lot of money if you are not at the forehand of whatever is going on in the market because time is key. And if you are too late with your decisions, the opportunity that was out there yesterday might be gone today. So, I think it's time and transparency in the market, in the suppliers, in the products that SRMs can give you, and you should take that as a manager.”

[22:15] Achim: “It's not a one-player game, right? So, you have to be in a team approach, for sure. For some topics, you are in the lead, but at the end of the day, you will only be successful when all of the team members are playing the same game. And they all need, somehow, the same source of truth that you can work on — because otherwise, you run in different directions, and nobody knows why. So, a single source of truth is a good thing to have in this case.”

[23:55] Achim: “We made an analysis on how big we understand that Magna has thousands of tier-one suppliers or first-level suppliers. Regardless of what level you are, if you bring this down, there are hundreds of thousands of involved players if you go down to a very low level. So, you have to use efficient methods to be able to track those. And, I said, there are sources that can help you with that. AI is playing a very important role these days in getting this data collected because there are ways to get the data collected and make and build up those elements. Manually only? I would hardly think it's manageable in a reasonable time with a reasonable amount.”

[25:13] Achim: “If you are really not sure if you should go for an SRM system or not, I can only tell you — it's a must to go this way if you want to be successful in the future. I think there's no way around it.”

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

Most supply chain leaders say they're transforming—but are they really? Or are they just rearranging the same old playbook? In this episode, Maria Villablanca joins Jan, Terry, and Jim to unpack what real transformation looks like in a world where disruption is constant and uncertainty is the new normal.

They start with the hard truth: traditional supply chain leadership—focused on cost and control—isn't built for today's demands. Maria calls this a "leadership disruption," where leaders must evolve into strategists, visionaries, and change agents.

So, what does real transformation look like? 

Maria says it starts with intent. The companies doing it right align people, tech, and processes around a unified strategy. They're not chasing tech for tech's sake. They're solving real problems, building cultures that adapt fast, and fostering real cross-functional collaboration.

Then the conversation turns to COVID—a crisis, yes, but also a necessary stress test. It exposed how fragile global supply chains really are—but it also made people finally care about them. 

And that visibility, Maria says, opened a once-in-a-generation opportunity to redefine what the profession is—and what it could be. But now that the crisis has faded, there's a risk of slipping back into the shadows — unless leaders keep pushing the narrative forward.

And that's where storytelling comes in. 

Maria argues that the industry desperately needs better PR. If we want the next generation to choose supply chains over TikTok, we need to start telling a better story.

Looking ahead, Maria sees big shifts on the horizon: AI and automation will reshape how we plan, source, and deliver. Supply chains will become predictive, self-correcting, and more autonomous. Globalization will give way to regionalization. Talent shortages will persist, making leadership development and culture more critical than ever.

So, what should leaders do right now? Maria's advice: learn to unlearn. Stop recycling old solutions for new problems. Ask different questions. Think differently. And most of all, lead with courage. The best supply chain leaders aren't just running operations—they're shaping the future of the business itself.

Themes discussed in this episode:

• The opportunity to reposition the supply chain as a growth engine, not a cost center
• The importance of cross-functional collaboration to enable real transformation
• How COVID exposed the fragility—and value—of global supply chains
• Why the supply chain profession needs better PR to attract top talent
• The future of supply chain careers and why Gen Z is key to innovation
• How storytelling, communication, and soft skills define the modern supply chain leader
• The long-term impact of tariffs and geopolitics on supply chain visibility and design
• Why supply chain leaders must “learn to unlearn” to stay competitive in a fast-changing world

Featured on this episode: Maria Villablanca

Title: Founder, Villablanca Consulting & Host of Transform Talks Podcast Series

About: Maria is one of the world’s leading supply chain, procurement, manufacturing, and digital transformation experts. Her career spans over 25 years of global commercial experience, entrepreneurship and content creation. She has interviewed thousands of leaders from public and private organizations worldwide on the topic of business transformation. Her insights and experience as an influencer, advisor, and commercial leader have made Maria a trusted name in supply chain transformation.

Connect: LinkedIn

Mentioned in this episode:

• 24 Essential Supply Chain Processes
• Unlocking delivery excellence: Integrating supply chain and quality management for organisational success
• AIAG/WSU Automotive Supply Chain Immersion Program
• 2025 Tomorrow’s Leaders Today

Episode Highlights:

[03:41] Leading Through Chaos: With disruption now a constant, supply chain leaders are being forced to evolve from cost-cutters to future-focused strategists who can lead through chaos.

[05:43] Beyond the Buzzwords: Real transformation isn’t about saying the right things—it’s about embedding change into culture, mindset, and how problems actually get solved.

[06:51] Blessing in Disguise: COVID wrecked systems and exposed cracks, but it also forced the industry into the spotlight—revealing fragility, unlocking opportunity, and finally showing the world why supply chain matters.

[09:13] Intentional Transformation: Supply chain is in its renaissance era—ripe with opportunities in tech, sustainability, and talent to finally drive growth instead of just cutting costs.

[10:53] We Need a Hype Team: If we want the next generation to choose supply chain over TikTok, we need to tell bigger, bolder stories—and show the world just how powerful this profession really is.

[14:25] Silence Isn’t a Strategy: Too many supply chain leaders are staying quiet online when what the industry really needs is bold voices showing the world what the supply chain really does.

[16:57] Back to the Back Office? Supply chain earned a seat at the table during the pandemic—but without continued momentum, there’s a real risk it slips back into obscurity.

[19:47] No, You Don’t Need to Code: According to Maria, the most effective supply chain leaders aren’t tech experts—they’re bold, curious thinkers who know where the business is headed and how to bring people with them.

[21:21] What’s Next for Supply Chain: Maria predicts a future shaped by AI, regional strategies, and a growing talent gap—where success will depend on who’s ready to lead through it all.

[22:20] Unlearn Everything: We’re facing new problems, and Maria says they won’t be solved with old thinking—it starts with unlearning, leading with courage, and daring to do things differently.

Top Quotes:

[04:13] Maria: “It’s important to know that we're in a period of what I like to call leadership disruption. Supply chain leaders are being asked to navigate a world that is moving faster, it's becoming more complex, and offering fewer certainties. There’s a big shift from where we were just a few years ago. If we think about it, traditionally, supply chain leadership was — I would say — very operational. It was focused on costs, efficiency, and throughput. Today, those things do matter, of course, but everything has changed, and I think that leaders now have to think like futurists, strategists, or change agents. It's not just about having a five-year plan and sticking to it. It's about creating the systems and cultures that can adapt to whenever the next disruption is going to hit. Because you know what? It's going to hit.”

[04:52] Maria: “When you think about companies or leaders that are doing it well, we've got some standout players. You've got — I guess often you hear names from Schneider Electric, CISCO, Unilever, and even HP — because although those companies aren't perfect, what they are is intentional about transformation. And what sets them apart isn't just the tech investment; it's their ability to align the technology, the people, the processes around a unified strategy.”

[07:02] Maria: “I think COVID was a good thing for the supply chain industry. It was a stress test like nothing before. It broke things, right? It broke systems, assumptions, and comfort zones. But it also revealed a deep fragility that had been baked into global supply chains. And I think that when we look at that definition, we realize that it exposed a lot of cracks within the supply chain. So, when you have a lot of that exposure, there's an opportunity for change — an opportunity for improvement. So, I think, to me, the biggest lesson with COVID was to demonstrate the cracks that we had. And equally, it's also to demonstrate the importance of supply chain.”

[20:55] Maria: “I get asked a lot of questions about: "What's the skill of the future, Maria? What does the supply chain leader of the future have?" Are they gonna need to learn to code in Python, or are they gonna need to learn how to... I don't know... talk to chat GPT. No. They need to be critical thinkers. They need to be disruptive thinkers, good communicators and have amazing soft skills, but also be very aligned with where their business is going.”

[23:35] Maria: “I think we're going to see AI and automation that's just gonna fundamentally change how we plan, source, produce, and deliver. We're going to see predictive, self-correcting, and eventually autonomous supply chains that are within reach. I think we're gonna see that the global economic and geopolitical order is gonna continue to shift, and we're gonna move away from globalization towards maybe regionalization. Companies are gonna build diversified supply chains to hedge their risks. And I think the talent shortage is just not gonna go away. We're still going to see companies that need to succeed by investing in leadership development, by upskilling their talent, and by creating a culture that attracts the next generation of leaders.”