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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
Are APIs the future of automotive data exchange? Fred Coe, the chair of AIAG’s business-to-business committee and Global B2B and Portal Leader at General Motors, believes they might be.
In this episode of Auto Supply Chain Prophets, Fred joins Jan Griffiths and Terry Onica to explain why APIs are stirring up excitement in the auto industry — and why they’re not quite ready to push EDI aside just yet.
With decades of EDI history on their backs, supply chains are now looking to APIs for a faster, more flexible way to move data across tiers. Fred shares insights from other industries already using APIs, from healthcare to retail, and talks about Europe’s early steps to standardize APIs in automotive logistics.
As the auto industry prepares to catch up, AIAG is launching a survey to gather industry feedback on EDI and API integration. This is an opportunity for the entire industry to share their input—every voice matters, from IT staff to supply chain leaders.
Tune in to learn how APIs could reshape data exchange in the automotive world, and don’t miss Fred’s parting advice for supply chain leaders: Understand every link in your chain, from tier one to the end. And as Terry reminds us, please don’t forget to complete the upcoming survey to help shape the future of EDI!
Themes discussed in this episode:
Featured on this episode:
Name: Fred Coe
Title: Chair, AIAG EDI Advisory Group; Global B2B and Portal Leader, General Motors
About: Fred Coe is a global thought leader in EDI and automotive supply chain operations, known for driving complex eCommerce transformations across industries like manufacturing, retail, energy, and healthcare. With a consultative and inclusive approach, Fred has led GM’s B2B Center of Excellence to deliver industry-leading solutions, building strong relationships with stakeholders at every level. Passionate about fostering value, developing future leaders, and elevating customer service, Fred’s leadership has shaped business innovations and set new standards for operational excellence.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[05:56] APIs Explained? Fred breaks down APIs as a quicker, more flexible way for machines to share data, like a faster version of EDI. With AIAG exploring ways to standardize them, APIs could be the next big shift in automotive data exchange.
[10:09] API on the Rise: Industries like healthcare and retail have already embraced APIs, running them alongside traditional EDI for flexibility. Europe is catching on, too, with big OEMs testing standardized APIs for logistics – and the signals show it’s only a matter of time before demand grows in North America.
[12:20] EDI and APIs, A Perfect Pair? Fred clarifies that APIs aren’t here to fully replace EDI—at least not anytime soon. Instead, APIs offer a flexible, faster complement to EDI, allowing specific data exchanges to run more smoothly alongside traditional systems.
[13:57] Inside the Survey: Fred outlines the survey’s focus: understanding EDI models in use, current API experiences, and industry interest in API adoption. It’s a call for voices across IT, supply chain, and customer service to weigh in, shaping a future that truly meets industry needs.
[17:54] Survey Launch Details: The survey goes live in mid-November, with results expected in Q1 next year. AIAG, along with OEMs and partners, will spread the word, so keep an eye out for the link on LinkedIn and in your networks—don’t miss the chance to share your input!
[20:10] Advice to Supply Chain Leaders: Fred’s advice? Know your supply chain inside and out—from tier one to the very end. And Terry’s? Simple: fill out the survey to make your voice heard and shape the future of EDI!
Top Quotes:
[04:50] Fred: “We've been talking here for a better part of the year about what role, if any, could APIs play in helping to augment our existing EDI processes. And they're so prevalent in every industry now, every time you get onto the Internet and you look up the weather, when you go to the doctor's office and you pull patient records, APIs are virtually everywhere now. And as we've talked internally to the group, we get really excited about it and say there's a lot of potential here, but we're not under the "Build it and they will come" model. And so, what we're looking to do is we've crafted a survey that we want to take out to the automotive industry, and get as many responses as we can and find out from the industry, where are they at?”
[05:20] Fred: “An API stands for an Application Programming Interface, and it's very similar to EDI. When we use the terms EDI and API, it's exchanging data in a structured format from machine to machine. And like EDI, whether you're using AS2 or FTPS or SFTP, you can pull data, you can push data with APIs. It's primarily in the backend. It's based on JSON or XML, but it is direct from application to application, and you're talking seconds in terms of response time, as opposed to minutes with the EDI. And so, that API really provides some distinct advantages with some functions that are currently being done with EDI to help augment that process and getting data.”
[07:41] Fred: “With APIs and the prevalence in the market today, I think it's just irresponsible not to look at it to say, "How can we start to at least evaluate and potentially adopt some of these?" And if we do find with the survey that there's interest in the market, and AIAG is in a unique position, Terry and you alluded to it earlier, right? That's to help standardize how we implement those APIs. What we don't want to see is if these APIs hold promise that all of the different OEMs or the tier ones to develop their own standards, right? And then we're going to be back where we were in the eighties and with everybody doing their own thing and then having to corral all of that into a standard later. So, we want to get ahead of it and help develop those standards if there's interest.”
[09:44] Fred: “We want to hear from everybody. I want to hear from the people that say, "I want to do it all with APIs," and I want to hear from our diehard community that says, "Nope, EDI works fine now; we don't need to change it. But maybe this needs to be tweaked, or that needs to be tweaked." But we want to hear all opinions and all voices so that we can make a decision that is with the most consensus that we can get from the industry.”
[20:19] Fred: “Get to know your supply chain, not just your tier ones, but your tier twos to your tier end. The more you know about your supply chain, the more that you can predict success as you go forward.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
Hello, and welcome to another episode of the Auto Supply Chain Prophets podcast. Today, we are taking a break. This episode will air on November 4th, and both Terry and I will be at the QAD Transform conference. So we're very excited to meet with supply chain professionals, IT leaders, and business leaders, and we're going to talk about one of our favorite subjects: transformation.
Yes, we will. So stay tuned because we'll be talking about it in future podcast episodes. So take a moment and go back through our back catalog. If you haven't heard the episodes with some of our guests like, Beth Crowley, Chief Resilience Officer and President of the Crowley Group. She talks about why every supply chain needs an army of problem solvers.
And then, we move across the pond to the UK. We interviewed John McClellan Grant, the regional engagement manager for SMMT, and we talked about what's happening in the UK auto industry. And then, of course, our one and only Jim Liegghio from AIAG, in episode 64, talks about leading the charge and building tomorrow's supply chain leaders.
One of our favorite episodes, way back in episode 54, is Shiv Taylor. We talk about the comeback at Volta Truck. There's a lot in our back catalog. Check it out, and we'll be back with a fresh new episode in two weeks. Until then, take care.
Mentioned in this episode:
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At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
We're no strangers to challenges in the auto industry, especially when it comes to supply chain management. We've seen it all in the US with our OEMs and Tier One suppliers, but what about across the pond in the UK?
In this episode of the Auto Supply Chain Prophets podcast, we bring in John McLellan-Grant from SMMT (Society of Motor Manufacturers and Traders) to explore SMMT’s role in shaping the future of the UK auto sector and the current state of the industry.
SMMT isn't just any trade association; it has been the backbone of the UK's automotive industry since 1902, bringing together nearly 900 members, from OEMs to raw materials suppliers. Their mission? To lead the way in industry transformation and ensure the UK stays competitive in the global auto market.
John sheds light on how they tackle issues like post-Brexit labor shortages, the shift to electric vehicles (EVs), and the race toward decarbonization. Whether it's helping companies pivot to sustainable practices or guiding them through regulatory changes, SMMT is at the heart of the UK's automotive transformation.
But it's not all smooth sailing. John talks about the growing pains in EV adoption—yes, even in the UK, where some places still struggle to offer enough petrol stations, let alone charging stations. Yet, despite the hurdles, there's progress, from the rise of Gigafactories to bold new energy initiatives aimed at future-proofing the industry.
What stands out? The importance of trust and transparency. John believes that open communication between suppliers, OEMs, and the government is key to solving problems faster and smarter. His advice to supply chain leaders? Embrace collaboration like never before—because it's the only way forward in this rapidly evolving landscape.
Themes discussed in this episode:
Featured on this episode:
Name: John McLellan-Grant
Title: Regional Engagement Manager, Society of Motor Manufacturers and Traders (SMMT)
About: John McLellan-Grant is the Regional Engagement Manager at the Society of Motor Manufacturers and Traders (SMMT), bringing over 20 years of experience in business development, account management, and procurement across multiple industries. His expertise lies in crafting both short- and long-term strategies that drive sales growth, enhance profitability, and streamline processes. His proven track record in high-level account management across various sectors reflects his commitment to delivering exceptional customer service and fostering meaningful client relationships.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[02:00] Getting to Know SMMT: An introduction to SMMT, the UK’s leading automotive trade association, and its role in supporting the industry.
[04:32] UK Automotive Industry: SMMT is working to support the UK auto sector by advocating for an industrial strategy, addressing EV infrastructure challenges, and backing key projects like Gigafactories.
[06:27] Going Green: John explores the challenges and progress in the UK’s shift toward sustainability and decarbonization within the automotive supply chain.
[09:08] The Power of Collaboration: SMMT thrives on collaboration, connecting regional clusters, government bodies, and global automotive associations to drive industry transformation and set future standards.
[11:53] Technology and Transformation: The UK auto industry is steadily embracing the shift from ICE to EV, with manufacturers ramping up discounts and new models as they work to meet government mandates and consumer demand.
[14:30] Into the Future: SMMT’s strategy for helping the UK automotive industry navigate future challenges, including electrification and post-Brexit trade.
[15:27] Speaking of Statistics: John reveals interesting data on the UK automotive industry, focusing on clean air zones and their impact on businesses.
[17:40] Advice for Supply Chain Leaders: John’s key advice for supply chain leaders is to embrace collaboration as the cornerstone for overcoming industry challenges.
Top Quotes:
[02:16] John: “SMMT, the Society of Motor Manufacturers and Traders, is probably the largest and most influential trade association in the UK for the automotive sector. We are, and have been, the voice of the industry since 1902. We have a membership of just under 900 members at the moment, and that ranges from all the automotive companies right the way, from OEMs down the supply chain to raw materials providers. And what we do there is help voice their views and concerns affecting the sector with local and UK government, and help with regulatory authorities, et cetera. We do a lot of events that mean we can get members together and hopefully share best practices, but obviously, help them promote their own businesses within the sector also.”
[07:35] John: “I think focusing on sustainable supply chains is what every part of the supply chain is doing at the moment. You know, that's becoming a critical priority, not just about how they're maintaining their green standards, but how the people that they're purchasing from are looking at their supply chain and going, are you giving us sustainable product? Is it politically correct? The health and well-being of workers. Things like that. That's certainly becoming a lot of stronger emphasis along the way.”
[14:48] John: “Our focus is really around that support that we can give to the network of members and supply chain around the challenges that they're all facing, which is the, you know, the electrification, the battery supply chain, the diversification of supply chain as well because we're certainly seeing a lot of that post-Brexit. You know, how we can look at working together with trade deals with Europe, for example, that's still very much on the agenda for us and talking to government and making sure that they're making certainly the right moves into Europe so that we've got the right environment that we had previously, which was virtually a zero tariff. Currently, we're still trying to thrash out the ins and outs of that.”
[18:01] John: “I think the more that companies are prepared to collaborate with the supply chain and talk to the supply chain, it just makes it 10 times easier for anything, whether that be labor issues, whether it be technical issues, whether it's carbon issues, whatever it may be. I think the more transparent and open those conversations are it can only make the job easier for everybody.”
[20:38] John: “If you look inwards to the UK and the manufacturers that are here, I think Nissan would be the obvious sort of answer to that. You know, the way that they've set up in Sunderland with the supplier park around them is absolutely perfect. They're very close to all the suppliers. They're very open and honest with them as much as they can be when it comes to it. And they're always talking to them. So, I think that's where you see a very good sort of collaborative approach with that without a doubt.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths explore one of the industry's most overlooked but critical aspects: Supplier Relationship Management (SRM).
The discussion starts with reflections on Stellantis' layoffs, which got Jan thinking about how OEMs and the UAW still approach negotiations in a transactional way. The same old "tit-for-tat" mindset from her days in the supply chain continues, but the real question is, how can we move beyond this?
Fresh off a trip to Belgium, Terry brings practical insights from a recent conference where she discussed the importance of internal collaboration. With so many moving parts—purchasing, quality, materials management, plant operations—the challenge is how to break down silos and get everyone aligned. The solution? SRM technology. With today's SRM tools, companies can finally achieve a "single version of the truth," enabling real-time data access and more reliable performance metrics.
The recent disruptions have pushed risk management and ESG into the spotlight, highlighting the need for compliance. It's no longer a matter of "should we do this?" but "we absolutely must." Jan and Terry point out that for leaders listening, now is the time to commit to compliance. This is especially true as regulations increase and controls become tighter, making it mandatory to establish effective systems for managing suppliers.
What shines through this episode is Terry's unwavering optimism. Despite being in the trenches of the auto supply chain for years, she stays passionate and hopeful because, as she explains, she's seen it work. She talks about her work with problematic suppliers and how walking them through the steps of MMOG/LE transformed their businesses. Even industries outside of automotive, like medical, have reaped the benefits of implementing these best practices.
Join us for a thought-provoking episode that urges listeners to rethink supplier management and highlights the importance of leadership, collaboration, and a unified approach to data.
Themes discussed in this episode:
Featured on this episode:
Name: Terry Onica
Title: Director, Automotive at QAD
About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in the supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.
Connect: LinkedIn
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.
Connect: LinkedIn
Mentioned in this episode:
Customer Case Studies:
Episode Highlights:
[01:05] Let’s Talk About SRM: Reflecting on the recent layoffs at Stellantis, Jan points out that closer collaboration between OEMs and suppliers is necessary. This discussion leads to the topic of supplier performance and how using the right management tools can significantly enhance how suppliers perform in today's complex supply chain.
[04:45] Navigating Compliance Changes: With stricter compliance standards shaking up the automotive industry, the focus is now on the critical need for effective risk management and collaboration across the supply chain. Learn from Terry and Jan how bringing all data together can transform supplier relationships and boost performance in these changing times.
[08:27] One Source, Endless Possibilities: Terry dives more into the importance of having a single source of truth in supplier data, enabling teams to address issues before they escalate. She also points out how important it is for suppliers to embrace ESG principles and robust risk assessments, ensuring that everyone in the supply chain stays connected and accountable to deliver on time.
[14:31] The Secret to Supply Chain Success: “We need more rigor,” Jan says as she talks about supplier management in the automotive industry with Terry. They stress the importance of ensuring suppliers follow through to keep everything running smoothly rather than just having requirements in place.
[18:00] Transforming Challenges into Wins: Terry shares the secret behind her relentless positivity: witnessing the transformation of struggling suppliers into success stories. By focusing on the "why" behind compliance and implementation, she helps teams embrace change, reduce inventory, and improve efficiency, proving that positive results are always within reach with the right approach.
[20:46] Join the Movement: Eager to share her passion and knowledge, Terry invites listeners to connect with her. With exciting collaborations, including a session with Moog Medical at the Transform Conference, she proves that the principles of supplier management can drive success across industries
Top Quotes:
[07:15] Jan: “We need one source of the data that we can all agree on. And I don’t want quality sniping, going, oh yeah, but that came out of the purchasing system, so we know that's not really right. Oh, we've got this spreadsheet that we use at the plant, and it's much more accurate. Those days are gone. They have to be gone because here's the thing: if we do not get our arms around the transactional, as much as we like to say, "Oh, we need to be more strategic and collaborative." You've got to have the transactional basics in place before you can even launch into more of a collaborative type of relationship. And now, we've got the technology, it's out there, it's available, but we've got to figure out a way to implement it, but more importantly, let's get all the stakeholders together to agree on this one source of truth, and all use it. Let's all use it together.”
[08:28] Terry: “If there's one version of the truth, anybody at any time can go in and look at it. If the data looks questionable, you can start asking questions right away. You don't have to wait till your annual risk assessment on your suppliers, or you have to wait till the supplier really does something problematic, right? You can be looking at that ahead of time and fixing those problems, right? It's not hidden. And when everything's pocketed away in different systems, that's why I think suppliers get frustrated. It's like, can't you all see what each other's doing? And I think that's what the beauty is of these supplier relationship management tools.”
[13:16] Terry: “When a disruption happens, my favorite example was General Motors back in the tsunami; nobody mapped. Remember when that tsunami hit? Nobody knew how bad it got. It hit everybody. But then, after that, General Motors implemented supplier mapping. I think it was like two years later, there was another one and it took them like six weeks the first time to identify their supply base. It took them like six days the next time. Just by implementing something as mapping. And so, that's why when we put these in the standards, we do this because we know it's going to help you to get better. And again, a lot of people say, "Oh, this is a lot of work," but it's probably not. And the things that you're missing are probably things that you really should have.”
[14:47] Jan: “I don't credit Volkswagen for too much, but I will credit them with their ability to launch new products in the systems that they have. They used this word with me once, and I'll never forget it. "Rigor." The rigor of your implementation, particularly during a new program launch. Making sure that you've got all of these things in place. You can't launch a VW program with a checklist and go, "Yeah, we've translated all your requirements down to our supply base. Yeah, we're good." No, that doesn't fly. They'll have people in your facility and check with your suppliers to make sure that it's all done. And it's this word rigor, and that's what we need. We need more rigor. It's more in the how and the approach than it is in the what.”
[19:15] Terry: “The other thing is after I go do MMOG/LE assessments, I always follow up six months later, and I always say, “Give me your honest feedback. Was it a waste of time, or did it help?" And you know, it's always like your parents, they're telling you, do this, do that. You hate hearing it, right? And then, as you grow older and you understand, you're like, "Oh, they were right. I understand why they were beating me over the head to do that or why they were making sure." But, Jan, I see the results. Anywhere from 15 to 60 percent reduction in inventory just by picking up some best practices.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, Beth Crowley, Chief Resilience Officer and president of the Crowley Group, joins hosts Terry Onica and Jan Griffiths to dive into the topic of resiliency and its significance in today's auto supply chain.
Beth starts by defining resilience, explaining that it's more than just an industry term; it's the ability of organizations and supply chains to adapt and bounce back from challenges.
The pandemic has heightened the urgency for companies to adopt resilient practices, and the data suggests that major disruptions are becoming more frequent. That's why Beth suggests that resilience should be woven into the culture, with everyone—from the front lines to the C-suite—playing a part in strengthening the supply chain.
Reflecting on the common tendency for companies to prioritize immediate crisis management over proactive planning, they discuss how automotive culture often glorifies the "firefighters" who save the day rather than encouraging a resilient mindset from the start. Beth suggests that organizations shift this perspective by training an "army of problem solvers" and integrating resilience into daily operations.
She shares practical advice for training teams, suggesting that even small organizations can identify recurring issues and use them as learning opportunities to build a stronger problem-solving culture.
Beth urges leaders to invest in their people, build resilient processes, and rethink their view of contingency planning—not as a task but as an integral part of their organizational mindset. Tune in to discover how to turn resilience into a foundational practice that drives success for your supply chain!
Themes discussed in this episode:
Featured on this episode:
Name: Beth Crowley
Title: President, The Crowley Group
About: Beth Crowley’s passion for Operations and Continuous Improvement runs deep in her family, tracing back to her grandfather’s pioneering work at Ford during World War II. After earning a BA and MBA in Supply Chain Management from Michigan State University, Beth’s career began with roles focused on Lean and Continuous Improvement. She has since held positions at companies like AlliedSignal, UNISYS, and Maytag, where she advanced her expertise in transforming organizations. A Lean Six Sigma Black Belt, Beth is now a sought-after consultant, part-time faculty member at Oakland University, podcast guest, and regular contributor to the Lean community.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[02:05] Bend, Don't Break: Beth defines resiliency as the ability to bend without breaking, whether in people or supply chains. She says a resilient organization is powered by an army of problem solvers—individuals equipped to adapt, tackle challenges, continuously improve processes, and face whatever comes their way.
[05:10] An Endless Journey of Improvement: Executives understand the importance of resilience but often struggle to achieve it. Beth points to the value of empowering teams to handle disruptions, drawing from a recent AI and business resilience class to emphasize that resilience isn't a final goal—it's a continuous journey of improvement.
[07:56] The Secret to Resilient Organizations: Building a resilient organization isn't just about having a backup plan; it's about fostering a culture where everyone feels empowered to tackle challenges head-on. As Beth points out, with unexpected events on the rise, cultivating a team of proactive problem solvers ensures everyone is ready to support each other when crises strike.
[15:13] The Chief Resiliency Officer: Beth explains the evolving role of a Chief Resiliency Officer and how building a resilient organization is more than just strategy—it's about creating a culture of problem-solvers across every department. From high-level leadership to day-to-day operations, resilience starts with empowering teams to tackle issues head-on.
[18:05] Training Your Army of Problem Solvers: Beth dives into the practical approach of turning everyday challenges into training opportunities. By jumping in, mapping out the issue, and leading by example, employees learn to tackle future challenges on their own.
[19:48] Start Small, Bounce Back Big: Beth calls on leaders to start small and use what's available to build resilience. Empowering teams to tackle issues head-on creates a culture where challenges are met with a proactive approach and the ability to bounce back stronger each time.
Top Quotes:
[03:03] Beth: “Resiliency, when it goes from being people to being whether organizations or it's a supply chain or something like that, it means that it's so good that you can throw anything at that process, and it's going to bounce back. It's going to adapt to whatever that is. It's got the flexibility and the toughness to handle whatever comes at them. And in these uncertain times, we all need that with organizations, with our supply chain, with the economy, with people.”
[04:40] Beth: “If you're resilient, that means you're always looking at these processes, and you're always striving to get better because you're trying to manage all of the defects out of whatever that process is. So, it's the same thing with your supply chain. You're trying to manage the risks. You're trying to identify what they are, but you need the people who are trained on problem-solving so that when one of these issues comes up in front of them, they have the tools to deal with it.”
[09:36] Beth: “The only things at the time they had a contingency for were IT and big systems. It wasn't the supply chain. And if this supplier goes down, where are we going to get that from? And even though we have second sources and all that, there was no real good laid-out plan because nobody thought something like the pandemic would happen that would cause the global supply chain to be in crisis, right? Now, the data is saying every 3 and a half years, something major is going to happen. So, it's imperative that we build a process that's adaptable and flexible to handle it to say, uh-oh, this just happened. But I know what we're going to do. We're going to have a team. We're going to go through this, whatever the process is. And we know that we're going to come out on the other side in a better place”
[17:20] Beth: “There are two kinds of resiliency like I was saying, there's one that's high-level strategy, organization, supply chain, financials. And then, there is the how do we get there? And no matter where you are in the organization, I still believe that it's about that culture of problem solvers. So, would you need somebody in every department? Probably. It's just like the total quality that we did in the nineties and doing Lean and continuous improvement in AlliedSignal and everywhere else that we did this. You have to have the mindset of the people and leadership going in the same direction. And it's hard. It's hard to do because everyone is used to doing things the way that they've done them.”
[20:00] Beth: “Use the resources that you have. And again, it might just be in a different way. Whatever that problem that gets you, like I said, daily, weekly, monthly, the ones that repeat; start attacking those. It doesn't take much. It might take a whiteboard and a person or two, and a lot of times, it's a couple of hours. These are the things I do for companies when I go in as a consultant trying to help them. What's your biggest problem? Okay. Point me in the direction. I'll go do some digging, and I'll be back, and then we'll talk about it some more. And that's all it takes.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of Auto Supply Chain Prophets, hosts Terry Onica and Jan Griffiths sat down with Alan Shevela, Global VP of Supply Chain and Quality at Aludyne, to talk about the company's push to innovate and how they're breaking new ground with digitization in the die-casting industry—all while keeping a strong focus on people.
Alan talks through the three challenges he's facing: developing people, embracing digitization, and building strong partnerships. With a hands-on leadership style, he's all about making sure everyone on the team feels connected to the bigger picture. For Alan, success comes down to one thing—building people-first teams that focus on the same goal.
Aludyne's project to streamline indirect spending has been a game-changer, helping them tighten operations across global sites. By letting the data do the talking and focusing on quick wins, Alan shares how they got the buy-in from the C-suite to drive their digitization efforts forward. It's not just about throwing tech at a problem—it's about showing the impact and making things happen.
Regarding supplier partnerships, transparency is the name of the game. Alan believes in keeping the lines of communication open, even when the news isn't what people want to hear. This approach has helped him build strong, resilient relationships that can weather the industry's inevitable disruptions.
When asked for one piece of advice for supply chain leaders facing industry transformation, Alan's advice is clear: Every interaction should aim to leave a positive impact, no matter how tough the situation gets.
Tune in to listen to Alan's insights on balancing the human side of leadership with the drive for digitization in the evolving automotive industry
Themes discussed in this episode:
Featured on this episode:
Name: Alan Shevela
Title: Vice President, Global Supply Chain and Quality at Aludyne
About: Alan Shevela brings over 27 years of expertise in global procurement and supply chain management. Since 2020, he has led Aludyne's Global Supply Chain Operations, overseeing global procurement, direct and indirect material purchasing, capital equipment, tooling, trade compliance, and logistics. Aludyne, a global leader in aluminum knuckles and critical chassis components for the automotive industry, benefits from Alan’s strategic leadership.
Alan's academic background includes an MBA with a concentration in Supply Chain from Michigan State University and a BBA from Western Michigan University, which have been the foundation of his career. Prior to joining Aludyne, he served on Executive Leadership Teams at Hella, TI Automotive, and Asahi.
Beyond his professional accomplishments, Alan is dedicated to his community. He serves on the Howell Chamber of Commerce Board of Directors and the Lake Chemung Boat Committee and coaches his daughters' basketball teams.
Connect: LinkedIn
Episode Highlights:
[04:12] Top Three Challenges: Alan dives into the three biggest challenges he’s facing at Aludyne as the company pushes toward innovation in the rapidly evolving automotive industry.
[05:01] People-first Approach: Success isn’t just about tools and systems; for Alan, it’s about developing people. He makes it a priority to connect with every layer of the organization, ensuring everyone is aligned and clear on what’s needed to win.
[08:39] Managing Indirect Spending: With support from the top executives, Alundyne launched the project to centralize spending, drive efficiency, and connect the dots between all their sites. The result? A more streamlined process that’s already delivering success.
[10:35] Say Goodbye to Spreadsheets: Alan shares how to break free from spreadsheets by showing how automation can transform efficiency. By proving the long-term ROI of new tools, he convinces the C-suite to ditch outdated practices and embrace smarter, more efficient solutions.
[13:23] Why Focus on Indirect Spend? Focusing on indirect spend like MRO services and capital tooling has led to significant savings at Aludyne. By proving the ROI of these investments, Alan has successfully gained buy-in from finance, showcasing that indirect spending can indeed impact the bottom line.
[18:21] Supplier Partnership: Real partnerships with suppliers mean staying in constant, honest communication, as Alan explains, to keep everyone aligned and adaptable even when things don’t go as planned.
[19:59] Based on Impact: When prioritizing supplier relationships, Alan adjusts his focus based on their impact and immediate needs, like addressing disruptions such as a rail strike affecting Canadian suppliers.
[22:29] Advice for Supply Chain Leaders: Alan’s advice is to make every interaction positive and impactful—regardless of challenges, a strong attitude and effort can turn situations around and inspire optimism.
Top Quotes:
[05:07] Alan: “My core focus is always on people. We can have all great tools, great systems, great everything, but if we don't have great people, we're not going to be successful. So, at my core, one of my priorities is always developing people. I read a quote a while back about how you're not truly a leader unless you've developed another leader who's developed another leader. And what that means is you can't stop just at one level below you because as we all have a lot of layers in all of our large global organizations, I personally make a point to touch every layer within the organization, within every function of the organization, making sure that everybody is very clear on our goals, our key performance indicators, and what it's going to take for us to be successful.”
[10:07] Alan: “Speak with data. Here's how much we spend in this area. Here's how much we can save if we drive synergies and commonize suppliers. We have 16 North American sites, and prior to 2020, the sites were managing the spending at a site level. Now that we're managing it across the region, the savings are significant, and we're really excited about where we're going with this project and the successes we're going to see moving forward with this project.”
[00:00] Alan: “I work very closely here at Aludyne with our head of IT because sometimes, from a procurement or supply chain perspective, we can be very creative and think, hey, I really need this tool and that tool. And it's not always conducive to what we currently have. So, working closely to really figure out on the front and what can we do and what's going to be really, really hard to implement and trying to get some of those quick, easy wins, really that snowball effect to help us continue to move forward toward gravitating away from spreadsheets and to more digitization.”
[19:01] Alan: “From my perspective, driving partnerships is so vitally important to our success. The constant communication. So, things, as both of you know, don't always go right and typically don't go as we plan in the automotive supply chain, specifically at the Tier One level. So, my idea of a partnership is being transparent and having constant communication, even when the information is not what the other side wants to hear. At least if we are proactively communicating, we're giving our supplier partners a chance to react to that and a chance to adjust to that and really having that constant communication.”
[22:52] Alan: “Every interaction that you have, focus on making a positive impact. And what I mean by that is there's so much of our lives, professionally and personally, that is out of our control. We do the best we can to deal with every situation and every circumstance, but we do control our attitude, how we treat people and our effort. We can make the choice no matter what the situation, no matter what the challenging circumstances are. We can choose to make a positive impact, and I know that sounds at times soft and fluffy, but it is something that we control that we can try to make a positive impact on people, on the situation, on every element of our lives.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets Podcast, Terry Onica and Jan Griffiths sit down with Jim Liegghio, a seasoned supply chain expert with over 25 years of experience in the automotive industry. Jim, who leads the training, customer service, and membership engagement team within AIAG, dives into how AIAG bridges the gap between traditional practices and modern demands.
AIAG's core tools and methodologies, such as APQP and control plans, remain valuable despite the rise of EV startups and new industry players. Jim explains how AIAG embraces legacy OEMs and cutting-edge technologies, ensuring their tools stay relevant across various sectors.
While discussing AIAG's diverse training courses and programs, Jim provided us with a list of brief e-modules and comprehensive certification courses that the supply chain should take. From new workshops on MMOG/LE to tailored training for both seasoned professionals and newcomers, AIAG is focused on keeping up with the industry's rapid changes.
Jim is passionate about nurturing future talent and is actively involved in Wayne State University's supply chain programs. He highlights the impact of the 23-week Certificate Program in Purchasing and Supply Chain Management, as well as the Tomorrow's Leaders Today (TLT) program. Both initiatives have shaped the next generation of leaders by exposing students to the full spectrum of supply chain disciplines.
As the supply chain continues to evolve, Jim stresses that staying agile and embracing continuous learning isn't just a strategy—it's a necessity. However, beyond strategies and technologies, the real focus should be on people. Nurturing the next generation through training and mentorship is not just important; it's a non-negotiable. As budgets tighten, cutting back on training would be a grave mistake—especially now, when equipping future leaders with the skills to thrive is more critical than ever.
Themes discussed in this episode:
Featured on this episode:
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:
Episode Highlights:
[06:26] Staying in the Game: Jim tackles AIAG's efforts to stay relevant in the evolving automotive industry and highlights the importance of proven tools like APQP, even for EV startups that initially resist traditional methods. He also talks about their role as a collaborative platform where diverse industry players—old and new—come together to solve common challenges.
[09:41] Giving What the Industry Needs: Jim dives into AIAG’s extensive training programs and their impact on the automotive industry. He highlights how these programs adapt to evolving industry needs and share a compelling story of a former student now leading a semiconductor startup, demonstrating the lasting impact of AIAG’s education.
[13:27] APQP 3rd Edition: AIAG’s latest APQP update is more than a new edition—it’s a game-changer. Jim delves into how the refreshed APQP and standalone control plan are transforming training with new, flexible formats. From quick sessions to in-depth courses, he highlights how these updates are crucial for managing costs and avoiding post-launch issues.
[16:02] AIAG’s Top Training Courses: AIAG is transforming training with a range of courses from free “Essentials of Supply Chain” e-modules to advanced “APQP Control Plan” classes. Whether you're new or experienced, their diverse offerings cater to all levels, blending foundational skills with the latest industry practices.
[18:13] New MMOG/LE Workshop: Terry reveals an upcoming MMOG/LE workshop she helped develop for AIAG. Set to launch on September 18th, this new class promises a deep dive into critical MMOG/LE criteria. The workshop will begin with in-person sessions, but there are plans for future shifts to virtual sessions.
[21:04] Dedication Towards Education: Jim reveals AIAG's impactful partnership with Wayne State University, showcasing two key programs: the 23-week Certificate in Purchasing and Supply Chain Management, which covers all aspects of the supply chain, and Tomorrow's Leaders Today (TLT), designed to accelerate career growth of high-potential individuals.
[30:04] Preparing for the Future: In a time of rapid change, Jim emphasizes the need for agility and continuous learning in the automotive supply chain. He urges leaders to engage small to mid-sized companies with AIAG’s tools and resources, ensuring they stay ahead. He also calls on leaders to nurture future talent, urging them to invest in high-potential employees through initiatives like the 23-Week Certificate and Tomorrow's Leaders Today.
Top Quotes:
[06:45] Jim: “There's a lot of tools that we've proven out to the industry over decades that are tried and true. You get the common perception of these companies is that these tools are outdated, or they don't apply to us, or we're going to do business our way. We respect that kind of renegade spirit, of course, but at the end of the day, things like the core tools and the proven methodologies of APQP and control plan, those tools are so valuable to the manufacturing process that we often see those companies coming back in some way, shape, or form to consume those tools and use those within their business.”
[09:08] Jim: “We welcome all comers in terms of members of AIAG. Collaboration is really the essence of who we are. We like to say we're the platform where companies come together to solve a common industry need. I mean, that's been our tenant for 42 and a half years, and that'll be our tenant going forward is collaboration; it's one of our core values. So, we're very excited for the challenge. We do have an EV-specific strategy group that we're looking at and kind of rolling out some programs in that space specifically, but as I said, there's definitely obviously proven value in all of the standards and the core tools and the other programs that we've had for years as well.”
[10:13] Jim: “One thing that always amazes me is really the size and the diversity of our training program, and I think a lot of people don't realize that, especially, you know, coming in for one class here or one class there or they're taking e-learning online. We have a huge, diverse library of different programs, ranging from a half-day class, in fact, one took place today in the building, all the way through five-day certification programs and that type of thing. We even act as a licensed training partner for other global organizations in some cases. Our training portfolio is very, very diverse. We have everything from micro learnings or short half-day or one-day overview classes to more in-depth content and material. Obviously, as the learner portfolio changes and people's attention spans get shorter and shorter, they get pulled in more and more different directions. We've had to adapt some of those models, and we're looking to continue to do that.”
[31:18] Jim: “Be agile, be a continuous learner, and look at what AIAG has to offer. There's a reason we've been a significant and relevant player in this space for so long. We are the industry standards organization, plainly put. And like Terry said at the very beginning of the conversation, we're all about collaboration. So, also reminding people that they can have a seat at the table and have a voice in the discussion. So, really, that's what we're about, and that's what I would leave the audience with. Take a look at what's out there, and again, disregard the notion that it doesn't apply to your business, your space, or your niche of the industry. It absolutely does.”
[32:02] Jim: “We've talked a lot about next-gen and talent development and talent recognition. My personal plea would be to have people bring someone along for the journey to learn, grow, and develop within their organizations and invest in your key employees, your Hipo people. I just want to tag that on there. I know I was only supposed to say one thing, but I just want to make sure that it is known that talent wants to be developed. And there is a next generation of leaders out there that really are yearning for knowledge and experience.”
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 daily grind can become all-consuming, whether you're running a supply chain, managing a manufacturing plant, or even producing a podcast.
Jan Griffiths and Terry Onica know this all too well, which is why they've decided to hit pause on the Auto Supply Chain Prophets podcast. This break isn't just about stepping back—it's about recharging, gathering valuable feedback, and setting the stage for future improvements.
In the meantime, they're gearing up for some exciting events, including the QAD Transform Conference in Brussels on September 24-25 and Chicago on November 4-6. These events will focus on thought leadership, networking, and the future of supply chain transformation. Jan and Terry would love to connect with you there, whether it's for a quick chat or a deeper conversation about your supply chain challenges.
Host:
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.
Connect: LinkedIn
Mentioned in this episode:
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 Auto Supply Chain Prophets episode, hosts Terry Onica and Jan Griffiths explore the world of automotive software and technology with their guest, Manoj Karwa, Chief Revenue Officer for the Americas at Elektrobit.
Manoj dives into the exciting world of Software-Defined Vehicles (SDVs) and the advantages of open-source technology. He explains how SDVs, much like smartphones, will continually evolve with new features and improvements over time, enhancing everything from infotainment to safety.
Elektrobit is at the forefront of these innovations, with its software powering over five billion devices across over 600 million vehicles. Manoj highlights Elektrobit's groundbreaking Linux OS solution, the first and only to meet ASIL B/SIL 2 safety requirements. This commitment underscores Elektrobit's dedication to advancing safer and more reliable Software-Defined Vehicles.
The discussion also covers the challenges and importance of validating software to prevent issues like the recent CrowdStrike incident that caused the largest outage in the history of information technology.
When it comes to choosing the right software partners, Manoj believes that opting for the cheapest option can backfire. Instead, he advocates for focusing on value and quality, drawing from his experience in the automotive industry. He notes that as the market becomes more fragmented with new players and technologies, flexibility and a commitment to delivering exceptional value will be key for supply chain leaders.
Manoj concludes the episode with critical advice for leaders in the automotive supply chain: prioritize software above all else. He warns that failing to adapt to this software-driven future could lead to obsolescence, urging leaders to reinvent themselves or be left behind.
This episode is a must-listen for anyone in the auto supply chain looking to understand the future landscape of automotive technology and software's pivotal role in driving innovation and efficiency.
Themes discussed in this episode:
Featured on this episode:
Name: Manoj Karwa
Title: Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc.
About: Manoj Karwa, Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc., brings over 20 years of experience in the mobility industry, specializing in electric vehicle infrastructure, electric drive, power electronics, and energy storage systems. He has played key roles in scaling operations and facilitating acquisitions in the EV and renewable energy sectors, including overseeing the deployment of over 10,000 EV charging stations across major automakers and nearly 3,000 dealerships. Before Elektrobit, Manoj held leadership positions at EVBox, Leviton Manufacturing, General Motors, AT Kearney, and Ricardo Consulting and was part of the management team that led to the acquisition of Rhombus Energy Solutions for $185MM by BorgWarner, marking the largest North American electric vehicle infrastructure transaction to date. He also serves as a board member of the University of Michigan Economic Growth Institute and holds degrees from Carnegie Mellon University, Purdue University, and the University of Michigan.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[04:47] Elektrobit and Software-Defined Vehicles: Manoj introduces Elektrobit and delves into software-defined vehicles, explaining how it transforms cars into continuously updated platforms through software updates.
[06:14] What is Open Source? Elektrobit's view and approach to open-source software highlight the collaborative benefits and the potential for rapid innovation and cost savings in the automotive industry.
[09:00] A Leader in Automotive Software: Manoj explains Elektrobit's competitive edge in the industry and showcases the first and only Linux OS solution to comply with ASIL B/SIL 2 safety requirements.
[10:29] Software Delivery: Manoj explains Elektrobit's various partnerships and commitment to over-the-air updates to integrate software with vehicles seamlessly.
[11:29] CrowdStrike Incident: Manoj recounts his experience with a significant cybersecurity incident involving CrowdStrike, emphasizing the critical importance of validating software to prevent failures and ensure safety.
[15:35] Cheapest is Not the Way to Go: Understand why opting for the cheapest solution in automotive software is a mistake. Manoj offers valuable advice for industry leaders looking to partner with software providers.
[19:24] Why Offer Software? Companies should start offering software solutions to position themselves at the forefront of the automotive industry's shift towards Software-Defined Vehicles.
[24:38] Think of Software First: Manoj explains the disruptive impact of prioritizing software development before hardware design and how embracing this mindset is crucial for automotive companies' future survival and competitiveness.
Top Quotes:
[05:34] Manoj: “What is Software-Defined Vehicles? Well, just like your smartphone, when you first buy it, it keeps getting better. The expectation is there are more features and more benefits, and you're going to evolve; the vehicle will evolve over time to meet customer and fleet requirements. There's a wide range of sensors to provide inputs, and there's communication internally and externally. The expectation is that it's not a one-and-done, that you buy it, and this is the experience. But the fact is that it'll get better over time; it'll delight you either with infotainment, with safety, with performance, with diagnostics; this is what's happening now, and this is the future.”
[14:15] Manoj: “The example that happened with the airlines and the hotels (CrowdStrike), that was not a malicious attack. But when we're talking about autonomous, connected, shared vehicles, if this occurs, this is why it's so important to validate software, either through virtualization, through demonstrations, upfront, before you push it forward. I can only imagine what would happen in the US or any other country where a type of vehicle or a segment of the market just slows down or gets stopped. It made me very thoughtful about what I'm doing today with Elektrobit and how important embedded software is in everything we use, especially transportation.”
[17:05] Manoj: “I need to differentiate between providing more value to the customer and more value in terms of either quality or saving them time and resources. I need to continue to delight them and overdeliver. I actually learned this from Toyota: “Underpromise and overdeliver.” So, this is hopefully a wake-up call to the supply chain leaders that a race to the bottom, the lowest cost, is not the way to go.”
[18:53] Manoj: “The reality is you have to be flexible, nimble, and to be able to scale. I believe that we're well-positioned for that. The point is that if you're a supply chain leader, looking at the total cost, the long-term relationship, I think, is critical. The second thing is don't go towards proprietary systems. Don't single source. Having multiple partners, maybe a lead partner and a secondary, and as most supply chain managers do, challenge your suppliers to provide the best solutions.”
[25:21] Manoj: “Think of software first. Think about what I can do with the software and then design the hardware around that. That is an approach that's disruptive and challenging because if I'm a, let's say, a foundational or legacy OEM, I have all these contracts. I have factories. I have unions. I have millions and millions of vehicles on the road I have to maintain for a decade plus. So, I'm being challenged by this. How do I disrupt that to think of software first? … If I am managing the supply chain, if I don't do this today, I'm not going to survive. This is the future. And it's a matter of time. There's going to be a tipping point where the foundational, the existing supply chains are not going to work.”
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 special milestone episode of the Auto Supply Chain Prophets podcast, co-hosts Terry Onica and Jan Griffiths celebrate reaching their 60th episode by revisiting six key moments from previous episodes that highlight the core mission of their show: preparing leaders in the auto industry for the future.
First up is TS Tech's innovative approach to MMOG/LE standard implementation. They share how Wendy and Jeff, key figures in MMOG/LE compliance, shed light on the often-overlooked material side of the supply chain.
Next, they explore risk management with insights from Christopher Mattingly, former VP of Transportation for Stellantis, who underscores the critical need for risk management in supply chains, sharing practical advice on contingency planning.
Shifting gears to the EV space, they revisit the comeback story of Volta Truck, an EV startup, showing how important training and alignment are in overcoming challenges in the auto industry.
In another segment, Terry and Jan delve into the enduring relevance of EDI, with Fred Coe likening it to the industry's lifeblood, and touch on the potential of new technologies like APIs. They also discuss QAD's Red Zone in an episode with Kevin Shayer, who explains how implementing the connected workforce solution boosted their company's productivity and engagement.
The final highlight is the episode with Mike Payoink, whose passion for moving beyond spreadsheets to a standardized, automated process across different plants demonstrates the significant benefits of real-time visibility and collaboration in managing quality and supplier issues.
In a captivating wrap-up, they identify five key success factors drawn from their extensive podcast journey, offering listeners actionable advice for navigating the future of the auto supply chain.
Themes discussed in this episode:
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 supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.
Connect: LinkedIn
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[02:59] TS Tech's MMOG/LE Journey: TS Tech's implementation of the MMOG/LE standard showcased the power of consensus and thorough education. Their approach ensured everyone, from plant managers to all departments, understood the mission, significantly impacting their success.
[08:01] Only the Paranoid Survives: Christopher Mattingly, a former VP at Stellantis, stresses the importance of risk management, emphasizing that disruptions are inevitable and preparation is crucial. He advocates for proactive contingency planning, asserting that "only the paranoid survive."
[11:44] Volta Truck's Comeback: Shiv Tailor from Volta Truck talks about the company's remarkable comeback from the brink of failure. Their successful rebound is attributed to practical training and level-setting across their diverse team, ensuring everyone understood key supply chain and quality processes.
[14:33] The Future of Automotive EDI: Fred Coe's discussion on EDI highlights its enduring significance, likening it to electricity—essential and often taken for granted. Despite being around for decades, EDI remains crucial, with potential new developments like APIs being explored to enhance its functionality.
[16:46] Stepping into the Red Zone: Implementing the Red Zone Connected workforce solution, as discussed by Kevin Shayer, led to increased productivity and reduced regrettable turnover. This technology enables real-time data reporting on the shop floor, enhancing employee engagement and improving critical metrics like OEE and on-time delivery.
[20:57] Automate your QMS: Mike Payoink of Penn Engineering highlighted the power of an automated quality management tool. This automation eliminates the inefficiency of spreadsheets and ensures faster resolution of quality issues, leading to significant operational benefits.
[23:38] Key Success Factors: Key success factors for the companies featured include a passion for their work, a belief in the value of technology, and the implementation of best practices. Additionally, authentic leadership and conviction, rather than compliance, drive their transformation efforts in the auto industry.
Top Quotes:
[07:34] Terry: “You never know what your competitor's doing. So, you need to always put your best foot forward on what you're doing. Because otherwise, OEMs see evidence all day, they know what best practices look like. They know what suppliers are doing good and what they're not doing. And so, I thought that was really good to remind everybody, you've got to be thinking about your competition and especially as we're moving forward in this industry, only the strong are going to survive, and the strong can show that they're strong are going to survive.”
[17:41] Terry: “On average, the customers that use our Connected Workforce Solution have a 29 percent increase in productivity, a 74 percent increase in engagement. Don't we all want engaged employees? And a 32 percent reduction in turnover. Can you believe that? Nobody wants to lose people. So, it's just amazing. Just giving the shop floor simple tools and get rid of spreadsheets.”
[18:47] Jan: “We can talk about technology until we're blue in the face. Unless we can prove or show the impact on the bottom line, there will be no interest and certainly no investment in the technology.”
[26:19] Jan: “The people that we talked to, Terry, they're comfortable in their own skin. They're not egomaniacs. They're not on the podcast to talk about how great they are or how wonderful they are. They truly come on the show to share what they believe in. That's what they're all about.”
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