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 Complete Vehicles, 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.”

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. The EV transition is shaky. Autonomous vehicles are still a question mark. The auto industry is staring down a future full of uncertainty, and suppliers are stuck in the middle of it all.

In this episode, Paul Eichenberg returns to break down the three biggest shifts shaking up the supply chain: the move away from globalization, the messy reality of electrification, and the evolving regulatory landscape for autonomy.

For decades, global supply chains were the name of the game—companies optimized for low-cost country sourcing, suppliers expanded internationally, and the industry embraced efficiency on a global scale.

But now? Tariffs and shifting trade policies are forcing a hard pivot to regionalization. Suddenly, localization isn’t just a buzzword—it’s a necessity. Suppliers that haven’t adjusted are running out of time.

Then there’s EVs—what was once an unstoppable movement is now facing resistance. Sure, automakers have committed to an electric future, but consumer adoption isn’t moving as fast as expected. Policy shifts and market uncertainty create a volatile mix in North America, while China and Europe continue pushing full speed ahead. The big question? How long can suppliers ride the fence before going all in?

And let’s talk about autonomy. It’s been overshadowed by EV hype and supply chain chaos, but it hasn’t disappeared. If anything, it’s quietly gaining momentum. With regulations starting to loosen, companies like Tesla are pushing harder than ever. The next few years could bring breakthroughs no one saw coming.

So, where does this leave suppliers? According to Paul, there’s no room for hesitation. The auto industry has always been at its best when its back is against the wall, and now is one of those moments. Scenario planning isn’t just an option—it’s survival. Transparency in the supply chain isn’t just about efficiency—it’s about being prepared for whatever comes next.

Themes discussed in this episode:

• The decline of globalization and the rise of regionalization in automotive supply chains
• How tariffs and trade policies are forcing suppliers to rethink their sourcing strategies
• The uncertain future of EV adoption and the market hesitation slowing it down
• Why regulatory shifts could make or break the transition to electrification
• The financial struggles of suppliers caught between ICE phase-out and EV ramp-up
• The critical need for scenario planning in an industry facing constant disruption
• How political and economic polarization is reshaping global supply chains

Featured on this episode: 

Name: Paul Eichenberg

Title: Managing Director, Paul Eichenberg Strategic Consulting

About: With 25 years in the automotive industry, Paul Eichenberg has led strategy for top suppliers, including eight years as Global VP of Corporate Development & Strategy at Magna Powertrain & Magna Electronics. Now, through Paul Eichenberg Strategic Consulting, he advises hedge funds, private equity firms, investment banks, and automotive suppliers on product management, mergers & acquisitions, and future-focused strategies.

Connect: LinkedIn

Mentioned in this episode:

• What's Next for EDI? Be Part of the AIAG Survey
• AIAG Forced Labor Due Diligence Conference
• AIAG 2025 Hybrid Supply Chain Conference
• AIAG Charity Golf Outing
• AIAG 2025 Quality Summit
• Inflation Reduction Act

Episode Highlights:

[02:57] The Big Three: Tariffs, EV uncertainty, and shifting regulations—Paul Eichenberg lays out the three game-changers every auto supplier needs to watch.

[05:17] The EV Crossroads: Automakers are still betting big on electrification, but with market uncertainty, shifting policies, and profitability struggles, suppliers are left wondering—how long will this transition really take?

[10:09] Policy Shift: With shifting regulations and possible changes to the Inflation Reduction Act, suppliers and automakers must brace for a future where incentives fade, but infrastructure investments stay.

[12:39] Charging Ahead: The future of EV charging infrastructure depends on shifting policies, but one thing is clear—there’s no turning back now.

[13:50] The Demand Dilemma: With ICE demand shrinking and EV adoption uncertain, suppliers are stuck in limbo—waiting to see which way the industry turns.

[19:38] From Global to Local: As tariffs loom and supply chains shift, Tier One suppliers must rethink localization strategies before it’s too late.

[24:14] Autonomy’s Quiet Comeback: While EVs dominate the headlines, self-driving technology is gaining traction—looser regulations and bold moves from Tesla could bring more autonomous vehicles to the road sooner than expected.

[25:48] Chaos, Change, and the Need to Adapt: The auto industry is facing an unpredictable future, and suppliers who fail to embrace scenario planning and supply chain transparency risk being left behind.

Top Quotes:

[04:52] Paul: “When I look at the three major changes, first, it's the move towards localization and the impact of tariffs. Second of all, it's the shift towards electrification. And then, finally, the third thing is the regulatory environment around autonomous vehicles.”

[08:27] Paul: “Five years ago, suppliers were making a tremendous amount of money around internal combustion engine components. Now, in North America where you have 10% of the market being battery electric vehicles, you have more than 20% in Europe. As you have that, the efficiencies of making those parts are no longer there for the supplier, nor does the supplier have enough volume on the electrification side to really be making money. So, the industry is really in a difficult time, difficult because suppliers find it very hard to make money at this stage of the transition.  And the transition could be drawn out longer as a result of this policy and the shifting policy back and forth between ICE and battery electric vehicles. That would create a very costly scenario for suppliers moving forward.”

[10:15] Paul: “I think what we're gonna see when it comes to electric vehicles is a change around the IRA, which was the Inflation Reduction Act and was a major element of the Biden administration's push towards electric vehicles. And there are really a couple of different elements of that. There was, first of all, credit that went to the individual who was buying. The electric vehicle and that incentive was broken down into an element that went into early adopters, but then also for the OEM that had a supply chain that was local when it came to things like battery production and power electronics, et cetera. So, there's a very good chance that goes away. But there were two other elements of the IRA; one was around building infrastructure. First was the infrastructure to localize those supply chains, and the other was the infrastructure around charging.”

[18:56] Paul: “I can tell you from the conversations that I've had at the OEMs and the suppliers, right now everybody's in a wait-and-see. See how this is negotiated. See if this becomes a negotiating tactic for the administration. But again, it's not like people are just going to be making these large investments and breaking down this global supply chain that's been built because of what has been invested in it and the economy of scale that's been achieved, and then the cost associated with reduplicating it on a regional or a local basis.”

[27:02] Paul: “We have a huge chasm to cross as we move in these significant changes in technology. It's a hard environment to make money in, but now we're adding a new type of disruption, more political or polarizing of the industry. And I think what you're going to see is, oh, people have talked about autonomous and electrification and all these big technology disruptions that we're dealing with, but now we got to start thinking of this polarization that we have in the industry, which is really the breaking down of these global supply chains as we've known it. And as a result, what companies need to do is really start scenario planning around these scenarios and what's gonna happen and what's likely to happen. To start to be much more aggressive to understand how are they gonna win in this constantly changing environment.”

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

The automotive supply chain isn't what it used to be. Between shifting global policies, evolving AI capabilities, and the relentless push for sustainability, the pressure is on. And if you're not thinking ahead, you're already behind. But Martinrea is ahead of the curve, and in this episode, Megan Hunter, Executive VP of Procurement and Supply Chain Operations, explains how.

One of the biggest game-changers? AI. Forget spending hours digging through Google for the right supplier. AI-powered tools now make instant supplier recommendations, cut through the noise, and even challenge old-school procurement tactics. But AI isn't perfect—Megan shares the hidden risks that supply chain leaders must watch out for.

Then there's supplier transparency, a topic everyone talks about but few have mastered. Why? Because transparency isn't a tech problem—it's a trust problem. Megan reveals the reality of deep-tier supplier mapping, the struggle to get reliable data, and the cultural shift needed to make transparency a reality.

And let’s talk about sustainability—not as a checkbox, but as a game-changing strategy. At Martinrea, it’s not just about the planet; it’s about saving millions. Localized sourcing? 300,000 fewer miles traveled. Smart packaging? Less waste, lower costs.

Of course, none of this works without the right people in place. However, the auto industry faces a massive talent gap. Megan's solution? Don't wait for talent—build it. 

Martinrea is launching an industry-first supply chain apprenticeship program, pulling in fresh talent from the ground up and training them in everything from procurement to AI-driven analytics.

And if you're feeling overwhelmed by all of this? Megan's advice is simple: start with quick wins. Instead of getting stuck in the complexity, take immediate, tangible steps to drive change.

Themes discussed in this episode:

• How Martinrea is using AI to streamline supplier searches and procurement
• The biggest challenges in supplier transparency and why trust is the missing link
• Why sustainability is not just good for the planet but a cost-saving strategy
• The role of zero landfill initiatives in Martinrea’s waste reduction efforts
• Why real supply chain transformation requires cultural shifts, not just technology
• How Martinrea is addressing the supply chain talent gap with an apprenticeship program
• The importance of quick wins in driving supply chain innovation and progress

Featured on this episode:

Name: Megan Hunter

Title: Executive Vice President Procurement and Supply Chain Operations at Martinrea International

About: Megan is the Executive Vice President of Procurement and Supply Chain Operations at Martinrea International Inc., a role she has held since December 2019. She leads the company’s global procurement and supply chain strategy, ensuring sustainable and efficient operations across the organization. In addition to overseeing procurement, Megan is also responsible for the Auburn Hills Technical Center and Martinrea’s sustainability initiatives.

Connect: LinkedIn

Mentioned in this episode:

• Microsoft Copilot: Your AI companion
• Procure-to-pay (P2P)
• Plants Achieve Zero Landfill
• Scope 3 Emissions
• 2023 Martinrea Sustainability Report

Episode Highlights:

[03:19] AI in Action: AI isn’t just a trend at Martinrea—it’s a practical tool driving real efficiency.  From breaking down silos with a cross-functional AI committee to using Copilot for rapid supplier searches, they’re turning technology into a competitive edge.

[06:08] Smart, But Not Always Right: AI is a powerful tool, but as Megan Hunter explains, it still makes mistakes—sometimes, it even apologizes for getting things wrong.

[08:34] Necessary Evil or Outdated Habit? Martinrea still relies on spreadsheets, but Megan shares how they’ve been shifting critical data into their ERP system to drive smarter decision-making.

[15:03] Sustainability That Pays Off—Literally: At Martinrea, sustainability isn’t just about numbers—it’s about impact. Cutting 300,000 miles of transport saved $1 million, but more importantly, it’s like driving coast to coast 100 times or powering 50 homes for a year.

[19:43] Scope 3 Emissions: Tracking emissions starts with understanding where suppliers stand, and Martinrea is taking a hands-on approach to help them establish baselines and build a path toward real sustainability progress.

[22:14] Building the Next Generation: Martinrea is tackling the talent gap with job rotation programs and an industry-first apprenticeship, giving employees hands-on experience and a clear path to grow into supply chain professionals.

[25:27] The Power of Quick Wins: Big changes can be overwhelming, but focusing on small, impactful actions helps supply chain leaders move forward faster.

Top Quotes:

[05:04] Megan: “You want to find a supplier that can make a certain widget somewhere in the world? Using your traditional Google search, you could go 12 pages deep, and you have to open each company's website, look through it, and try to understand what they make and whether it is what you're looking for. Well, Copilot just changed the game. You can go into Copilot and say, "Show me an IATF-certified manufacturer of this type of component anywhere in the world," and it will pop out a list of suppliers. It is so much faster, and yes, it has some inaccuracies, but the time savings is incredible. And that's just a very small example of how we use that in the supply chain.”

[13:37] Megan: “These whole resiliency topics that are the buzz in the supply chain right now are very difficult. I think this is going to require a massive cultural shift across the entire supply base because a lot of trust needs to be built between a supplier and its customer in order for a supplier to just be able to open up and reveal some of their supply chain data. So, I think we have a bit to go before we really start unlocking those doors. There are some AI-related solutions that can predict some of the tiers down the supply chain. How accurate those are, how reliable those are, I think we're in the very early days, but those show some promise. Doesn't change the fact, though, that a major cultural shift is going to need to happen.”

[16:37] Megan: “Most people say, "Okay, we saved this much money." In our case, I'll give you an example of one of these savings that was worth a million dollars. Instead of looking at it as a million dollars, which is great and one of the major KPIs for a supply chain team, you can also think about it in more relatable terms. So, for example, that $1 million equated to a reduction in 300,000 miles traveled, which is like driving coast to coast a hundred times.  It saved enough carbon emissions to power 50 homes for a year. So, when we start to think about these things that we do every day, and we put them in more relatable terms, it really makes a big impact in our drive for sustainability because once you start to understand that's the difference you can make, it makes you hungry for more.”

[23:51] Megan: “One of the things that I found just crazy, quite frankly, is that there aren't any supply chain apprenticeship programs—at least none that we could find. Formal ones. And so we set out to start our own, and we have a team of people who are working on developing that apprenticeship program with one of the local universities. We're going to be really excited to launch this here in the coming months because this will provide us with a great pipeline to future talent. When we can start them early in the process, take some of our people who are operators showing a lot of promise and potential for the future, and we will be able to develop them to be great supply chain professionals through this apprenticeship program.”

[26:07] Megan: “Sometimes these new initiatives can seem so overwhelming and so complicated, such a monumental change. But if we look for the, what’s something we could do today? What could we do now? What's the natural first step? I think when we focus on those quick wins, we start moving the needle fast. It takes away the overwhelm and the burden from some of these things and focuses on the action—the get it done. So that would be my advice: look for the quick wins.”

What’s the secret to securing big wins in the automotive industry? According to Guillermo Cano, Chief Customer Engineer at Magna International, it all starts with early customer collaboration. 

Instead of waiting for contracts to be awarded, Guillermo and his team invest in relationships early, working alongside customers to develop smarter solutions from the start. Sure, it’s a risk—there’s always the chance the business goes elsewhere—but the payoff is undeniable.

He tells the story of a once-hesitant customer who, after three years of open communication and problem-solving, didn’t just come around—he nominated Magna for a supplier award.

But collaboration isn’t just external—it starts inside the company. Breaking down silos, aligning engineering and R&D, and fostering teamwork are just as crucial as customer relationships. 

In an industry that moves at breakneck speed, time is either your greatest asset or your worst enemy. Getting in early means fewer late-stage design changes, fewer supply chain surprises, and, ultimately, better results for everyone.

Guillermo also dives into the power of technology in driving efficiency—from advanced CAE studies that improve production quality to AI-driven defect detection that reduces costly errors. But even the best tech is useless without strong communication, and that’s where he offers some of his biggest lessons. Technical skills might get you in the door, but the ability to listen, connect, and collaborate is what sets future leaders apart.

And in a rare moment of vulnerability, he opens up about the importance of mental health in automotive leadership—a topic often overlooked in high-pressure environments. 

He shares his personal experience with burnout and why prioritizing well-being isn’t just good for individuals but is also critical for effective leadership. At the end of the day, great results don’t come from machines; they come from people.

Themes discussed in this episode:

• How early customer collaboration creates a strategic advantage for suppliers
• The risks and rewards of investing in relationships before business is awarded
• How breaking silos leads to faster innovation and better program execution
• The power of active listening in understanding customer needs
• How Magna leverages technology to reduce development time and improve quality
• Why communication skills are just as important as technical expertise in supply chain leadership
• The importance of mental health in high-pressure automotive roles

Featured on this episode:

Name: Guillermo Cano

Title: Chief Customer Engineer, Magna International

About: Guillermo is an experienced automotive engineer and leader with over 18 years in the industry, specializing in product development, R&D, and project execution. As Chief Customer Engineer at Magna International, he collaborates with key customers to develop innovative mobility solutions that shape the future of transportation. 

A firm believer in authentic leadership, Guillermo is passionate about guiding the next generation of engineers, sharing insights from his journey, and fostering a culture of innovation and mentorship.

Connect: LinkedIn

Episode Highlights:

[04:01] The Art of Getting in Early: Winning business starts long before contracts are signed. Guillermo explains why understanding customer goals, making personal connections, and keeping your promises turn early engagement into lasting partnerships.

[06:58] Breaking Silos, Building Solutions: At Magna, collaboration isn’t just talk—it’s how real progress happens. Guillermo explains how tearing down internal barriers, staying proactive with customers, and bringing the right expertise together leads to smarter solutions and stronger partnerships.

[11:25] From Skeptic to Partnership: Turning a hesitant customer into a loyal advocate takes more than just great products—it takes trust, transparency, and real teamwork. Guillermo explains how early collaboration helped turn a challenging program into a success story, earning Magna an award nomination and establishing a long-term relationship.

[13:34] The Cost of Playing It Safe: Waiting until the last minute to engage suppliers is a recipe for delays, cost overruns, and missed opportunities. Jan and Guillermo break down why Magna is making the bold choice to invest early in customer relationships—despite the risks—to drive smarter, more strategic collaborations.

[17:07] Tech That Speeds Up Success: Guillermo explains how Magna utilizes technology, from precise CAE studies and production tools, along with AI-powered quality control, to accelerate production, cut costs, and produce higher-quality parts.

[18:58] Last-Minute Chaos? No Thanks: Nothing derails a launch faster than buried requirements and last-minute surprises. Jan shares why early engagement is critical to keeping supply chain teams from scrambling and how a proactive approach can prevent costly headaches down the line.

[21:41] The Career Advice No One Gave You: Degrees and technical skills will get you started, but communication is what sets future leaders apart—Guillermo shares why mastering it early matters more than you think.

[24:34] The One Investment Leaders Can’t Ignore: Success means nothing if you’re running on empty—Guillermo makes a powerful case for prioritizing mental health in an industry that too often ignores it.

Top Quotes:

[03:21] Guillermo: “In my role, I get the opportunity to look for collaboration work with our customers, and we try to get there early because that's where great things can happen. It gives you the time to work on more creative solutions for the complex programs that we have for our industry these days. So, I'm very proud to be in this role because they get to influence our beautiful automotive industry and help our customers get to their goals. And also, for Magna, make sure that we meet our own goals and that we partner with our customers so that we're always alongside them as we launch new vehicles.”

[05:38] Guillermo: “In this industry, we tend to forget that we're not machines—we're not terminators. So, I made a mistake before when I connected with someone, and almost immediately, I jumped, and I threw 10 different projects or my company presentation, and I just buried him in the information that he might not even be interested in. So, what has worked for me is once I connect with them as a person, you have to listen—actively listen. And most of the time, they're going to give the answers themselves. They're going to tell you specifically where they are struggling, how they see that you can help them, and start that collaboration on the new future of our industry.”

[12:00] Guillermo: “I was talking with the lead from our customer, and he told me about some of the things that went wrong with their previous programs. And I was confident that with early engagement and collaboration, those issues could have been resolved. He wasn't too excited to work with us, but after three years of working in a really collaborative environment, where we had the trust, where we were open about challenges and issues, and we found a way to resolve them with a win-win mindset. After launching through very aggressive timing through COVID issues, we were able to produce parts on time with the right quality. We peeped up on time, we met the cost targets, we met the weight targets, and he was so happy and so pleased that he went and nominated us for a supplier award.”

[15:14] Guillermo: “We are making a commitment when we approach our customers to support them meet their goals. Now, I know I said this before, but when you look at our approach, we are also being strategic. We need to know what programs are strategic for us—that align with our business plans and our growth and goals. And we focus on, with our customers, on the right products, on the right programs, and it's a partnership. There is a risk, yes, that we might not get the business awarded. But like I said before, that's the way that you get time in a new program. And in my program management experience before, that was probably the most important asset that you could have.”

[22:32] Guillermo: “My advice for the new generation is to focus on your communication skills.  I spent a lot of years working on my technical skills, which are needed for our industry. I thought communication was about just not being nervous in front of people and being able to do a presentation.  If you look at all the things that we talked about today, communication is key to linking early engagement, collaboration, working with customers, working within our own organization or our 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

The Auto Supply Chain Prophets podcast is relaunching with a significant milestone—10,000 downloads—and a new partnership with QAD and AIAG. To mark the occasion, Jan Griffiths sits down with Anton Chilton, CEO of QAD, and Matt Pohlman, CEO of AIAG, to tackle the pressing challenges and opportunities shaping the future of automotive supply chains.

The automotive industry is undergoing a massive transformation. Traditional supply chain strategies are no longer enough. The old belief that "big fish eat small fish" is outdated—today, fast fish eat slow fish. 

Between ongoing disruptions, economic uncertainty, and the push toward electrification, the industry can no longer afford to rely on slow, outdated processes.

So, how do companies keep up? Both leaders believe speed, collaboration, and real-time data are the keys to survival. Companies stuck in outdated ways of thinking—focusing on their operations rather than the entire supply network—will struggle to compete. 

But why hasn't the industry mastered speed and collaboration despite decades of talking about them? It points to one key issue: while technology and automation have advanced, manufacturing productivity has been stagnant since 2010. The reason? There is too much focus on efficiency and not enough on adaptability. We have to embrace change and empower people with the right data. 

AIAG proves that this kind of reinvention isn't just talk—it's essential. Once focused on compliance, it has become a key industry player, connecting the right people to solve the supply chain's toughest challenges.

So what's next? Both leaders agree that radical collaboration and data-driven decision-making will define the industry's future. The challenge isn't just about having the right technology—it's about using it to create a culture of innovation within your company.

Their advice to leaders? Empower your people, understand your supply chain from end to end, and stop thinking of speed as just a tech problem—it's a leadership problem, too.

Themes discussed in this episode:

• The need for speed and adaptability in today’s automotive supply chain
• Why traditional supply chain strategies no longer work in a rapidly changing industry
• How real-time data and technology can improve decision-making—but only if people are empowered to act
• The biggest risks facing the industry, from geopolitical tensions to supply chain disruptions
• The reinvention of AIAG from a compliance organization to a true industry connector
• How QAD is leveraging tech and AI to deliver practical, real-time supply chain insights
• Why leaders must break silos and rethink their approach to supply chain management

Featured on this episode: 

Name: Matt Pohlman

Title: Chief Executive Officer (CEO), Automotive Industry Action Group (AIAG) 

About: Matt Pohlman, CEO of AIAG, leads the organization in tackling the automotive industry’s most pressing challenges in quality, supply chain efficiency, and corporate responsibility. With decades of leadership experience in global supply chain management, supplier quality, manufacturing, and logistics, he has held senior executive roles at Federal-Mogul, Delphi, Tenneco, and WABCO/ZF Group. Now in his third year at AIAG, Matt is driving a transformative vision focused on speed, relevance, and accountability.

Connect: LinkedIn

Name: Anton Chilton

Title: Chief Executive Officer (CEO), QAD 

About: Anton Chilton joined QAD in 2004 and became chief executive officer and a member of QAD's board of directors in 2018. Before his appointment as CEO, he served as executive vice president and led global field operations. With nearly 30 years of experience in ERP and operations management, Mr. Chilton previously held senior roles in global systems integration at Atos Origin and CapGemini.

Connect: LinkedIn

Episode Highlights:

[01:43] Be the Fast Fish: The biggest challenge in today’s supply chain isn’t just disruption—it’s speed. Companies that react in real time, embrace change, and balance technology with empowered people will be the ones that survive.

[04:49] The Supply Chain Isn’t a Straight Line: Success depends on speed, real-time data, and seamless collaboration across every layer of the supply network—because if you’re not ahead of the curve, you’re already behind.

[06:21] Why Are We Still So Slow? Decades of knowing the importance of speed haven’t translated into action—legacy processes, rigid best practices, and a fear of change are holding the industry back. Companies that build systems around people, not just processes, will have the edge.

[09:26] The Future Runs on Trust and Data: Speed and transparency won’t happen without understanding the full supply chain, sharing real-time data, and trusted partners across the entire supply chain—because if you don’t know where your risks are, trouble will find you first.

[11:13] Reinvention Is No Longer Optional: AIAG had to reinvent its role in the industry. Once known for compliance and quality standards, it has expanded to address modern supply chain challenges.

[13:02] AI Isn’t the Future—It’s Now: The real challenge for tech companies isn’t just adopting AI—it’s making it practical, delivering real-time data, and turning hype into real value that helps businesses make smarter decisions.

[20:46] Anton Chilton on 2025: Empowering people to make fast, data-backed decisions is Anton’s blueprint for the future, where breaking out of old habits and embracing real-time collaboration will define supply chain success.

[23:26] Anton’s Advice: Digital transformation is important, but Anton reminds us that the real key to future-proofing the supply chain is empowering people to make smarter, faster decisions.

[24:10] Matt Pohlman on 2025: With disruptions coming from every direction—tariffs, electrification, and shifting regulations—Matt stresses that companies must embrace change, trust their people, and use data as a competitive advantage.

[26:11] Matt’s Advice: Success in uncertain times starts with understanding every layer of your value stream—Matt highlights why resilience, data, and proactive decision-making are non-negotiable for the future.

Top Quotes:

[04:11] Anton: “In the past, it might be thought that the big fish eat the small fish. And I think in today's world, what's different is it's the fast fish that eat the slow fish. Whether you're big or you're small, you've got to be a fast fish. And the only way you're going to be able to do that, we believe, is, yeah, you've got to apply technology and systems on top of best practice processes, but you really have to do that in the context of empowerment of people. Only when you're optimizing that balance of people, process, and systems, all working in harmony together, are you going to be able to be optimized and be able to be that fast fish, or what we actually call an adaptive enterprise.”

[05:02] Matt: “It’s about speed, it’s about collaboration, it's about data, and all of those things are extremely, extremely important. You've got to understand your supply chain. You've got to understand where things are and where they connect. There are so many things that are impacting us today. And you have to understand your data. You have to have real-time information. You have to understand all the various levels of the chain, and it's more than a chain; it's like this three-dimensional, four-dimensional kind of a chain that you have to understand, and you have to have the data, and you have to go fast. And I would say, as we evolve, how do we collaborate across all of those pieces? And how do you have the ability and the knowledge to be able to collaborate across all of those areas? Because without that, you're not going to survive.”

[12:11] Matt: “Our strength is in getting our member companies together with their subject matter experts to solve those problems. It's collaboration. If we can get the right people in the industry together to work on this common issue with the right subject matter experts, we can solve things. The industry is changing more right now than it's changed in the last hundred years. I've heard that on your podcast and I've heard that multiple times. So, we have to be ready for that. We have to change how we manage. We have to culturally change how we do things.”

[13:12] Anton: “Change is a constant for everybody, but in the last few years, the pace of that change is incredible, and you look at the power of artificial intelligence today and the types of things that it's able to do. I recently saw one of the marketing people put a video together of me doing a presentation in fluent French in my tone of voice, and if he didn't know me that well, he wouldn't know it wasn't me. And so, how do we take those kinds of examples and bring them into true value-added needle moving concepts for our customers, right? So, it changes the role of what we do in a way; a lot of customers that I speak to today, we'll be talking about what you have in the way of AI. How are you using AI? And because they see the future, they talk about digital transformation, and they want to be involved in that.”

[23:42] Anton: “Recognize the importance of the people in your plans. Everybody's talking about digital transformation and the automation of supply chain and data and all that. Great. I'm from a technology company, I'm always going to advocate that. But put your people first, think about how you're empowering your people to make these decisions to become that fast fish. So, put people at the forefront of your planning, enable, and empower them.”

 [25:33] Matt: “We're going to have to trust our folks. We're going to have to enable them with data and then trust them to make the right decisions based on the parameters and the things that you put together. The digitalization is going to be there, regulations with sustainability and carbon footprint and forced labor. The requirements are becoming more and more intense and how you use that data to be a competitive advantage is also going to be very important. The data is going to be something that will become a competitive advantage as we go forward because it's going to require you to go fast. And if you don't have those fast answers, you could be in trouble.”

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

Big news for Auto Supply Chain Prophets! Jan Griffiths shares that the podcast is taking a short break as the team prepares to relaunch on February 3rd! What’s new? A brand-new co-host and a partnership with a group just as passionate about the automotive supply chain as we are.

While we can’t share all the details yet, get ready for fresh ideas and exciting collaborations to set the stage for an exciting new chapter. In the meantime, listeners are encouraged to take a look at our past episodes for valuable supply chain insights.

Stay tuned—big things are coming!

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:

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

2024 is coming to a close, and it’s that time when we reflect on what we’ve achieved and, more importantly, what we’ll do differently in the year ahead. But here’s the hard truth: in the automotive industry, sticking to what’s always worked isn’t enough anymore. This isn’t just transformation—it’s full-blown reinvention.

In this solo episode, Jan Griffiths dives into what this means for supply chain leaders. The old ways of siloed processes, outdated leadership styles, and a “business as usual” mindset can’t keep up with the speed and competition reshaping the industry. And the competition isn’t waiting. Chinese OEMs are making waves globally, producing high-quality vehicles at a pace that’s hard to match. It’s a wake-up call for anyone still thinking the status quo is safe.

So, when you think about your supply chain and what it’s going to look like for 2025, know this: the Auto Supply Chain Prophets team is on a mission to arm you with the content and insights you need to succeed. If you’re wondering where to start, Jan mentions a few stand-out episodes to help frame your strategy for the year ahead. 

And while 2024 brought incredible conversations, there’s even more to look forward to, as Jan hints at exciting changes for the podcast in 2025, including a new partnership and the addition of a co-host.

From Jan, Terry Onica at QAD, and the entire podcast production team, thank you for being part of this journey.

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:

• The Reinvention Mindset for Supply Chain Leaders with Dr. Nadya Zhexembayeva
• Embracing Ethical AI for Future-Ready Automotive Supply Chains with Dr. Charlotte de Brabandt
• What's Next for EDI? Be Part of the AIAG Survey with Fred Coe
• Leading the Charge: Building Tomorrow’s Supply Chain Leaders with Jim Liegghio 
• Start Your Sustainability and Profitability Journey with Our New E-book 
• Lessons Learned in a CPO's Transition from Auto to Life Sciences with Carrie Uhl
• Driving Supply Chain Efficiency: TS Tech's MMOG/LE Journey 
• Supply Chain Dynamics: Technology, ESG Regulations, and Strategic Collaboration with Nichole Felton
• Episodes with Beth Crowley: Why Every Supply Chain Needs an Army of Problem Solvers and Lean Manufacturing: Thriving or Dying in Today's Automotive Supply Chain
• 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

Is your organization ready to thrive in a world of constant disruption? Dr. Nadya Zhexembayeva, Chief Reinvention Officer and founder of the Reinvention Academy joins Terry Onica and Jan Griffiths on Auto Supply Chain Prophets to explore why reinvention has become the top priority for businesses worldwide.

The days of long business cycles are over. Today, the average lifespan of a business model is down to just five years. With change accelerating across industries, companies can no longer rely on incremental improvements—they must embrace reinvention as an ongoing, proactive process.

But what does reinvention look like? From Philips' shift from consumer electronics to medical imaging to how a Slovenian heating company found its future in the automotive sector, Dr. Nadya's real-world examples reveal how rethinking strengths and opportunities can open new doors.

She also introduces The Titanic Syndrome, her groundbreaking book that draws a parallel between the Titanic's fate and the challenges modern businesses face. With striking examples—from Kodak's demise to startling statistics about Fortune 500 turnover—Dr. Nadya challenges leaders to rethink their approach before their organizations hit their own iceberg.

The real challenge? Culture. To address this, Dr. Nadya offers practical advice for leaders: gather your team for a "75-5 Exercise" that encourages them to rethink long-held assumptions and establish new rules for thriving in today's fast-paced world.

Dr. Nadya's message is clear: Stability is gone, and disruption is here to stay. Leaders must adjust their mindsets and embrace reinvention as a continuous journey. By doing so, they can turn challenges into opportunities and ensure their organizations not only survive but thrive.

Themes discussed in this episode:

• The rapid decline in business model lifespans, from decades to just five years, and what this means for the industry
• Why incremental changes are no longer enough in today’s fast-paced world
• How Philips’ pivot to medical imaging and Hidria’s transition to automotive demonstrate the power of rethinking strengths
• The concept of The Titanic Syndrome and how overconfidence, resistance to change, and lost knowledge are leading businesses to failure
• The cultural transformation needed to embrace continuous reinvention across teams and leadership
• Practical tools like the “75-5 Exercise” to challenge old assumptions and create new strategies for today’s evolving market
• Why leaders must see disruption as the new normal and treat reinvention as an ongoing, proactive process

Featured on this episode: 

Name: Dr. Nadya Zhexembayeva

Title: Founder & Chief Reinvention Officer, Reinvention Academy

About: Known as “The Reinvention Guru” and “The Queen of Reinvention,” Dr. Nadya Zhexembayeva is a scientist, entrepreneur, and acclaimed author with expertise in resilience and reinvention. She has guided organizations like the Bill & Melinda Gates Foundation, Coca-Cola, Cisco, L’Oréal, Danone, Henkel, Erste Bank, Danfoss, and Knauf Insulation in transforming their products, leadership strategies, and business models to adapt to shifting market demands and anticipate future disruptions. Nadya has delivered keynotes and workshops to over 500,000 executives, including four TEDx talks. Her award-winning books, along with her contributions to Forbes and Harvard Business Review, further solidify her as a thought leader in her field.

Connect: LinkedIn

Mentioned in this episode:

• HBR article "Constant Change Is Rewriting the Psychological Contract with Employees"
• Nadya's latest book, "The Chief Reinvention Officer Handbook: How to Thrive in Chaos"
• For CEOs, reinvention momentum is building
• Titanic Syndrome: Why Companies Sink and How to Reinvent Your Way Out of Any Business Disaster

Episode Highlights:

[03:30] Why Reinvention Matters Now: The lifespan of a business model has shrunk from 75 years to just five. Dr. Nadya explains why reinvention must be a continuous, proactive process—more like brushing your teeth than a one-time project—to keep up with today’s fast-paced world of change.

[06:39] What Reinvention Really Means: Dr. Nadya defines reinvention as managing a diverse portfolio of changes—ranging from incremental tweaks to radical transformations. She emphasizes that there’s no universal formula; each company must develop its own approach, blending continuous innovation and system-wide reinvention to adapt and thrive.

[09:33] Rebuilding Trust in Change: Employee support for change has plummeted—from 74% in 2016 to just 43% 5 years later. Dr. Nadya explains how broken psychological contracts and constant disruptions fuel resistance and why quick wins and confidence-building are key to re-engaging teams.

[14:47] Reinvention in Action: What do you do well, and who else might need it? Philips transformed from TVs to medical imaging, and Hidria pivoted from heating systems to automotive parts, proving the power of aligning core strengths with new market opportunities.

[18:23] The Titanic Syndrome: Dr. Nadya shares how her consulting journey began unexpectedly and led to her groundbreaking book, The Titanic Syndrome. She explains how overconfidence, resistance to change, and lost knowledge spell disaster for modern companies.

[23:04] Turning Crises into Opportunity: Dr. Nadya introduces the “75-5 Exercise,” a powerful team activity that revisits outdated rules from the long-cycle era and creates strategies tailored to today’s fast-changing environment. By rethinking old methods and embracing the new normal, teams can turn constant disruption into a competitive advantage.

[29:29] A Painful Business Metaphor: Using a live example with CEOs, Dr. Nadya demonstrates how many businesses are stuck in temporary fixes, refusing to adjust for long-term change. Her advice? “Adjust your chair” and embrace reinvention as a permanent mindset to stop the discomfort.

Top Quotes:

[05:13] Nadya: “If in the 20th century, the average life cycle of a business model was 75 years. This year, the average life cycle of a business model, including monopolies, mining, metals, and all those very long-cycle companies, is five years. Meaning you have to reinvent faster than you have ever done before. And 20% of companies today are reinventing faster than the budgetary price cycle, faster than every 12 months. So, when you are at this speed of change, things are moving very fast: new technology, new regulations, new customer demands, new competitors; you have to go faster and faster. And that's why reinvention is becoming such a big, big thing. Is that we recognize that incremental change is no longer sufficient. You still need to do it, but you cannot limit yourself only to incremental change.”

[10:20] Nadya: “Just in 2016, on average, 74% of employees were willing to support enterprise change, 74%. Five years later, it was only 43% and falling. Most employees today are actually trying to prevent their companies from changing, and statistics from another organization, Gallup, actually show that an average of 15% of employees are actively sabotaging their businesses, their companies, and their bosses in trying to prevent change from happening. So, they're in a state of active sabotage. That's Gallup 2024 research. Those two numbers combined, those two studies combined, tell me that the way we approach change is all wrong.”

[19:48] Nadya: “By 2014, the number of companies that were in desperate need of reinvention and were facing bankruptcy was through the roof. And I couldn't figure out what it is, because most of them think it's a technical or technological problem. If we only figured out the right technology, we would solve it. That's a very typical mistake. When I stand in front of a group of people and ask them, "What killed Kodak?" They say, "Digital photography." Great answer; the problem is Kodak invented digital photography; it was their own R&D. And that is the case for most companies; they think if we gather winning technology, this would be solving all our problems. No, it's a mindset problem. It's a management system problem.”

[27:45] Nadya: “Stop thinking this is temporary. If it's not electric China, it will be COVID. If it's not COVID, it will be elections. If it's not an election, it will be a recession. If it's not a recession, it will be God knows what. But something is going to shake you up in the next six months. So, now the question that you should be asking yourself is, what are the rules of the game in a permanent shit storm? And I tell you, statistics are on your side when we look at statistics of a typical crisis all the way down to the eighties. In a typical crisis, about 17% of companies disappear, and 17% go bankrupt; it is not horrible. I think it's kind of actually cleansing, but 10% of companies become stronger by sales, profits, employee engagement, and customer satisfaction. You can use every shitstorm to grow and develop. You just need to think of it, as your strategy, not be in a defensive position, but be on the fence.”

[30:46] Nadya: “I'm standing in front of the room with my slides, and I said something, and then I move around the room, and I stand in the back next to flip chart and start facilitating discussion. All the CEOs and owners turn around and kind of bend their necks and start looking at me. And I was there for five minutes, 10 minutes, 30 minutes, and at that moment, I asked them how's their neck doing. And they're like, "It hurts. It's very uncomfortable." And then my next question is, "Why haven't you moved the chair so far?"  Because that's the biggest metaphor in business. Most businesses are right now operating, thinking that this is temporary for the last 10 years; they're stuck with their necks, losing their mind, their necks hurting, and their people screaming because they made short-term adjustments thinking this is temporary instead of making full, meaningful reinvention, understanding this is permanent. Adjust your freaking chair! Your neck will stop hurting.”

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

AI is revolutionizing the automotive supply chain, but how do leaders harness its potential while staying true to ethical principles? In this episode, hosts Terry Onica and Jan Griffiths dive deep into the transformative power of AI with Dr. Charlotte de Brabandt, Head of IT Partner Management at ZF and a global thought leader on ethical AI. Charlotte's impressive career—spanning roles at Porsche, Volkswagen, Johnson & Johnson, and Amazon—gives her a unique perspective on how ethical AI is transforming the industry.

Charlotte introduces ethical AI as the development of systems that prioritize fairness, transparency, and accountability. She explains how addressing challenges such as bias and privacy during development ensures these systems align with ethical standards. This approach, she explains, not only fosters trust with suppliers and partners but also gives businesses a competitive edge.

For supply chain leaders, Charlotte offers practical insights on integrating AI into procurement and supply chain processes. She explains how AI can automate repetitive tasks, optimize decision-making, and strengthen supplier relationships. Through examples from industry leaders like IBM and Unilever, she shares the benefits of adopting ethical AI, from improving efficiency to meeting sustainability goals.

This transformation, however, requires more than just technology—it demands a cultural shift. How do you ensure AI-driven decisions are fair? How do you build a governance framework to guide ethical AI integration? Most importantly, how do leaders move from the outdated command-and-control approach to a collaborative, trust-based supply chain?

Charlotte's message is clear: The time to start embracing AI is now. The future is here, and the companies that embrace ethical AI today will lead the industry tomorrow. Don't miss this deep dive into the future of ethical AI in the automotive industry!

Themes discussed in this episode:

• The role of ethical AI in fostering fairness, transparency, and accountability in the automotive supply chain
• Why addressing bias and privacy concerns is essential to building trust with suppliers and partners
• How ethical AI can streamline repetitive tasks and enhance decision-making in procurement and supply chain processes
• Examples of successful AI integration in companies like IBM and Unilever
• The cultural shift required to move from command-and-control leadership to collaborative, trust-based partnerships
• The importance of establishing governance frameworks to ensure responsible and ethical use of AI
• Why adopting ethical AI now is critical for gaining a competitive edge and preparing for the industry’s future

Featured on this episode: 

Name: Dr. Charlotte Anabelle de Brabandt

Title: Head of IT Partner Management (with Procurement) & Deputy Head of IT Governance and Compliance, ZF Group

About: Dr. Charlotte Anabelle de Brabandt is a recognized digital futurist and procurement expert with over a decade of international experience across industries such as automotive, technology, and pharmaceuticals. She’s a published author, TEDx speaker, ISM 30 under 30 Megawatt Winner, a key member of the (ISM®) Thought Leadership Council, Executive Board member of Global Women Procurement Professionals (GWPP), and Advisory Board member of the Global Council for Diversity and Inclusion in Procurement (and Supply Chain). Charlotte is passionate about fostering collaboration, building high-performing teams, and aligning procurement strategies with sustainability goals. With a global perspective and proven expertise, she continues to drive impactful change in procurement and IT governance. 

Connect: LinkedIn

Mentioned in this episode:

• Navigating the Ethical Landscape of AI
• Autonomous and Intelligent Systems (AIS) Standards
• Ethics guidelines for trustworthy AI
• AI Now Institute
• Global MMOG/LE Standards for Automotive Suppliers
• 24 Essential Supply Chain Processes Worksheet for Supplier Performance

Episode Highlights:

[04:44] What is Ethical AI? Dr. Charlotte de Brabandt explains the concept of ethical AI and how it can provide competitive advantages for businesses that choose to adopt it.

[06:07] Ethics vs. Economics: Global economic challenges may slow ethical AI adoption. However, technological advancements present opportunities for businesses to invest in AI that aligns with ethical practices and attracts value-driven customers.

[08:03] AI in Supply Chain Management: AI transforms procurement, from automating tasks to strengthening supplier relationships. But its true potential lies in fostering trust—identifying risks, ensuring fairness, and enhancing transparency across every connection.

[10:48] The Mindset Shift for AI: AI isn’t here to replace jobs but to elevate them. Handling repetitive tasks frees professionals to focus on creativity and high-value work. Examples from IBM and Unilever show its potential in improving efficiency and meeting sustainability goals.

[20:09] Building Ethical AI Frameworks: Dr. Charlotte de Brabandt recommends starting with strong internal frameworks, leveraging resources like IEEE and European Commission guidelines, and tailoring best practices to fit your company’s goals.

[24:27] The First Step in AI: The first step in adopting AI? Establish a governance framework that integrates ethics into every stage of AI development.

[25:36] The Time to Act is Now: AI is evolving rapidly, and delaying adoption means missing opportunities. Dr. Charlotte de Brabandt reflects on how openness and collaboration can revolutionize procurement and drive innovation with ethical AI.

Top Quotes:

[05:06] Charlotte: “In the field of AI, ethical AI actually focuses on continuously developing artificial intelligence systems that ensure fairness, transparency, accountability, and respect for privacy. It is extremely crucial to get more familiar with this word, and as businesses evolve, integrating that ethical AI element is just essential to aligning technology with ethical standards and addressing biases, protecting data privacy. So, companies that then prioritize ethical AI, they get to build trust with their partners, with the vendors, they get to reduce risks, they gain a whole lot of competitive advantage, the whole competitive edge as being responsible leaders.”

[08:34] Charlotte: “AI is definitely revolutionizing procurement and supply chain management by, very much, automating all the tasks that we have going on, also enhancing decision-making, and especially improving the supplier relationships. So, I would say key ethical considerations. They include avoiding these biases but also going more into depth into ensuring transparency and protecting sensitive data. And while AI can help to identify supply chain risks, in my opinion, it's just essential to ensure algorithms are fair and do not disadvantage specific suppliers or regions, if you would like to say.”

[20:23] Charlotte: “Establishing a solid governance framework within the organization and integrating ethics into all stages of AI development and engaging the stakeholders for insights that should be the step number one. So, investing into trainings to build internal expertise and then staying informed. But for businesses aiming to then integrate ethical AI as the second step, I do recommend resources such as the IEEE guidelines, the European Commission’s AI ethics guidelines, and materials from the AI Now Institute, actually. Additionally, industry-specific resources and case studies can also be found just all over. And there is no perfect match, as there is never perfection around us, but there are just insights into best practices, sharing, and real-world applications of ethical AI.”

[26:17] Charlotte: “When I started in 2009, working for Volkswagen, it was really just hiding the vendors and no information, and really having that poker face. But then, as time emerged and as COVID happened, and we went into that virtual environment, I remember I then hosted this global RFP, and for the first time, I actually set up a call with 77 vendors. And back then, it was not normal to have that. And they were able to see each other, and that was the very first call I ever did as an experiment—like a social experiment. They were able to see each other, and I said, this is what we are aiming for, striving for, aligning on what is it that you desire to achieve.  You guys can see each other, use your vivid imagination, partner up, and come to me with that ultimate solution. So, as I said, there is no perfection. Perfection doesn't exist, but we have experts in the market. And helping them to join up their knowledge and come to us with a proposal—I think that is ultimately what will change and revolutionize the way we will do procurement, and especially with Ethical AI.”