Auto Supply Chain Champions

With the supply chain industry in the headlines for all the wrong reasons lately, it might make the idea of choosing it as a career path seem counterintuitive for college students. However, the field still presents excellent opportunities for young professionals and recent graduates. One of the primary challenges is that most students are unaware that majoring in supply chain management is even an option. Lori Sisk, automotive supply chain veteran and Assistant Professor at Wayne State University’s Global Supply Chain Management program, is determined to raise awareness and attract young talent. She says it’s essential to “get the word out” to high school and community college students that a program like hers exists — in the Motor City no less.Themes discussed in this episode: The importance of rotational programs to help students understand the many different areas within supply chainThe premium that today’s employers put on understanding data analytics and applying that knowledge to decision-makingThe complementary relationship between industry and academia in professional development programs like the one Lori helped develop at the Automotive Industry Action Group (AIAG)The increasing desire for flexibility in the workplace among supply chain students and recent graduatesHow students tend to defy their own expectations when provided with the right learning and work environments 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 Featured on This Episode: Name: Lori SiskTitle: Assistant Professor, Wayne State University’s Mike Ilitch School of Business; Owner, Accelerate to Success, LLCAbout: Lori is an Assistant Professor at Wayne State University’s Mike Ilitch School of Business in Detroit. She teaches in its Global Supply Chain Management program. Connect: LinkedIn Episode HighlightsTimestamp inflection points from the show[1:50] Multiple vantage points: Two and a half decades of experience across the automotive industry, including roles on the OEM and Tier One side and as a consultant, inform Lori’s work at Wayne State University, where she teaches in its Global Supply Chain Management program.    [3:42] Raising awareness: The biggest challenge Lori and her Wayne State colleagues face is letting students know the school offers a supply chain major and that supply chain is its own distinct career path. Being in Detroit and being passionate industry veterans and educators helps the recruiting effort. [5:05] A real-world education: Rotational programs with employers expose Lori’s students to supply chain niches that range from purchasing to logistics to materials management to production planning and give them a practical understanding of each part of the supply chain. [6:04] Hot spots: The supply chain areas Lori’s students tend to gravitate towards are purchasing, logistics and consulting.[7:40] New skills for a changing world: Companies want graduates to have a firm understanding of data analytics and know how to apply them to decision-making. It has become a focus at Wayne State. [8:29] Practical experience: As part of a required quality class, students participate in case studies created by industry professionals who are also Wayne State supply chain alumni. These former students come in and answer students’ questions. Top student teams get to present to executives at their companies. [11:58] Learning from the pros: Industry mentors (Terry Onica is one) are a key part of Wayne State’s supply chain program. Peer-to-peer mentoring is instrumental as well, especially for younger, newer students. [13:03] Key criteria: Industry recruiters want current and future generations of students to have internship experience, communication skills, data analytics understanding and technology skills as well as the ability to communicate across an organization when they graduate.[14:40] Continuing education: Active in the AIAG, Lori helped it develop a rigorous automotive certificate program that Lori says covers “every facet of supply chain in 23 weeks.”  [16:25] Advanced studies: Wayne State offers a unique master’s program in automotive supply chain in addition to its undergraduate program. [17:20] The one thing: Lori would tell supply chain leaders that students tend to achieve more than they realize they’re capable of, but this requires the opportunity to keep learning. To facilitate this, supply chain leaders need to provide a constantly improving environment that encourages continuous learning.Top quotes[2:42] “The students really give me that extra energy every day that I need to be able to keep going and to continue my passion not only of supply chain, but of teaching.”[5:21] “[Students] also want a lot of flexibility. As the world and the professional world has gotten used to being online, so have the students. They've gotten u

Sometimes you have to look back in order to propel forward.Download our summary of the "one thing" actionable items from each episode.Browse our back catalog of episodes:Episode #1 - Can the prophets really see the future? with your hosts Cathy Fisher and Terry OnicaEpisode #2- The Farm Girl Takes on the Supply Chain with Jan GriffithsEpisode #3- A Clearer Look Into Today’s Murky Supply Chain with Bill HurlesEpisode #4- Don't Forget the Grease! with Julie DedeneEpisode #5- Supply Chain Leadership: Risk, Resiliency, and Trust with Bill HurlesEpisode #6- Electrifying the Auto Supply Chain with Paul EichenbergAt 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

Paul Eichenberg has his finger on the pulse of the automotive industry. With an engineering background and three decades of automotive experience, the former Vice President of Corporate and Strategic Planning at Magna Powertrain, Inc. is now the head of his own consulting firm, which advises auto executives around the world on how to make the most of an era of disruption and the rise of electric vehicles. In eight years at Magna, Paul was responsible for three times growth and says this role put him “at the forefront of the major disruptions” taking place in the automotive industry today.In this episode, Paul talks about the unique set of supply chain obstacles that Internal Combustion Engine (ICE) and Electric Vehicle (EV) organizations face, the unexpected speed of progress in new battery technologies, and the type of supply chain leader that the electric vehicle industry demands.Themes discussed in this episode: Significant advantages that new entrants into the EV market have over traditional automakers who are entering the space. The challenge that the complexity of new EV technologies presents for executives in ICE organizationsHow operating without historic ICE supply chain systems creates challenges for EV organizations Why non-automotive electronics manufacturers entering the EV market are at a disadvantage and what they can do to help bridge the gapWhy ICE and EV components are “an apples-to-oranges comparison” Automotive leadership for the EV ageAt 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 Featured Guest: Name: Paul Eichenberg Title: Managing Director, Paul Eichenberg ConsultingWhat he does: Paul turns technology into growth by helping executives across North America, Europe and Asia navigate the operational, systemic and strategic issues this disruptive time in the automotive industry presents. Connect: LinkedIn Episode HighlightsTimestamped inflection points from the show[1:05] Electric avenue: Paul describes his 30-year career trajectory in auto manufacturing and how it led him to the frontlines of innovation and disruption in the industry. [2:17] A new paradigm: Automotive executives have been conditioned to see continuous improvement as their chief management responsibility. Electrification presents them with a whole new set of challenges and complexities that most of them are unprepared for, Paul says.[5:18] Deceptively simple: Building an electric vehicle requires only 60 percent of the manufacturing footprint of a gas-powered car. Yet EV manufacturers do not have the luxury of the business systems developed in the past few decades to support ICE vehicle production.[6:53] ETA unknown: Paul says that forecasting vehicle release dates are a “huge problem” for EV manufacturers because they don’t have the value chains that their ICE counterparts do to make forecasting reliable.[7:50] Joining forces: Companies like Panasonic benefit from years of automotive experience on top of their other verticals. Paul points to the collaboration between LG and automotive component manufacturer Magna International as an example of players without this experience connecting to an organization in the automotive field as a way to compensate.  [10:24] Raising the power bar: Ten years ago, the industry’s goal was less than $1000 per kilowatt hour for battery technology. Paul says progress on this is way ahead of schedule; today the goal is less than $100 per kilowatt hour.[13:18] Apples and oranges: Of the 550 parts typically found in an ICE, only 300 of them are involved in the manufacture of EVs. Because so many EV components are not found in ICEs and are not mechanical, they form a completely new value chain. [15:05] The one thing: The one thing Paul says is essential for leaders in the automotive industry is to recognize that it requires more than just delegation. “If you're not really willing to lead this from the top, and start to recognize that the future positioning of your organization —  the future growth, the future success — really resides with you and solving this problem, then, frankly, you're not the person for the job. You're not the person for the organization, because this is the type of leadership that's required today.” Top quotes[2:32] “Our industry has been driven by one thing and that’s continuous improvement, lean thinking, lean value chains, etc. So any automotive exec that’s in a leadership position today, what have they been programmed to do? Oh, I’m continuously improving what I’m doing.” [3:18] “If we take, for instance, the value chains associated with a battery pack or battery cells, the engineering around these systems hasn't even started to be optimized. The focus is really, how do we get the technology into vehicles? They have very different value chains. Where is all the battery technology being develope

General Motors’ former Executive Director of Global Supply Chain Operations Bill Hurles is back to share more insight on the current dynamic supply chain landscape. In a wide-ranging discussion, Bill (who spent almost four decades in the automotive industry before he retired) reflects on his time working with GM's former head of purchasing Ignacio Lopez. He also talks about the qualities he'd seek if he were hiring a Tier 1 supply chain leader today — and the strengths of younger generations in the workplace.Themes discussed in this episode: The most important qualities a Tier 1 supply chain leader must have How simple changes in the supply chain can save automakers thousands or even millions per monthWhy there’s more to supply chain than improving labor efficiencyThe resiliency and promise of younger supply chain workersWhat it was really like to work under Lopez, GM’s former head of purchasingThe power of enthusiasm in supply chain leadershipFeatured Guest: Name: Bill HurlesTitle: Executive Director, Supply Chain at General Motors (Retired)What he does: Over the course of a long and prolific career at GM, Bill worked in engineering and lean manufacturing before pivoting to supply chain management. By the time he retired after 38 years with the company, Bill led its entire global supply chain. Connect: LinkedIn 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 Episode HighlightsTimestamped inflection points from the show[1:14] Core competencies: A Tier 1 supply chain leader needs to have a broad understanding of the entire supply chain and the technology used to manage it. Bill also says it's crucial to be aware of the best procurement processes and have the ability to cultivate good relationships with suppliers.[3:25] Real talk: An ecosystem model of the supply chain demands transparency and open communication between an OEM and its suppliers. [4:26] One hand washes the other: If Bill were to advise Tier 1 CEOs today, he would underscore the direct relationship between supply chain and profitability.[5:54] Raising awareness: Quality organizations and the engineering community are the two most important partners supply chain leaders have in helping CEOs and C-suite executives realize that supply chain is a profit center, Bill says.[7:45] Millennials to Gen Z and beyond: Younger people entering the industry are showing themselves to be motivated and resilient, with a broad awareness of the latest technologies. [9:38] Constant connection, rapid progression: The industry’s newest generations of workers are much more connected to their peers than their predecessors were when they started their careers. Not only are they knowledgeable about technology, but they share information with each other on a daily basis. Bill is excited about this because it can give companies a much clearer view of how to drive improvement.[11:59] The Lopez era: Recalling his time at GM working under former purchasing head Ignacio Lopez., Bill says Lopez’s dictatorial, confrontational leadership style cost GM the trust of many of its suppliers, “which inhibited the growth of the organization.”[12:28] The one thing: To build trust and connection with employees, a supply chain leader has to be a great communicator — and an "all in," enthusiastic, excited, open-minded, humble member of the team.Top quotes[2:36] “The most important tool in 'de-risking,' or increasing resiliency, is great supplier relations.”[2:52] “You can't control when an earthquake is going to happen. You can’t control when a pandemic is going to happen. But you can build a foundation that allows you to react effectively and not be in total firefighting mode.” [4:30] “Supply chain helps you make money. In reality, it's where money can be made and is made.” [7:38] “Especially after recovering from bankruptcy, I think there was a hesitancy to broaden [GM's employees') responsibilities. But as younger people come into the workforce, they're extremely resilient. They want to contribute. Their desires are so strong. And at the same time, they value partnerships and value working in a team. They're extremely active in their communication.”[8:33] “Understanding the entire system is so important. Gen Zs and [other] young people are getting a much better understanding of [supply chain] capabilities … They have a much broader and greater understanding of the technology of the future.”[13:08] “Being someone enthusiastic and really excited about where you're taking your organization can motivate your employees [and] also your colleagues. With that, they know you're with them  that you're 'all in.' You need to be all in as a leader, and you need to do that with an open mind, great communication, and humility.” 

It’s a good thing Julie Dedene likes to think on her feet. In her role as a supply chain manager for industrial lubrication supplier Eastern Oil Company, she’s had to contend with everything from the COVID shutdown to a demand spike, labor shortages, and natural disasters.Julie describes her job as “a constant battle,” but as someone who loves a good puzzle and solving problems in real-time, she’s in her element.Themes discussed in this episode: How Julie "fell" into a career in supply chain after working in human resourcesThe importance of continuous communication with suppliers and customersHow to attract Millennials to the supply chain industry Why having multiple suppliers is critical in an emergencyThe need for supply chain leaders to open their minds to alternative productsFeatured Guest: Name: Julie Dedene Title: Supply Chain Manager at Eastern Oil CompanyWhat she does: Julie began steadily working her way up the supply chain ladder at Pontiac, Michigan-based Eastern Oil Company when she was hired in 2015 as a purchaser. Today, she manages the organization’s supply chain. Connect: LinkedIn 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 Episode HighlightsTimestamped inflection points from the show[1:17] A false start: After realizing human resources wasn’t for her, Julie joined Eastern Oil Company as a buyer and began her career in supply chain. [2:02] Never a dull moment: Since 2020, Julie and her team have dealt with a number of challenges. COVID, a demand spike, labor shortages, and bottlenecks created what Julie describes as “a huge trickle-down effect.” [2:28] The perfect storm: In 2021, fires at multiple oil and chemical facilities in several states and a winter storm in Houston seriously affected the industry's ability to meet demand and do business. [4:16] Check your sources, and make sure there’s more than one: To address unforeseen disruptions, Julie recommends that manufacturers have multiple suppliers, each approved to provide more than one material. [6:15] Communication is your fail-safe: Amid the instability of the past few years, Julie has found continuous communication with customers and suppliers to be essential in keeping things running as smoothly as possible. [8:19] Small advantage: Since she doesn’t have to navigate the giant hierarchy of a big corporation, it’s easy for Julie to communicate directly with decision-makers and stakeholders in her organization. [10:12] Piecing it all together: While working in human resources, Julie realized that she really liked numbers and analysis. Eventually, she made the transition to supply chain. [12:32] Ground control: The importance of a strong IT system can’t be understated. Julie says this is especially true when multiple sites work together and need to view the same data. [13:12] The one thing: The auto supply chain industry would benefit from being “more open to alternative products,” Julie says. She stresses the importance of having backup plans to keep things moving, even when the unthinkable happens. Top quotes[1:53] “I feel like every day I'm walking into something new. When you think it can't get any worse, somehow it does.”[3:32] “You always have to think outside the box to make magic happen, and that's what we've been doing for almost two years now.” [4:16] “One thing I would recommend [manufacturers] do is not be single source or not have just one material approved. Being a small company, we have the flexibility with our lab and management and everybody at our company to [say], Hey, we can't get this. What else can we do? And we figure it out.” [7:16] “I have to pretty much keep my day open because you don't know what's going to hit. We could get hit with one of my supply chain analysts getting a response from a vendor: We have an issue with this. We can't get this for you. Or we can only get one out of four that you ordered. We're in a very reactionary state right now. Honestly, I love it. I love the puzzle building. I love trying to figure the mess out.”[10:39] “I really fell in love with all of the analyzing data, figuring out buying patterns, how we should buy products, stocking levels, production schedules, and trying to make the whole … puzzle work so that we can be as efficient as possible. I guess in order to get more people like myself involved, it just comes down to opportunities available. And knowing that supply chain just isn't transportation logistics.” [13:48] “Have alternative sources for everything, just because you never know what life will  throw at you.”

Over the course of nearly four decades in the automotive industry, Bill Hurles has seen a lot. With a mechanical engineering degree and an MBA in hand, he began working at General Motors in the 1980s. Eventually, he moved from the engineering side of the organization into manufacturing, and when an opportunity arose in supply chain management, he took it. When Bill retired, he was GM’s Executive Director for Global Supply Chain Operations. Today, with supply chain issues suddenly in the headlines, he is the perfect guest to shine some light on where the auto supply chain has been, what’s led to its current struggles and where it’s headed. Themes discussed in this episode: How you never know where your career in the auto industry will take youThe efficiency and effectiveness of lean manufacturingWhy organizations would be better off improving supply chain systems than replacing them altogether What Bill would do to address the current supply chain issues if he came out of retirement and stepped back into his role at GM. The challenge (and importance) of providing continuing education for experienced people within an organization Featured Guest: Name: Bill HurlesTitle: Executive Director, Supply Chain at General Motors (Retired)What he does: After several years on GM’s engineering side, Bill began working in manufacturing as a skilled trade supervisor at a GM transmission plant. At this time, the automaker was focused on lean manufacturing. While observing the benefits of this approach, he moved into a supply chain management role, then a divisional role in supply chain. He eventually headed the entire North American territory. By the time he retired after 38 years with GM, Bill was directing its global supply chain. Connect: LinkedIn Next Best Action(s): Do This Now for the Future of Your Supply ChainIn the auto industry, we "count on the tiered supply nation," says Bill. To ensure the success of their supply chains in the future, he thinks OEMs need to take more control of sub-tier components and commodities. Other industries, like electronics — Apple is a prime example — "have a much more defined responsibility there," he adds. "I could see a day where the OEMs actually purchase the material." OEMs could even warehouse and distribute this material so they're able to control both quantity and usage. The more control a manufacturer has over each element of the supply chain, the more it reduces the complexity of its manufacturing process. "Especially in light of today's environment, we need to help manage our own destiny at a stronger level than we ever have in the past," Bill says.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 Episode HighlightsTimestamped inflection points from the show[3:46] The green book: When Bill started working at a GM transmission plant, the company was using what they called its “green book,” a manual of guidelines based on the Toyota Production System. It exposed him to lean manufacturing and showed him how well it eliminated waste and increased efficiency.[5:34] Greater than the sum of its parts: Many have pointed to the recent semiconductor crisis as proof that lean manufacturing doesn’t work. Bill calls this “myopic,” because lean and Just in Time is an entire system, not an event. The system as a whole works. [6:27] Room for improvement: The semiconductor crisis is not the fault of lean manufacturing. Rather, Bill thinks it’s critical for suppliers and OEMs to dig deep and scrutinize their supply chains. They need to look at buffering and control of their inventories. [7:18] Root causes: Bill blames current supply chain issues on a lack of visibility into the supply chain and a lack of integration of information. In other words, isolated pieces of data along the supply chain that those in possession of them are failing to communicate. [8:24] Brain drain: He also attributes current problems to a shortage of skills and talent due to post-bankruptcy industry layoffs as well as COVID attrition.  [9:15] If he could do it all over again: If he were directing the global supply chain for GM now, Bill would first zero in on determining what his “critical components are.” [9:24] Risk/reward: To do this, he might put together a task force to assess risks to the supply chain and how to mitigate them. [10:03] Anticipate and build: He would simultaneously focus on supply shortages and on “who’s who” in his organization, in terms of talent that could meet any expected or current challenges. [11:49] A useful framework: In their report for “Delivering on the Promise of Delivery: Preventing Future Auto Supply Chain Disruptions,” Cathy and Terry outline 24 essential supply chain processes. Bill encourages employees at every stage of procurement or supply chain logistics to familiarize themselves wi

In the last episode of Auto Supply Chain Prophets, host Jan Griffiths and guests Cathy Fisher and Terry Onica discussed the evolution of supply chain management in a global marketplace. They agree that the pandemic served as a wake-up call for business leaders who thought Industrial Age management systems were good enough for the 21st century.This time around, Cathy and Terry turn the tables and pick Jan’s brain to find out what she’s observed in her three-plus decades in the automotive industry. Download the 24 processes e book here Themes discussed in this episode: The magic of setting foot on a shop floor for the first timeThe value of working in a different industry for a whileExpectations versus reality, once you make it into the C-Suite Why "command and control" supply chain models don’t apply nowHow leadership in an ecosystem model is about interdependent relationships, not about assigning blame when issues arise in the supply chainFeatured on This Episode: Name: Jan Griffiths Title: President and Founder, Gravitas DetroitAbout: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, Tier 1 global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops designed to empower authentic leadership and accelerate high performance teams. Jan is the host of the Finding Gravitas podcastConnect: LinkedInName: Cathy FisherTitle: Founder and President, QuistemAbout: Cathy’s firm Quistem helps companies, particularly in the automotive industry, eliminate customer complaints and increase profits. She has worked in the automotive supply chain since the 1980s, when she started her career at General Motors. Connect: LinkedIn Name: Terry Onica Title: Director, Automotive at QADAbout: For two decades, Terry has been the automotive vertical director of QAD, a provider of manufacturing Enterprise Resource Planning (ERP) 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 (EDI) for Ford assembly and component plants.  Connect: LinkedInAt 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 Episode HighlightsTimestamped inflection points from the show[1:19] From farm to table saw: Jan recalls being a “rebellious, passionate farmer’s daughter from Wales” who took a temp job in the purchasing department of automotive supplier BorgWarner. This was her first exposure to manufacturing and the shop floor. [2:44] Opportunity knocks: BorgWarner sent Jan on what was supposed to be a 10-day business trip to the U.S. She decided to stay. It’s been 35 years and counting. [3:09] A brief detour: Jan was “in love with the automotive industry” and worked her way through several Tier 1 suppliers. However, she spent a year directing LeanSigma at Maytag and recommends trying out a different industry for a while to gain perspective. [4:22] Reality check: When Jan finally made it into the C-Suite, it didn’t meet her expectations. Supply chain itself hadn’t always been part of the C-Suite. When it finally got a seat at the table, it was a victory. Yet Jan remembers her surprise upon realizing that its role seemed to be “all about cost,” rather than getting the right product to the right place at the right time — and driving profits.[6:16] Modern times require modern methods: Stephen Covey said that “operating today with command and control as your leadership style is like playing tennis with a golf club.” Jan loves this quote because it applies directly to the auto industry. Tier 1 auto executives continue to operate their supply chains on this outdated model Instead of seeing the need for change. [8:06] The importance of launch: Energy, focus and resources need to be concentrated during a program launch. This is essential to the health of the supply chain, Jan says.[8:30] Neglected links in the chain: Cathy has seen some effort in terms of advanced product planning program launch, sourcing and preparing suppliers, and negotiating. But other equally important priorities, like transportation, need more attention.[9:10] It’s (still) all about freight: Terry is frustrated at what she sees as an industry standard for supply chain based on avoiding premium freight charges.[10:01] Collaboration as weakness: Jan says suppliers are automatically blamed when a problem occurs in the supply chain. Those who choose to work with suppliers (rather than attack them) to fix issues are generally viewed as weak. [11:41] Secret rendezvous: In a former role, Jan found herself holding meetings with suppliers off-site because upper management thought the only way to deal with suppliers was aggression. That way, “[management] couldn’t see that I was actually having a reasonable discu

In the automotive industry, supply chain is typically not viewed as a driver of profits — but that needs to shift. Over the years, the supply chain has evolved from a mostly local or regional operation into a sprawling, diverse, global enterprise. And as the pandemic proved, it can make or break an organization. In the premiere episode of Auto Supply Chain Prophets, co-host Jan Griffiths talks with Cathy Fisher, Founder and President of automotive management systems firm Quistem, and Terry Onica, Director, Automotive who directs vertical solution strategy for enterprise resource planner (ERP) and supply chain solution provider QAD, about the importance of changing this perspective. Download the e book hereThemes discussed in this episode: The automotive supply chain is no longer vertically integrated. It’s diverse and global.How to view supply chain as a moneymaker in the automotive industry.Supply chain has been viewed, until recently, as an operational function. It needs to be approached as a strategic one with implications for the bottom line. Cathy and Terry’s definition of supply chain.The Industrial Age roots of the traditional “command and control” style of supply chain management and why it doesn’t fit the current realities of manufacturing.Featured on this Episode Name: Cathy FisherTitle: Founder and President, QuistemAbout: Cathy’s firm helps its clients, particularly automotive clients, eliminate customer complaints and increase their profits. She has worked in the automotive supply chain since the 1980s when she started her career with General Motors. Connect: LinkedIn Name: Terry Onica Title: Director, Automotive at QADAbout: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning (ERP) 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 (EDI) for all the Ford assembly and component plants.  Connect: LinkedInName: Jan Griffiths Title: President and Founder, Gravitas DetroitAbout: A veteran executive in the automotive industry, Jan previously served as chief procurement officer for a $3 billion, tier-one global automotive supplier. As the president of Gravitas Detroit, Jan provides online courses, speeches, podcasts and workshops to break the mold of command and control leadership to help you unleash the potential of your team and allow authentic leadership to thrive!Connect: LinkedInAt 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 Episode HighlightsTimestamped inflection points from the show[1:21] A supply chain shift: When Cathy Fisher, Founder and President of automotive management firm Quistem, began her career with General Motors in the 1980s, the supply chain was much more vertically integrated. Now it’s more global and diverse.[2:42] Decades of shop floor experience: Terry Onica directs enterprise resource planner (ERP) and supply chain solution provider QAD’s automotive division. She began her career in supply chain in the 1990s, implementing all the electronic data interchange (EDI) for Ford.[3:58] The good, the bad, and the ugly: Jan Griffiths points out that ERP providers have to observe and improve upon every aspect of an organization’s supply chain, and this kind of experience is invaluable to discussions like those that will take place on this podcast.  [5:46] Cash in the chain: Automotive manufacturers traditionally thought that the shop floor was the real source of money and value. Cathy and her colleagues have noticed that money is actually made in the supply chain, where sourcing, physical logistics, and materials management are key factors. [7:26] Defining the supply chain: A range of definitions exist, but to Cathy and Terry, supply chain includes all the materials plus the purchasing at the corporate and plant levels. [8:34] Two steps back: The pandemic created something of a return to the vertically integrated supply chain, which was more localized or regionalized. By 2020, It had evolved into a more sprawling landscape with multiple sites spread out all over the world.   [9:55]  A wider view: Cathy and Terry are encouraging organizations in the automotive industry to focus on the supply chain strategically, as well as operationally. [10:30] The green monster: One need only look at Amazon or similar organizations to see the profit potential of the supply chain. Cathy says that if the automotive industry doesn’t start to study these examples, “Amazon’s going to start selling our cars.” [12:22] It’s time to evolve: The current “command and control” leadership model grew out of the Industrial Age. Jan believes the way for automotive companies to move ahead is to start viewing supply chain as “

Do you want to escape the neverending costly cycle of supply chain disruptions? Are you looking for proven secrets to supply chain success to give your organization a competitive advantage? Join the Auto Supply Chain Prophets Podcast with your co-hosts Terry Onica of QAD, and Cathy Fisher of Quistem to get actionable insights for finding real profits in your supply chain. Listen in as Terry and Cathy share over 70 years of automotive manufacturing supply chain and quality expertise to help you discover hidden profits in your supply chain. You'll hear from enterprising automotive supply chain leaders who are successfully leveraging their supply chains to increase their organization's profits. We'll be releasing a new episode every two weeks. You can find the Auto Supply Chain Prophets podcast on your favorite podcast app, or click here because the auto supply chain is where the money is!Visit us at https://autosupplychainprophets.com/