At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here When constant disruption becomes part of the job, how do you build a supply chain that can withstand the pressure?In this episode, Kyle Price, Vice President of Procurement at Caterpillar, joins Jan, Terry, and James to talk about building a resilient, flexible supply chain in a world that doesn't slow down. With more than 20 years at Caterpillar, Kyle offers valuable insights that acknowledge the complexity of supply chain management, but don't get stuck in it, either.Supply chains have gone from regional and predictable to global and deeply complex. And the risks? They're not just more frequent; they're evolving. So how do you lead through that? Kyle says don't wait for the perfect solution. You build flexibility into the design from the start. That means dual sourcing, holding strategic inventory, and using AI to spot risk early.These ideas aren't new, but Kyle explains how to make them work. Dual sourcing, for example, doesn't have to mean doubling your cost. You can move quickly when needed by identifying backup suppliers early and setting up agreements in advance, without spending heavily up front.Kyle brings up the importance of prioritization. With massive amounts of supplier data, it's easy to get lost. He explains how Caterpillar uses internal tools, including AI, to focus on what matters most to the business. For them, managing risk is not a side task. It's part of how procurement works day to day.He also talks about the impact of new regulations. Kyle doesn't see this as something to push back on. For him, it's about being prepared and building the capability to respond. Resiliency, in his view, isn't just about avoiding disruption. It also affects cost, quality, safety, and how competitive you can be.Jan asks Kyle what he'd tell supply chain leaders who feel too busy or too stretched to think about risk strategy. His advice? Start small. Don't wait for perfection. Focus on the pain points you already know, and build from there. Whether you do it in-house or partner up, just start.Toward the end, Kyle talks about how he stays connected to the industry outside Caterpillar through his work on the AIAG board and with students at BYU's supply chain program. His goal isn't just to manage risk today but to help build better supply chain leaders for the future.Themes discussed in this episode:Why flexibility needs to be designed into the supply chain from the startHow AI and data tools are reshaping procurement risk strategiesHow to lead a supply chain team when the pressure never stopsHow risk planning must be embedded into everyday procurement processesThe growing compliance pressure to trace materials across global supply chainsHow supply chain resiliency drives cost, quality, and safety improvementsThe importance of industry engagement in building the next generation of supply chain leadersFeatured on this episode:Name: Kyle PriceTitle: Vice President of Procurement at CaterpillarAbout: Kyle is the Vice President of Procurement at Caterpillar, overseeing the Supply Resiliency organization. In this role, he leads a global procurement team that supports all four Caterpillar verticals and is responsible for developing enterprise strategies and processes that promote operational excellence within the supply network.Over his 24 years with Caterpillar, Kyle has worked in various areas of the business, taking on...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Sometimes the best insights come from looking back.In this special episode of Auto Supply Chain Prophets, hosts Jan Griffiths, Terry Onica, and James Liegghio break from their usual guest format to reflect on the year's most impactful episodes. Each shares the moments and lessons that resonated most with them and why they matter as the industry faces more pressure, complexity, and change.Terry highlights her favorite episode with Achim Gatternig from Magna, whose perspective on supplier disruptions, tariffs, and supplier scorecards stood out. The reminder that Supplier Relationship Management (SRM) is no longer optional was a clear call to action—and a practical one.Jim brings up his pick, the episode with Angela Johnson from Plante Moran. Angela's background in anthropology gave her a unique way of explaining the WRI (Working Relations Index). For Jim, the message was clear: Supply chain is about people, and relationships at every level still matter more than we think.Jan's pick? The live podcast recorded at the AIAG Supply Chain Conference. For her, that episode captured the real energy of the event. The episode featured various voices, and the diversity of backgrounds and perspectives came through naturally, without trying. And for Jan, that's where podcasting shines best.Then there was Guillermo from Magna. His episode went beyond operations. He talked about mental health. He shared his own experience. And it hit hard, because not enough people in this industry talk about it.The hosts gave credit to Magna for creating space for that kind of honesty and agreed that emotional well-being needs to be part of the leadership conversation, especially for the next generation. Across all these moments, one thing is clear: Tools and systems help. But what really moves the needle is how we lead, communicate, and show up for the people behind the process.To wrap it up, the hosts want to hear from you. Which episode stuck with you, and why? With more events and more voices coming soon, this conversation is just getting started.Featured on this episode: Name: Jan GriffithsTitle: 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: LinkedInName: James “Jim” LiegghioTitle: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here “Just tell us why you’re making changes.” That simple request from a Tier 2 supplier at an AIAG conference says everything about where the automotive supply chain still struggles.The supply base still faces a lack of basic communication. Data is also slow to move, locked in outdated systems, or scattered across formats. Catena-X aims to address these issues.In this episode, Jan Griffiths, Jim Liegghio, and Terry Onica sit down with Kevin Piotrowski, Chief Transformation Officer at AIAG, to talk about what Catena-X really is and what it means for the future of the automotive supply chain.Kevin explains what Catena-X does. It’s a network that allows companies to share complex data across the entire supply chain, up and down multiple tiers. Catena-X is encrypted, controlled, and designed to enable suppliers and customers to decide who sees what. It’s not your usual point-to-point system; it’s built for multi-tier collaboration.The group gets into real examples. One supplier used Catena-X to calculate carbon footprint using actual data instead of averages and found a 46% drop in reported emissions. And no, Catena-X isn’t replacing EDI. Kevin clarifies that EDI still works well for structured transactions like shipment notices. Catena-X handles everything that doesn’t fit neatly into that box—data that needs to be shared for visibility, not stored or processed.They also talk about supplier overload, where small raw materials suppliers get hit with hundreds of requests for the same information. Catena-X could solve that by allowing assessments and surveys to be shared once, securely, across customers.This isn’t just a European project. It’s a global standard, and AIAG is helping drive its rollout in North America. OEMs, suppliers, and solution providers are already getting involved, with pilot projects and certifications underway.The episode closes with a message to listeners: this is just the start. There’s more to cover, and the team wants to hear your questions. If you want to know something about Catena-X, now’s the time to ask.Themes discussed in this episode:The need to fix basic communication gaps in the automotive supply chainHow Catena-X enables secure, multi-tier data sharing across suppliers and OEMsThe importance of real-time data in automotive supply chainsWhy traditional data systems can’t keep up with today’s global supply chainsThe difference between structured EDI and Catena-X’s complex data exchangeHow Catena-X helps contain quality issues before they become costly recallsThe critical role of encrypted, permission-based access in protecting supply chain IPWhat tech providers need to know about Catena-X certification and readinessFeatured on this episode:Name: Kevin PiotrowskiTitle: Chief Transformation Officer (CTO) at Automotive Industry Action Group (AIAG)About: Kevin serves as Chief Transformation Officer at AIAG, where he leads enterprise-wide transformation for the world’s largest global automotive association. With decades of leadership experience in both automotive and manufacturing, including senior roles at Infor and AIAG, Kevin has built a reputation for driving innovation, strengthening collaboration, and advancing data integration across complex supply chains. His expertise spans process improvement, global operations, and large-scale technology adoption, and he’s playing a key role in...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here What does it take to build trust between OEMs and suppliers — and why does it matter now more than ever?Dr. Angela Johnson, partner at Plante Moran and the new owner of the Working Relations Index (WRI), joins the show to walk us through the 2025 results and what they reveal about the automotive industry’s most critical, and often overlooked, business relationships.This year’s survey shows the biggest gap between the top and bottom OEMs since 2007. Toyota, Honda, and GM improved their scores, while Stellantis, Ford, and Nissan declined, widening the divide. Angela explains that this shift wasn’t because the bottom three necessarily got worse, but because the top three pulled ahead by leveraging long-standing relationships and adopting collaborative practices when it mattered most.Internal alignment was another differentiator. Toyota, Honda, and GM worked across functions — purchasing, engineering, quality — while others struggled with silos and regional disconnects that left suppliers frustrated and confused.Culture came up again and again. Angela introduces the concept of “embedded behaviors” — leadership habits that trace back to a person’s first real boss. These behaviors stick, often for decades, and shape how companies interact with suppliers today. In GM’s case, even with ongoing issues like engineering changes and volume swings, suppliers recognized effort. They saw transparency, and it made all the difference.Then there’s Ford. The team made a well-intentioned decision to outsource parts of purchasing to India, but didn’t account for how it would affect supplier communication. It created more confusion than clarity, and it showed up in their WRI scores.One thing’s clear: good relationships drive real results. Angela shares how WRI scores have a measurable connection to financial performance, especially for OEMs like Toyota, where strong supplier ties align closely with same-year earnings.The takeaway? It’s not just about KPIs. It’s how people behave. If you want better results, measure relationships and take them seriously.Whether you’re a global OEM or a small supplier, the fundamentals are the same: communicate, treat people with respect, and stop thinking of relationships as the “soft stuff.”Because in this industry, they’re anything but.Themes discussed in this episode:The widening trust gap between top and bottom OEMs in the 2025 WRI resultsHow strong supplier relationships directly impact financial performanceWhy responsiveness, communication, and basic “enabling behaviors” still matter mostHow internal silos and regional misalignment weaken supplier trustHow leadership behaviors are passed down across generations in the industryWhy measuring relationships—not just KPIs—is critical to long-term successThe hidden risks of outsourcing without proper communication planningThe cultural habits OEMs fall back on during times of stressFeatured on this episode: Name: Dr. Angela JohnsonTitle: Supplier Relations Analytics Principal at Plante MoranAbout: Dr. Angela leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Recorded live from the AIAG Supply Chain Conference in downtown Detroit, this episode captures real conversations with the people driving (and dealing with) supply chain change. With a fresh venue, new voices, and an unfiltered look at what's working (and what's not), the ASCP team dives into what's happening across the automotive supply chain, shaping the road ahead.The day starts with fresh eyes—Wayne State student John LaGarde shares what it's like attending his first supply chain conference. He's drawn in by the industry's complexity, but what stands out is his call for continuous learning and work-life balance—things Gen Z now expects, not just hopes for.Fred Coe, Chair of AIAG's EDI Advisory, gives an update on their latest EDI survey. 500 companies responded, and results show a split: some still use fax and email, while others have moved to APIs. The industry isn't aligned, but the interest in standardization is growing.Dr. Bing Xu from Catena-X shares what he heard at the event: companies are looking beyond old supply chain methods and focusing more on using data properly. He notes the interest in AI tools and stresses the need for fast implementation, especially with growing pressure from tariffs and supply chain instability.Then comes Sig Huber from Elm Analytics with a warning: uncertainty is paralyzing the industry. Companies aren't investing, demand is unclear, and policy changes continue. A 5% increase in the cost of goods could double the number of distressed suppliers. Whether demand rises or drops, disruption is coming.That pressure is already hitting the tier-two level. Jennifer Smith, VP of Supply Chain at Royal Technologies, explains how suppliers are stuck—OEMs want cost cuts, suppliers want margin. Her focus? Speeding up processes and getting actual context behind data. Suppliers need the "why" to make the right decisions—and that's still missing in too many places.Finally, Tanya Bolden from AIAG puts the day into perspective. The industry is changing fast. Mandates, electrification, decarbonization, and digital tools are all colliding at once. AIAG's job, she says, is to bring all those pieces to the table—while helping the next generation of professionals see that this isn't your grandfather's supply chain job.Themes discussed in this episode:The unpredictability and chaos of today’s global tariff landscapeWhy AI and digital tools are now essential for managing supply chain complexityWhat the next generation of supply chain talent actually wants from employers—and why the industry needs to listenWhy transparency from OEMs matters more than ever to tier-two suppliersHow policy shifts and tariff uncertainty are paralyzing investment and planningThe risk of a bullwhip effect—and why the industry is still unprepared for sudden shifts in demandHow supply chain roles are evolving—and why the next generation needs to see that shiftFeatured guests:Name: John LaGardeTitle: Marketing and Global Supply Chain Student at Wayne State University - Mike Ilitch School of BusinessDiscussed: [03:04] First-time attendee John LaGarde shares what drew him to supply chain, what surprised him at the conference, and what today’s students really want from employers.&nbsp;Name:<a...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here During her trip to Wales, Jan Griffiths took a call from CBS Detroit to weigh in on tariffs. That conversation led her to a bigger question: even if we bring manufacturing back to the U.S., do we have the workforce to support it?This led to this conversation with Torsten Schimanski, the Chief Strategy Officer at NJMEP, who’s spent years addressing the talent gap in U.S. manufacturing.In this episode, Torsten explains that millions of manufacturing jobs in the U.S. could go unfilled in the coming years, and current efforts to address this issue will not be enough to close the gap.The industry is facing decades-old perceptions of manufacturing work, a massive generational exit, and the reality that most companies don’t have a clear talent pipeline or long-term plan. Torsten doesn’t just see this as an HR problem. He sees it as a supply chain issue.So, he introduces an innovative approach: apply core supply chain tools—demand planning, sourcing, supplier management—to workforce strategy. That means forecasting the skills you’ll need, identifying where you’ll get them, and making retention a priority before it becomes a crisis.Torsten also criticizes the passive mindset that waits for the government or outside forces to “fix” the problem. In his words, if you’re waiting for someone else to build your workforce, your business might not be around much longer.He’s clear about what will happen if we don’t take action: production delays, rising costs, quality issues, and constant turnover. Even automation won’t save us if no one’s trained to run or maintain the machines.This isn’t a future problem. It’s already here. And if manufacturing companies want to survive the next decade, they must take ownership of workforce development—starting now.Themes discussed in this episode:The workforce shortage threatening the future of U.S. manufacturingWhy manufacturing workforce development needs a supply chain strategyThe effects of baby boomer retirements on manufacturing labor shortagesHow outdated perceptions of factory jobs affect workforce recruitmentThe business risks of ignoring workforce development in manufacturing operationsHow to apply supply chain strategies to manufacturing workforce planningHow NJMEP supports small manufacturers with workforce training programsWhy manufacturers must lead workforce development—not wait for government solutionsFeatured on this episode:Name: Torsten SchimanskiTitle: &nbsp;Chief Strategy Officer at New Jersey Manufacturing Extension Program (NJMEP)About: Torsten is the Chief Strategy Officer at the New Jersey Manufacturing Extension Program (NJMEP), a nonprofit focused on supporting and advancing manufacturing in New Jersey. Prior to joining NJMEP in 2017, he led the Training &amp; Learning Center at Festo Didactic, a global leader in industrial automation and education, and worked internationally as a business consultant specializing in leadership and workforce development. His contributions have earned him the 2017 Impact Award from the New Jersey Technology and Engineering Association and, with the NJMEP PEN-Team, the 2021 Excellence in STEM Education Award from the Health Care Institute of New Jersey.Connect: LinkedInMentioned in this...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here No full episode this week—but Jan Griffiths jumps on the mic with a quick Memorial Day update. She takes a moment to thank all military personnel, past and present, for their service and lets listeners know the team is taking a short break.Jan also shares a heads-up about the upcoming AIAG Supply Chain Conference on June 17th in Detroit — a fresh new venue and format, plus a live podcast recording right from the show floor.They’ll be back next week with a brand-new episode. Until then, stay safe, enjoy the holiday, and check out autosupplychainprophets.com for more.Featured on this episode:&nbsp;Name: Jan GriffithsTitle: President and Founder, Gravitas Detroit&nbsp;About: Jan is the architect of cultural change in the automotive industry. As the President &amp; 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: LinkedInMentioned in this episode:AIAG Supply Chain ConferenceAutomotive Industry Action Group (AIAG) Launches New Website and Brand Designed to Ignite the Next-Generation of Automotive ProgressPlease visit this link to access our complete collection of podcast episodes.

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Tariffs are back—and this time, it’s chaos. In this episode, Ambrose Conroy walks us through what’s happening in Washington as of April 28th, where policy shifts are fast and unpredictable.&nbsp;With talk of embargoes and “Global Tariff Day,” the administration is pushing to bring manufacturing back to the U.S., even if it means higher costs and economic disruption.Free trade is done. A 10–15% global base tariff is likely. The U.S. is leaning hard into mercantilism, aiming to favor domestic production. However, with so many moving parts and unclear rules, companies are frozen. All eyes are on May 3rd—when decisions could drop that change everything overnight.For supply chain leaders, the old low-cost country strategy is falling apart. China is expensive and complicated. Tariffs make Mexico uncertain. Other regions come with their own risks. The only reliable answer? Make it in America. But that brings a new set of problems.To support the shift, the administration plans to add one million new manufacturing apprentices annually. If it happens, it could help—but it’s not here yet. In the meantime, companies have to be strategic. That means filling up U.S. plants, identifying where capacity exists, and moving production where it makes sense.Financial risk is rising fast. With one in five suppliers predicted to face distress, Ambrose urges leaders to look closely at warning signs—and to start real conversations. The solution is clear: Set up a trade and tariff war room, staff it with your best people, and build real-time models to stay ahead of disruption.The companies that survive this won’t be the ones cutting costs. They’ll be the ones investing—in people, systems, and long-term strategy. Ambrose makes the contrast clear: best-in-class companies are staying ahead, while poor performers are cutting themselves into a corner.If the industry wants to rebuild, it has to change how it operates. That means better communication between OEMs and suppliers, a shared commitment to stability, and a willingness to collaborate in ways the industry hasn’t seen in decades.Because in the end, it’s simple: you can’t build cars without parts. And you can’t solve this alone.Themes discussed in this episode:The unpredictability and chaos of today’s global tariff landscapeThe financial collapse looming over suppliers that fail to adapt to new trade rulesThe shift from global trade to modern-day mercantilism in U.S. policyWhy best-in-class companies invest in people, process, and continuous upgradesThe push to rebuild U.S. manufacturing with apprenticeships and skilled laborWhy building a trade and tariff war room is now mission-criticalThe urgent need for cross-functional collaboration to survive tariff-driven disruptionFeatured on this episode:&nbsp;Name: Ambrose ConroyTitle: &nbsp;Founder and CEO of Seraph ConsultingAbout: Ambrose is the Founder and CEO of Seraph Consulting. He founded Seraph to solve complex, bet-the-business problems for clients and to be the go-to partner for driving operational excellence. Before founding Seraph, Ambrose served as Vice President of Supply Chain Solutions at NAI Global and led the West Coast Global Business Transformation Group at PA Consulting, where he specialized in due diligence, crisis management, and strategic transformation. He began his career as a consultant at CSC.Connect: <a...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here What does quality really mean in today's automotive world—when the supply chain is shifting, the tech is evolving daily, and the pressure to get it right has never been higher?Scott Trantham is here to answer that. As General Motors' Manager of Supply Quality and Chair of the AIAG Quality Steering Committee, he's helping shape the systems that will define automotive quality—not just today, but for the road ahead.Scott explains how the rise of EVs, autonomy, and complex supply chains puts pressure on traditional systems. Add in growing regulatory pressure and higher consumer expectations, and it's no longer just about making good parts—it's about meeting more demanding standards across a global network.The committee's response? Updating the core tools—SPC, APQP, Control Plan, and more—while aligning with the VDA to create unified global standards.Automation in quality management systems came up as a key point. While standards like IATF 16949 may not require it, Scott outlines clear benefits: better accuracy, visibility, faster problem resolution, and real-time tracking.&nbsp;All strong reasons for suppliers to move away from spreadsheets and manual processes—not because the standard says so, but because it's simply better business.With more than 40 years in the industry, Scott reflects on what keeps him committed: solving problems, launching successful products, and helping shape the future through his work with AIAG.His message to today's quality professionals? Live quality daily, make decisions based on facts and data, and if you get the chance to volunteer on an industry project—take it. You're not just helping your company. You're helping shape the future of the industry.Themes discussed in this episode:How EVs, AVs, and sustainability are changing quality expectations in automotiveWhy updating core tools like APQP and SPC is critical for modern manufacturingThe role of global collaboration in standardizing quality processes across regionsThe need to break down silos between supply chain, IT, and quality teamsHow automation improves quality systems beyond what manual processes can deliverThe challenge of keeping up with evolving ESG and regulatory requirementsThe need to attract and mentor the next generation of quality professionalsWhy mentoring and volunteering are key to sustaining industry-wide quality standardsFeatured on this episode:Name: Scott TranthamTitle: Manager of Supplier Quality and Development at General Motors, and Chair of the AIAG’s Quality Steering CommitteeAbout: Scott is the Manager of Global SQ Operations, IT Systems, Training, and Data Analytics at General Motors and has over 40 years of experience in the automotive industry. He also serves on the AIAG Quality Steering Committee and the IAOB Steering Committee, helping shape quality standards across the sector.With expertise in manufacturing, purchasing, supplier quality, and service parts, Scott’s strengths range from complex problem solving – delivering solutions that promote industry improvements – to facilitating growth through collaboration and encouraging cross-functional data-driven methodologies to increase efficiencies.Connect: <a href="https://www.linkedin.com/in/scott-trantham-86824a131/" rel="noopener noreferrer"...

At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here In this episode, we get real about a topic that doesn’t get nearly enough attention in automotive: the strain on supplier relationships. With tariffs, lead time cuts, and constant disruptions, the old “just send the RFQ and hope for the best” approach simply doesn’t hold up anymore.That's where Supplier Relationship Management (SRM) comes in—and not just as a tool. We're talking about SRM as part of the procurement strategy.Our guest, Achim Gatternig, Senior Manager for Procurement Projects at Magna, knows exactly what that looks like. He walks us through how Magna approaches Supplier Relationship Management (SRM) in a way that's built for today's supply chain challenges — and tomorrow's.And it all starts early. Before the first quote request goes out, Magna teams are already narrowing down a fit-for-purpose list of suppliers. They're not just matching parts but aligning capabilities, volumes, and timelines to strategy. The goal? Fewer surprises, better results, and stronger long-term relationships.But it's not just about smart planning—it's about real-time visibility. Achim shares how Magna gives suppliers monthly scorecards tracking quality, logistics, and delivery accuracy. It's not about policing—it's about creating conversations based on facts, not feelings.And when crisis hits? That data becomes gold. Whether it's a tariff shift or a plant fire, SRM gives procurement leaders the clarity they need to act fast. Achim walks us through possible scenarios of how the right information at the right time could help companies avoid cost hits, move tooling, and re-strategize without chaos.Of course, not everyone's on board. Achim gets candid about the challenges of pitching SRM to skeptical execs. His take? Show them what it costs to make decisions in the dark and then what's possible when you don't.From pushing ESG requirements down the chain to spotting supplier risk with external data to using AI to manage information no human team could handle alone—Achim shows us what modern procurement leadership really looks like.And his advice for anyone thinking about SRM? Don't overthink it. Just start. Pick the right system, make it fit your world, and give your team the clarity they'll need for whatever comes next.Themes discussed in this episode:Why supplier relationship management is the hidden driver of procurement strategyHow Magna leverages SRM to reduce risk and improve sourcing decisionsWhy SRM is no longer optional in automotive procurementHow SRM tools help teams respond faster during supply chain disruptionsWhy early supplier alignment is more valuable than late-stage negotiationThe real cost of not having supplier data when a crisis hitThe need for a single, shared view of supplier data across teamsFeatured on this episode: Name: Achim GatternigTitle: Senior Manager of Procurement at Magna InternationalAbout: 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...