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(upbeat music)
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Okay, good morning everyone.
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My name is Brian Collie.
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It's my pleasure to welcome all of you today
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to our discussion on how vehicle manufacturers and suppliers
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can best work together to really harness the full potential
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of the new technologies that exist.
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Lots of discussion over the last two days
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around agentic AI and some of the things that we're seeing
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in a manufacturing and supply chain environment,
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humanoid robots, some planning tools
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that are allowing suppliers
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to really do things cheaper, faster, better.
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What are some of those use cases that get you most excited?
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In our case, AI and manufacturing
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has been pretty consequential
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in terms of cost or poor quality,
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cutting that down an order of 50%,
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and also picking up labor efficiency.
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So you know, real numbers that are significant
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to the bottom line.
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How can we leverage some of these technologies
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to drive more effective collaboration
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between OEMs and suppliers?
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Never been more exciting to be in automotive
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than it is now,
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but that means that you have to have stronger collaboration
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with your customers and working more up front.
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I go back to the things that have made
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the best customer-supplier relationships
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successful 30 years ago are still there,
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we just have to force it with our,
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with the customers a little bit more
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and explain the value by driving
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more upfront planning and collaboration and transparency.
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We talk a lot about supplier collaboration
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with our OEM customers.
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There's probably also opportunities
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for OEMs to collaborate with OEMs.
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So you could think about, you know,
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OEMs collaborate on transmission programs,
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engine programs, software.
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That creates a way to share the risk
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over three or four different players, maybe, rather than two.
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That's a big benefit that I see in this relationship
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with new automotive customers
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that don't have a legacy with existing technology,
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with existing production capacities,
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and with existing structures in their company
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because to get really the right level
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and bring the things together
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from electronics, chassis, or whatever,
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to come to new solutions.
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It's getting tougher with the established ones
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than with the new ones.
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Is there a way to drive towards a new commercial construct
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where there's better risk sharing,
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where that it's not just the suppliers
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who are being asked to disproportionately carry this risk?
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There needs to be a different type
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of relationship when the industry
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is in such a state of fluid change.
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Yeah.
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Because you need a strong supply base,
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and not everybody, not all suppliers
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are going to be able to manage the shift in investments,
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and you don't need the suppliers going bankrupt.
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What gives you hope
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that the best days as an automotive supplier are before you?
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Yeah, that's an easy one for me, and it is the technology.
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I mean, if you look at electrification,
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efficiency is four to five times higher.
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You can go on and on, right?
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Yeah, I mean, the technology is no doubt
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leading to some amazing new products
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and experiences for customers.
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I mean, the task for all of us who live in the supplier world is now
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how do we leverage those same technologies
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to drive the efficiencies that we need
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to bring those product technologies to life?