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

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