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 Quoting might sound like routine paperwork, but in today’s automotive supply chain, it’s becoming one of the biggest pressure points. Behind every new program sits an RFQ process that’s overworked, outdated, and dangerously dependent on a few people who know how to make it run. That’s where Ted Mabley, Director at UHY and co-author of a new white paper with the Center for Automotive Research (CAR), steps in. His study compares how suppliers manage RFQs today versus in 2002, and the numbers tell the story. The average supplier now handles approximately 800 RFQs per year, up from 495 two decades ago; yet, the tools and processes remain largely the same. Most companies are still managing quotes through emails, spreadsheets, and manual coordination, leaving room for costly errors and missed opportunities. Ted explains that while technology in other areas has advanced, the RFQ process is stuck. It relies heavily on “sticky knowledge,” the experience locked inside a handful of veterans who know which levers to pull and whom to call. As those experts retire, companies are left scrambling without proper succession or mentoring plans in place. The result is confusion, inconsistent data, and at times, quotes submitted with zero profit margins. Some suppliers are making progress by utilizing supplier relationship management tools to track and compare quotes; however, Ted notes that the gap between leaders and laggards remains wide. The bigger issue, he adds, is cultural. Siloed departments, poor communication, and a lack of accountability slow everything down. Ted believes the way forward starts with people, not technology. Building mentoring and training programs, or “farm clubs,” ensures new talent learns the process before stepping into key roles. From there, automation and AI can take on repetitive tasks, such as comparing supplier data, reconciling quotes with production performance, and even auditing PPAP documentation. But the key isn’t just automation; it’s connecting people, process, and systems so data actually works for the business. To fix the system, Ted recommends documenting every step of the RFQ process, identifying leaks and inefficiencies, and modernizing with lightweight digital tools that integrate existing data. He also calls on OEMs and suppliers to collaborate more closely, not just commercially, but to standardize and strengthen the systems that power their shared supply chain. The message is clear: the RFQ process might seem routine paperwork, but it’s the foundation of every program launch. How suppliers manage it will determine their ability to compete and deliver in an industry that’s moving faster than ever. Themes discussed in this episode: The growing complexity of the RFQ process and how it impacts supplier performance in automotive manufacturingHow the lack of automation and standard systems slows down the quoting process for suppliersThe problem of “sticky knowledge” and the risk of losing critical expertise as experienced employees retireWhy mentoring and structured training programs are essential to preserving quoting knowledge in the supply chainThe benefits of using supplier relationship management (SRM) tools to improve accuracy and speed in RFQ handlingHow siloed departments and disconnected systems cause costly errors in quote preparation and reviewThe need for suppliers to document, analyze, and streamline their end-to-end RFQ workflow for better resultsHow stronger collaboration between OEMs and suppliers can create a more consistent and efficient quoting process across the industry Featured on this episode: Name: Ted Mabley Title: Director at UHY Consulting About: Edward “Ted” Mabley has over 15 years of experience optimizing sales and business development operations, providing customer-specific solutions catering to a wide array of industries on a global scale. He works with OEMs, tier-one suppliers, and other manufacturing companies to create transparency in their cost process and develop vendor management programs to address relevant KPIs. His experience includes active cost management in accordance with enterprise product costing procedures, as well as developing strategic business roadmaps, product visions, and sales strategies. Connect: LinkedIn Mentioned in this episode: QAD Midwest User GroupAIAG Quality SummitAIAG IMDS Compliance ConferenceCatena-XAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update Episode Highlights: [04:33] Then and Now: Ted breaks down how the RFQ process has evolved since 2002, revealing that while quoting volumes have soared, automation and knowledge transfer haven’t kept up, leaving suppliers overwhelmed and understaffed. [06:25] The Bottleneck Problem: Outdated tools and scattered systems are clogging the RFQ pipeline, leaving suppliers to chase quotes through emails, spreadsheets, and late-night calls. [09:07] Keeping Knowledge Alive: As experienced experts retire, Ted explains why mentoring and hands-on training programs are key to passing on the skills needed to manage complex RFQs. [10:53] Data Without Action: Even with all the right data inside their systems, many suppliers still rely on manual work, missing the chance to use automation and AI to make quoting faster and more accurate. [14:22] Breaking the Silos: Siloed systems and limited visibility across departments make quoting harder than it needs to be, especially when key teams can’t access the data they need. [15:36] Fixing What’s Broken: Ted outlines three steps to repair the RFQ process: invest in people, modernize with simple digital tools, and push OEMs and suppliers to work together on shared solutions. [19:09] Managing the Unknowns: With constant shifts in volumes and programs, suppliers are learning to manage risk by planning smarter, staying flexible, and working closely with OEMs to adapt when assumptions fall apart. [22:47] Protecting What Matters: Ted shares his goal for the white paper, encouraging OEMs and suppliers to use it as a starting point for real collaboration, stronger supplier councils, and better protection of critical knowledge across the industry. [25:29] Where to Start: Ted shares two actions suppliers can take right now to strengthen their RFQ process: document every step to find gaps and start building a trained bench of new talent ready to take over. Top Quotes: [12:15] Ted: “If you take a look at this process, it really screams for some type of automation, 'cause the data's all in-house. I'm not going anywhere else. I own the BOM. I know what my cost structure is. I know how much it takes to make something right from a time point. I know my burden rates, both fixed and variable. So, all that stuff is there, right? It's just a matter of, in the Japanese manufacturing methodology, put the tools in front of the people so they can do their job, right? Really simple. Get it there.” [15:06] Ted: “Everyone has to have a visibility into this process. And again, we found some companies are doing a very good job of getting that window open for everyone to be able to see. Others, you're absolutely right, it comes from this system which I don't have access to, 'cause I'm in purchasing and I can't get into this engineering system, or God forbid I have to get into the logistics system so I can put together a total landed cost, roles, responsibility, permissions. All of that really kind of falls apart, and just complicates the process.”
