OESA News 2019 2Q Edition 2

NEWS Original Equipment Suppliers Association

2019 Second Quarter │ Edition 1

Championing the business interests of automotive suppliers IN THIS ISSUE...

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The Suppliers' Voice Supplier Barometer Guest Column: RSM Technology Update Guest Column: Plante Moran

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MEMA Legislative Summit OESA Events Guest Column: Entrada Guest Column: McKinsey & Company

This edition is sponsored by:

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Guest Column: Deloitte Welcome New Members YLC8 Nominations Calendar of Events

Mexico, Delivered

Why Mexico Needs More Proven Auto Suppliers New whitepaper explores why the shortcomings of Mexico’s automotive supply base are leading to growth opportunities for small-to-midsized suppliers. ine of the top ten global automakers now manufacture light vehicles in Mexico, which is the world’s seventh-largest producer in that category. Mexico cranks out nearly 4 million cars annually, with year over year growth to rival the world’s most proven producing nations. Yet, Mexico’s supply base, particularly beneath the Tier One level, needs help.

For Mexico’s auto sector to continue to grow, more international auto suppliers are desperately needed to fill the most glaring gaps. Download our whitepaper to learn why these shortages equate to opportunities for auto suppliers contemplating their first Mexico operation.

About Entrada Group

90% 23%

of auto manufacturers in Mexico say a strong supply base is very important rate the quality of the local supply base as poor Source: Entrada Group 2016 survey of 100 auto manufacturers with Mexico operations.

Download whitepaper today to learn: • Which auto sector processes are most in demand in Mexico • About changes in the new USMCA trade pact that may affect the auto sector • Best practices and options EM O for launching an initial to ico! u s a Mex operation in e lud p of c Mexico In ma

Download at:

www.entradagroup.com/OESA

Entrada Group guides international manufacturers in establishing an running their own Mexico production, in order to enhance global competitiveness.

Contact: Doug Donahue • Ph. 210-828-8300 • E: ddonahue@entradagroup.com 1 │ OESA News - 2019 Second Quarter

Voice

SUPPLIERS' VOICE

The Suppliers’

2019 Annual Member Feedback Drives New Strategic Priorities The OESA Annual Member Feedback Survey continues to be an important method to gauge the needs of OESA members and their overall satisfaction with the Association. We take member feedback seriously and use it to drive strategic direction and improve member engagement. Overall, the 2019 Member Survey feedback is positive.

Julie A. Fream

The most positive feedback is in the following categories: •

Advancing the business interests of the supplier community (rated 8.1 out of 10)

The mission of OESA is to champion the business interests of the automotive supplier community throughout the supply chain; everything we do supports that mission.

•

OESA staff responsiveness (rated 6.5 out of 7)

The OESA team is dedicated to providing quality customer service and works to address the needs of the automotive supplier community each and every day.

Additionally, the survey indicates that we are successfully addressing the needs of OESA members in government advocacy (rated 5.7 out of 7).

Together with the MEMA Washington, D.C. office, OESA is ensuring the supplier voice is heard on Capital Hill and the state level. SAs the industry evolves, so do the needs of suppliers – and the work of OESA. Based on member feedback, OESA is incorporating the following in our strategic priorities: •

Fostering stronger supplier/OEM and supplier/supplier relationships

•

Increasing member awareness of MEMA advocacy activities directly support supplier concerns in Washington, D.C.

•

Integrating new technology and mobility suppliers as part of OESA membership

OESA Members continue to rank the following as the most valuable aspects of OESA Membership: •

OEM Town Halls

•

Networking

•

Industry Trends/ Benchmarking/Best Practices

•

Peer Group Councils

Thank you to everyone who participated in the OESA Annual Membership Survey. We appreciate your feedback on how to improve OESA for all members. As always, please feel free to contact me any time at 248.430.5963 or jfream@oesa.org.

Julie A. Fream President and CEO OESA

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SUPPLIER BAROMETER

OESA Supplier Barometer Shows Growing Supplier Concern Over Tariffs and Trade Mike Jackson Executive Director, Strategy and Research 248.430.5954 │ mjackson@oesa.org

The OESA Automotive Supplier Barometer, sponsored by RSM US LLP, captures the pulse and twelvemonth business sentiments of top executives in the North American supplier industry. The Barometer is a quarterly snapshot of supplier concerns on commercial issues, the business environment and strategies influencing the supplier industry.

The Supplier Barometer Index (SBI) for Q1 2019, a numeric measure of suppliers’ outlook on the automotive industry, continues to reflect a negative sentiment. This pessimism is due primarily to the uncertainty in global trade policies and persistent weakness in U.S. passenger car volumes. Despite strong economic fundamentals (i.e. low unemployment and high consumer confidence), the SBI posted a negative reading of 35, fifteen points below a neutral level of 50, and the lowest reading since Q2 2009. This reading is a dramatic 22-point reversal from Q1 2018 when tax breaks and planned infrastructure spending pushed the SBI reading to a positive reading of 57.

According to the results of the 2019 Q1 Barometer: • Trade policy is the most significant industry threat to automotive suppliers • Sub-tier material cost premiums are increasingly impacting suppliers’ profitability • Research and Development (R&D) spending remains at four percent of total sales, holding at 4Q 2018 levels Trade Policy concerns include tight supply chains, rising commodity prices, the impact of Section 232 and Section 301 tariffs, prospects for passage and implementation of the UCMCA trade pact, as well as limited availability of skilled labor. Each concern adds uncertainty to the planning environment, causing automakers and suppliers to reassess, revise and potentially postpone incremental investments until greater clarity can be determined.

Suppliers have been remarkably resilient in the face of U.S. trade policy uncertainty. As investment decisions approach, suppliers must proactively analyze and prepare a range of optimized solutions that can be deployed once policy outcomes are confirmed.

OESA Supplier Barometer: Q1 2019 Results Describe the general twelve month outlook for your business. Over the past three months, has your opinion become…?

Current Supplier Outlook (Share of Respondents) Q4 2018

80%

Supplier Barometer Index: (SBI and 6m Average) 80

Q1 2019

70

Jan-2018

Jan-2017

Jan-2016

Jan-2015

Jan-2019

35

US Fiscal Cliff

Jan-2014

Japan Tsunami/ Grexit Crisis

Jan-2013

Euro Crisis Begins

Jan-2012

20

Lehman Collapse

Jan-2011

Significantly more pessimistic

Somewhat more pessimistic

0%

30 Unchanged

40 Somewhat more optimistic

20%

Significantly more optimistic

50

Jan-2010

60

40%

Jan-2009

60%

107 responses

Continued concerns overSBI tariffs and=trade policy4pulled Score 53; drops pointsdown fromthe theQ1 Q12019 levelOESA of 57 Supplier Barometer (SBI) by four points to 35, and the lowest level since 2009.

Tax reform Index supports optimism while trade declining sales drive pessimism Q1 2019 OESA AUTOMOTIVE SUPPLIER BAROMETER

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SUPPLIER BAROMETER Material Cost Premiums are impacting more than 80 percent of suppliers, up from 60 percent last year. At the same time, shortages of components and raw materials are impacting a third of suppliers.

R&D spending remains unchanged from last year, at four percent of total sales. Approximately 80 percent of suppliers’ R&D budget is allocated towards the development of specific programs, while 20 percent is allocated to researching future technologies. Advanced materials and industry 4.0 are the leading areas for future technology investment.

It is encouraging that suppliers have expressed commitment to their planned investments in R&D over the next 2-3 years – despite current economic and political uncertainty.

The Q1 2019 Supplier Barometer survey also focused on Production and Planning: Production: Responses suggest a median North American production expectation of 16.7 million units in 2019, down about 300,000 units from 2018. Breakeven volume estimates are well below the current outlook, yet the gap continues to tighten compared to prior years. Median capacity utilization fell five percentage points from 2018 to 80 percent, and the range of responses widened a bit.

Planning: The availability of skilled labor, both white- and blue-collar, continues to be the most common challenge suppliers face. As a result, many companies are planning for overtime premiums in 2019.

Additionally, cancelled or scaled back program volumes are adding to inventory costs. Long term, the greatest amount of volume uncertainty remains in the car segment and programs related to alternative propulsion.

Industry Outlook and Trends Despite a myriad of market forces impacting the supply base, the economy is expected to remain on track with growth near 2.5 percent this year. Vehicle demand and output remains strong, as OESA’s Affiliate Forecast Matrix projects a North American production volume of 16.9 million units in 2019. Suppliers that plan well will be better positioned to capitalize on emerging opportunities and triage undesirable outcomes resulting from the dynamic market environment.

OESA Supplier Barometer: Q1 2019 Results By Revenue Describe the general twelve month outlook for your business. Over the past three months, has your opinion become..?

Quarterly 35.7 39.3 SBI ∆ Nov. Mar.

43.8 47.7 Nov.

Mar.

100%

Nov. 7%

90% 80% 70%

45.0 36.7

42% 57%

57%

45%

Mar.

Nov.

13%

33% 40%

60%

42.9 37.5

57%

Mar.

35.8 29.5 Nov.

Mar.

8%

5%

7%

50%

51% 75%

50% 40%

42%

30%

20% 10% 0%

Significantly more pessimistic

43%

27%

40%

29%

40% 18%

14%

<$50 million

17%

9%

$50-$150 million

14%

13% 7%

21%

7%

$151-$500 million

7%

25%

17%

$501 million – $1 billion

Somewhat more pessimistic Unchanged Somewhat more optimistic

38%

Significantly more optimistic 11%

5%

7%

>$1 billion

Regardless of revenue size, continue reflect a high level of pessimism over Q4 2018.

SBIresponses Score = 53; drops 4to points from the Q1 level of 57 SharplyTax lower optimism is evident largest supplierssales compared to prior quarter. reform supports optimismwithin whilethe trade and declining drive pessimism 2

Q1 2019 OESA AUTOMOTIVE SUPPLIER BAROMETER

A copy of the Q1 OESA Automotive Supplier Barometer results and the Sentiment Index chart are available on the OESA website. RSM’s commentary on the Barometer can be found on page 5.

For more information, contact Mike Jackson at 248.430.5954 or by email at mjackson@oesa.org.

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TECHNOLOGY UPDATE

Two Very Different Approaches to Vehicle Automation Brian Daugherty Chief Technology Officer - MEMA 248.430.5966 │ bdaugherty@mema.org

I recently had the opportunity to meet with two well-funded automated vehicle (AV) companies in the San Francisco Bay Area – Embark Trucks and Zoox. Both companies are working toward the goal of SAE level 4 automation – a driverless vehicle in which the passengers never need to suddenly take over control, but one that is limited regarding the driving environment and the conditions that it can handle. A level 4 vehicle does not require a human fallback driver when the automated driving system (ADS) is engaged, allowing the driver to do non-driving tasks. When a level 4 AV is in automated mode, it will need to be able to reach a safe condition in a safe location on its own if a problem or failure occurs. As we have seen with the recent Uber and Tesla accidents, the need for a potentially distracted driver to rapidly take over control of an AV can be a problem.

Studies have shown that it can take up to 8 seconds for a distracted driver to regain situational awareness.

The National Highway Traffic Safety Administration (NHTSA) describes the set of limitations where an AV can operate as the Operational Design Domain or ODD. The ODD can limit operation to specific roads, roadway types, or geofenced areas and also specify other factors such as maximum speed, time of day, allowable weather conditions, and even the minimum quality of roadway markings. With some level 4 AVs, depending on the design, the driver could still operate the vehicle manually when it is outside of the ODD and the ADS is not operating. This could occur, for example, if the weather conditions changed suddenly and the AV had to safely pull over and stop. A passenger could then become the driver and resume the journey.

These two companies are taking very different approaches and illustrate the wide range of vehicle level 4 automation possibilities – all with the goal of providing safer, lower cost transportation.

The first company, Embark Trucks, is on a multi-year mission to automate trucking on interstate highways in an on-ramp to exit fashion. It plans to focus on one highway and implement everything needed to successfully navigate that particular route with a level 4 automated truck, operating in good weather conditions. It is starting with the US Interstate 10 corridor between Los Angeles and Dallas – one of the better weather, long distance roads in the country. The corridor also has consistent lane markings, limited on and off ramps, and relatively predictable traffic. Restricting operation to interstate highways significantly reduces the complexity of the automation challenges that need to be solved. Embark is currently selecting the sensor suite and developing the software to integrate its systems onto class 8 trucks, and envisions several more years of additional development. By starting with an initial goal of automating one highway, Embark is enhancing its chances of success.

Two of Embark’s test trucks.

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Photo: Brian Daugherty, MEMA

TECHNOLOGY UPDATE Zoox is focused on developing an SAE level 4, driverless, all-electric, urban robo-taxi service along with the accompanying ride-hailing phone app, and is currently building its sixth-generation AV prototype. It is also ambitiously planning to be the vehicle OEM, app developer, ride-hailing service operator, and maintenance provider – a true end-to-end operation. The company's goal is to have a pod style, bi-directional robo-taxi (with no steering wheel or pedals) that would operate as a service in urban areas similar to Uber or Lyft.

With no driver controls, the Zoox AV will need to robustly handle all the situations that it encounters since it could not pull over and let a driver take over. Zoox's automation challenge is significant since urban areas are very complex environments. Zoox realizes this and is tackling it head on with a massive, well-funded effort. Last summer, Zoox received $500M in additional funding on top of its previous $300M and has built an impressive organization with more than 600 employees.

Embark’s office and development space in San Francisco.

Photo: Brian Daugherty, MEMA

Embark and Zoox are approaching level 4 AV development with two very different, well-funded efforts. The US averages approximately one roadway fatality per 90 million vehicle miles traveled which – as poorly as we perceive human drivers to be – is a fairly high bar for automated vehicles to surpass.

As drivers, we know how complex the road environment can be at times and no one knows for sure if or when these projects will succeed in a commercial manner. It will be interesting to follow both companies as they move forward toward their goals of safer, lower cost transportation.

Contact Brian Daugherty to learn more about new vehicle technology and its impact on the industry. He can also share information about the quarterly OESA Mobility Supplier Forums held in Silicon Valley, and the OESA Advanced Technology Council. Both are designed to keep the industry abreast of new vehicle technology.

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OESA EVENTS

Cost Recovery Claims: Discipline Drives Fairness | May 8 OESA, in partnership with Brooks Wilkins Sharkey & Turco PLLC (BWST), will host Cost Recovery Claims: Discipline Drives Fairness on May 8, 2019 at the MSU Management Education Center, in Troy, MI. The event will identify and address challenges and opportunities for suppliers facing customer cost recovery claims with a focus on inventive prevention and mitigation strategies.

BWST attorneys and industry insiders will analyze specific cost recovery scenarios encountered in the supply chain and provide tools, tips and best practices to navigate them - with a focus on collaboration.

Bert Donovan, Matt Letzmann, and Jon Jorissen, all partners at Brooks Wilkins Sharkey & Turco PLLC, will introduce common cost recovery situations and special challenges raised in each case. Aided by a team of industry experts, they will discuss proven strategies and preparations suppliers should have in place before a claim comes in.

Sue Koss, partner and managing director, and Anson Smuts, senior associate, O’Keefe LLC, will outline the components of cost recovery claims and provide tools for ensuring accuracy in claim evaluation. The BWST and the O’Keefe teams will then provide practical, proactive, disciplined approaches to the real-world scenarios introduced earlier with a focus on conflict avoidance and data-driven outcomes. They Exclusive Sponsor: will also discuss the emerging impact of the federal regulatory scheme on cost recovery and NHTSA’s expectations and enforcement priorities.

Attendees will gain insight on how to: • Avoid/limit losses when the supplier’s parts are not shown to be tied to the costs claimed • Expedite access to information that matters most, including parts and reliable data • React quickly and effectively when customers make demands

Leveraging Capital and Collaboration to Accelerate Innovation | May 9 The pace of innovation continues to accelerate, requiring an increasingly flexible approach that can adapt quickly to market changes. To help suppliers understand how organizations are reinventing processes by deploying new approaches and leveraging strengths, OESA invites members and industry guests to attend Leveraging Capital and Collaboration to Accelerate Innovation on May 9, 2019, at the Somerset Inn, in Troy, MI. • • •

•

•

Prominent industry analyst, Brian Johnson, managing director, Barclays, will set the stage with vital sector analysis and Wall Street insights on supplier innovators that are funding advanced technologies to position for success beyond the current automotive sales and production cycle.

James Penman, managing director, Donnelly Penman & Partners, will provide his expert perspective on the M&A's market to achieve value creation while exploring alternatives to gain access to new technologies.

Marcus Sprow, partner, national chair of the mechanical & electromechanical technologies practice, and Nick Ellis, global supply chain senior counsel, Foley & Lardner LLP, will review essential legal parameters to navigate complex legal tripwires, including the protection of intellectual property and the mitigation of warranty and other commercial risks, in the context of advanced technology and open innovation.

Leading executives Marc Smeyers, chief technology officer, GHSP, Jon DeGaynor, president and CEO, Stoneridge, and Todd Fletemier, vice president, Midwest technology platform, Faurecia, will share how suppliers are deploying new technologies as well as dynamic approaches to speed decision making, add Exclusive Sponsors: value and fuel success.

Tanya Skilton, director of purchasing, advanced technologies, General Motors, will offer deep insights on key approaches to support efforts to cultivate and adopt advanced technologies

Q&A panels will follow each formal presentation.

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OESA EVENTS

Members-Only Volkswagen Town Hall | May 14 OESA members are invited to participate in the 10th annual Volkswagen Group of America Town Hall on May 14, 2019, at The Inn at St. John’s in Plymouth, MI. OESA members will hear directly from VW purchasing executives on VW's plans and sourcing needs.

Mahesh Kodumudi, executive vice president, NAR Purchasing, Volkswagen Group of America, will provide an update on Volkswagen’s operations in North America.

Following the formal presentation, additional Volkswagen Group of America executives will join Kodumudi, for a question and answer panel discussion.

Following the program, VW commodity directors and managers will be available for one-on-one networking.

Supporting Sponsor:

2019 China Market Assessment | May 15 China is the largest and one of the most important automotive markets in the world. Light vehicle sales and production have surged over the past three decades, with output soaring more than ten-fold since the 1990s.

However, U.S.-China trade tensions have derailed this decades-old growth streak. Despite a robust long-term growth trajectory and an objective to lead the global industry in the battery electric vehicle realm, uncertainty remains.

Industry executives interested in the China market or doing business with Chinese companies domestically are invited to attend the 2019 China Market Assessment: Racing Toward Transformation on May 15, 2019, at the MSU Management Education Center, in Troy, MI. This briefing will feature perspectives on the dynamic China vehicle market with discussions on economic drivers, policy, product strategies for positioning, legal insight and partnering expertise.

Attendees will gain insight on economic and policy drivers from Sue Yingzi Su, assistant director, North America and China economics, global portfolio planning, General Motors. Yale Zhang, managing director, Automotive Foresight, (Shanghai) Co., Ltd., will share trends within the sales and production landscape impacting the China market.

Learn how governmental policies will impact relations between the two largest automotive markets in the world from Mark Heusel, chair of the China practice group, Dickinson Wright, PLLC, and how to navigate these waters when working with Chinese partners in China and in North America. Gain Supporting Sponsor: insights from Rudy Schlais, chairman, ASL China global, Automobile Science & Technology (Shanghai) Co., Ltd., who will share partnering strategies from more than a decade of partnering efforts in China.

For more information and to register for OESA events and council meetings, visit oesa.org, or call 248.952.6401.

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OESA EVENTS

OESA/SCAC South Carolina Regional Supplier Meeting | May 16 OESA and the South Carolina Automotive Council (SCAC) invite suppliers and industry guests to attend the OESA/SCAC 2019 South Carolina Regional Supplier Meeting on May 16, 2019, at the Clemson University International Center for Automotive Research (CU-ICAR) in Greenville, SC. Attendees will hear the latest trends impacting the North American light vehicle supply chain including the impact of trade and tariffs, automotive production in Mexico, and insights into Volvo Cars USA’s South Carolina operations.

Catherine Boland, vice president, legislative affairs, MEMA, will provide an update on issues impacting suppliers in Washington, D.C. Topics will include an update on the USMCA, trade discussions, and how the MEMA D.C. team is representing the supplier voice.

In addition, Doug Donahue, principal and VP of business development, Entrada Group, will share insight on opportunities in Mexico for American auto suppliers and Bill Rinna, director, America vehicle forecasts, LMC Automotive, will share the latest LMC Automotive North America automotive outlook.

The day will conclude with an update from Volvo Cars USA by Sten-Ole Svensson, senior director purchasing. Svensson will provide insight into current and future Volvo plans as well as potential opportunities with Volvo Cars USA. Presenting Sponsor:

Lunch Sponsor:

Silver Sponsors:

In Cooperation With:

Industry Disruptors Series: Canoo | May 22 The automotive industry is being disrupted by innovation and new technology. Electrification, autonomous driving, connectivity, shared mobility, and government policy changes are reshaping the automotive landscape at a rapid-fire pace. The synergy of automotive manufacturing and technological innovation presents the auto industry with many opportunities and challenges.

To help members stay abreast of the industry’s disruptive forces and major players in mobility, OESA is pleased to launch the 2019 Industry Disruptors Series, presented by Roland Berger. The series will host industry thought leaders that are defining the new mobility landscape.

The first event of the year will feature Olivier Bellin, head of operations, Canoo, on May 22, 2019, at The Mint at Michigan First Conference Center, in Lathrup Village, MI. Canoo, the startup formerly known as EVELOZCITY, is creating electric vehicles made for subscription. The company is developing a "skateboard architecture" that different bodies can be placed on top of as the basis for four vehicles: a lifestyle vehicle, a personal commuter vehicle, a last-mile delivery vehicle, and a ride-hailing vehicle.

Canoo plans to launch the first vehicle in 2021 and is looking for new supplier partners.

Bellin will discuss the company’s vision for the future of electric vehicles, the new connected car experience and mobility concepts. Following his presentation, he will be joined by Stephan Keese, Senior Partner, Roland Berger, for Q&A. Olivier will also be in attendance for the one-on-one networking session.

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Presenting Sponsor:

OESA EVENTS

OESA 2019 Butzel Long Supplier Academy Series | May 30 The automotive industry continues to grow and innovate at a rapid pace which may present challenges when it comes to protecting the best interests of the business. New types of agreements, customers, buyers and negotiation strategies have become daily topics of conversation.

To help seasoned supplier executives and those new to the industry gain a better understanding of various contractual agreements, the OESA, in partnership with Butzel Long, will host a “Supplier Legal Academy Series” designed to provide a “back-to-basics” approach for supply chain management in the current landscape, while looking ahead toward uncharted territory.

The dates and focus for the OESA 2019 Butzel Long Supplier Legal Academy Series meetings are as follows: • May 30, 2019 - Best Practices in Contract Formation and Buyer Vulnerabilities • June 28, 2019 - Dealing with Bad Products, Supplier Threats and Unprofitable Programs • July 26, 2019 - Protecting Trade Secrets, Who Owns Your Work, Rights to

Information and Tooling Fundamentals Presenting Sponsor: Supplier executives responsible for understanding, fulfilling and enforcing supply chain contracts should plan to attend these briefings.

OESA 2019 Professional Development Series III | May 31 The Original Equipment Suppliers Association (OESA) is hosting a “Professional Development Series” focused on the development of customer-facing associates of automotive suppliers. These meetings cover a wide range of topics to provide professional growth assistance and insight to emerging trends in the automotive industry. The OESA Professional Development Series meetings are a great opportunity for OESA member companies to offer professional development to mid-level employees while exposing them to industry-specific insight.

The final 2019 meeting will be held May 31, 2019, at the MSU Management Education Center in Troy, Mich., and focus on time management and professional presence.

• •

Dave Tear, head coach, Sales Coaches’ Corner, will discuss the difference between “Pay Time vs. NoPay Time,” ways to overcome procrastination, and strong time management recommendations that the most successful people embrace.

Lauren Eisbrenner, president, Eisbrenner Performance Partners, will teach how to become self-aware of how others perceive you and using that feedback to improve how you “show up” in a way that is genuine and leads to honest, productive dialogue. She’ll cover message, voice and body language … everything from handshake to email communications to face-to-face encounters.

The OESA Professional Development Series meetings are a great opportunity for OESA member companies to offer professional development to mid-level employees while exposing them to industry-specific insight.

For more information and to register for OESA events and council meetings, visit oesa.org, or call 248.952.6401.

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Best Practices for Choosing and Retaining Mexican Manufacturing Management Prepared By: Doug Donahue Principal, Entrada Group Ph. 210-828-8300 E: ddonahue@entradagroup.com If your company is a manufacturer for the auto sector and you don’t yet have a Mexico production location, chances are someone in your company has Mexico on their radar in some way. If they don’t, rest assured that one of your customers does.

When you do finally pull the trigger on your own Mexico facility, selection and development of your Mexican management team should be one of your top priorities. To assist new-to-Mexico companies in optimizing the management that will be responsible for success or failure in Mexico, we’ve compiled an initial handful of recommendations, below.

Look Beyond Your Own Backyard As the auto sector continues to expand in Mexico, competition for talent has intensified, all across the country. Mexico’s talent base is growing quickly, but the supply still isn’t sufficient to keep up with explosive demand and higher-level skillset now required. Solving the shortage of skilled labor means knowing how to look in the right places.

“As manufacturing processes in Mexico become more sophisticated and technical, you will need a strategy for ongoing training and workforce development” Mexican labor has progressed significantly beyond the early years of basic assembly. This is because an ever-growing number of international manufacturers require more sophisticated processes to reduce operating costs and improve productivity.

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About Entrada Group

Entrada Group guides international manufacturers in establishing and running their own cost-competitive Mexico operations. Our manufacturing support platform manages all your general and administrative services, reducing cost and risk, and generating long-term growth.

Visit us: www.entradagroup.com

Mexican management teams are expected to possess knowledge of and experience with specialized management techniques such as continuous improvement, Lean manufacturing and Kaizen concepts. Finding experienced indirects at that level means casting a wider net during recruitment.

Jesus Mendoza, a Mexican HR expert and longtime Entrada collaborator puts it this way: “To find skilled knowledge workers, companies must both know where to look and be willing to search outside their area. Knowledge of the regions of Mexico and the types of experts in those areas requires the guidance of an experienced Mexico partner like Entrada. You’re looking for technical electronics staff? Turn to Guadalajara, which excels in talent with hardware experience: PCs, small electronics, cell phones. Monterrey, for example, offers an abundance of contract electronics manufacturers, with Nokia and its related ecosystem found there. You just need to know where to look and that comes from experience.”

Mendoza singles out electronics, in particular, because it is one of the most-explosive segments

GUEST COLUMN in Mexico as well as a focus area growing in importance within the auto sector, which is becoming more and more connected every day.

It’s also the fastest-growing industry at Entrada’s manufacturing campus in Zacatecas, accounting for a full one-fifth of the workforce of our clients.

Have A Development Strategy in Mind You likely won’t have the luxury of situating your production facility near the most-talented workers, especially technical staff. For one thing, you may not be able to afford to setup in the areas where the most-desired technology and knowledge workers prefer. And second, your location may be dictated by a need to be close to your customers or supply base.

That’s why it is essential, particularly as processes in Mexico become more sophisticated and technical, that you have a strategy for ongoing training and workforce development.

Entrada manages that need for our clients by working with a strategically developed network of partnerships with universities, technical training centers and municipal education clusters to train the regional workforce and ensure our clients have access to an adequate supply of technical direct labor.

Search Outside of Automotive Mexico’s workforce has become more skilled through their experience assembling other items related to the aerospace, consumer electronics devices and medical device industries. This is a positive development for auto manufacturers looking to staff out their first Mexico operation, as Mexican workers, both directs and indirects, have broader experience from diverse sectors that makes them more adaptable, capable and exposed to different processes.

Know Who You Are Recruiting (and Their Family too) As you work your way through the recruitment process, you’ll want to make every effort to really get to know the plant management team who you have given the substantial task of leading your facility. Here are just a few examples of the things you’ll want to find out as early as possible about candidates in the recruitment process: Have they worked with their current employer for a long time? If they have, they would forfeit a substantial severance package (a uniquely Mexican perk) should they move to your company. They may seek extra compensation or to be given the same seniority at your company to make up for what they will leave on the table. It’s best to know this earlier rather than later.

What is their family situation? Will their children need specialized academic, language or sports programs? What is the level of quality of the local schools? Will the spouse be happy with what the local community has to offer?

Consider Your Entire Package Perhaps more so than in the U.S., offering an overall competitive employer-value proposition in Mexico is essential. When formulating employee-retention strategies and programs, we stress to our clients that competitive wages alone won’t keep skilled workers around. They need to fully consider leadership, work environment, benefits, advancement potential, workplace amenities and all the elements comprising a full package.

For example: Would your company be able to offer your new Mexican management the same level of training, integration, input into corporate strategy and international advancement as they would for an American employee? This would be an appealing factor that would enhance future marketability.

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Winning With Talent In The Automotive Sector The automotive sector is experiencing unprecedented disruption from changing technologies, business models, competitors, and consumer buying behaviors. The impacts of these trends are already having sweeping effects on talent across the sector, placing an imperative for new: • Technical skillsets with a greater emphasis on the electrical engineering, systems engineering/integration, and software development backgrounds to enable the shift to autonomous and electrification.

• Leadership and strategic abilities to navigate increasingly uncertain market environments.

• Operating models with improved agility to outpace traditional (and non-traditional) competitors.

Due to these shifts, automotive companies are finding themselves vying for talent against new rivals – e.g., large high-tech companies and start-ups. This coincides with changing notions about work – where personal growth, attractive lifestyles, and meaningful purpose are core to what future generations expect from their careers.

Amid this backdrop, we partnered with OESA to survey and interview 70+ automotive suppliers globally – across a range of business sizes and technology areas.

What we found was only ~30 percent of these companies were confident they had the right capabilities to respond to these trends. Though to their credit, they realize the importance of talent – 100 percent of the surveyed companies stated that having the right talent is equal to or more important than access to capital.

Yet, overcoming these challenges will not be simple, as the companies we studied cited significant difficulties in: • Attracting talent – i.e., in finding compelling candidates across a range of skillsets (technical, leadership, strategic), creating company awareness (especially for smaller and less well-known companies), and offering competitive salaries and benefits (especially when competing against high-tech players) • Developing talent – i.e., in providing exciting career paths with equally compelling lifestyle opportunities Based on our research and experience in serving clients across sectors, we believe that solving these challenges is possible, but it will require organizations to fundamentally re-examine how they approach talent.

McKinsey & Company offers the following best practices as a way for automotive to be more effective in identifying, attracting, developing, and retaining the talent it will need to thrive in the decade ahead: • • • • • •

Create a “Group of 3” (G3) where the CEO, CFO, and CHRO collaborate closely to build the talent plan.

The talent plan needs to be integrally linked to the strategic and business plan, built with the same level of rigor, and continuously refreshed based on changing dynamics.

Reinvent and elevate the HR function to be a valued, strategic leader in the business.

Identify the critical two percent to focus on the subset of roles that create outsized value – regardless of what level they are at in the organization.

Transition to an agile organization to nimbly assemble small, cross-functional teams that work in short cycles to learn rapidly and quickly respond to shifting strategic priorities.

Leverage new digital and analytical tools across all elements of workforce planning and talent identification, selection, onboarding, learning, performance management, succession planning, and retention. This brings a data-backed way to build the talent plan and track its ongoing progress.

Build the workforce of the future informed by a deep understanding of the skills the organization has today and will need going forward to execute its strategy. This will require companies to examine which skills they will build through upskilling (e.g., through internal academies, university partnerships, on-the-job training/mentorship) and talent acquisition (hiring externally, including “acqui”-hiring, where companies are acquired primarily for the new skillsets they bring).

Exhibit 1 shows the distribution of scores from the survey across the above six practices, segmented by the top decile of performers, the bottom decile, and the average (across both automotive and a collection of other industries – e.g., pharmaceuticals and healthcare, high-tech, consumer packaged goods, industrials, and energy).

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GUEST COLUMN Overall, automotive performs in line with other industries, with high scores on “Creating a G3” and “Identifying the critical two percent” and low scores on “Reinventing and elevating the HR function”, and “Building the workforce of the future”.

Exhibit 1

The good news is there are automotive companies that are already applying these practices, and through our research we identified specific nuances that the top performing companies noted as being especially critical to improving how they approach talent (Exhibit 2).

Exhibit 2

If you are interested in reading more about the practices above, you can read “Talent Wins: The New Playbook for Putting People First” by Dominic Barton (McKinsey’s former Managing Director), Ram Charan, and Dennis Carey.

If you are interested in learning more about this study, please contact us: • Hans-Werner Kaas, Senior Partner, Hans-Werner_Kaas@McKinsey.com • Russell Hensley, Partner, Russell_Hensley@McKinsey.com • Reed Doucette, Associate Partner, Reed_Doucette@McKinsey.com • Moritz Rittstieg, Associate Partner, Moritz_Rittstieg@McKinsey.com OESA News - 2019 Second Quarter

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GUEST COLUMN

The Yellow Lights Are Blinking Fred Hubacker Managing Director Conway MacKenzie, Inc.

The automotive industry might be characterized a little like the Michigan weather; if you don’t like what you see today, hang around and tomorrow might be worse. Or better if you’re the optimistic type. The point is simple, we live, work and manage a business that is so utterly dynamic it’s almost unparalleled in complexity, challenges and in opportunities. Back in December/January we saw almost unprecedented swings in the equities markets, and general enthusiasm for automotive products and 2019 sales at the NAIAS. And we listened to and digested every auto industry expert forecaster for the year ahead with some forecasting a US light vehicle market at 17.2M, others at 16.5M, and many somewhere in between. Disaster? Certainly not but clearly the years of steady growth, not only here in the US but also in the world’s largest market, China, are over. At least for the time being. The “smart” money on Wall Street was already telling us that with the OEM’s and major suppliers all losing significant market capitalization value in the 12 months dating back to early 2018. So, now we’re well into 2019 and the Yellow Lights are blinking, maybe even brighter than a few months ago.

The question becomes, what must you and your company do, now, to preserve value? As a member of the C Suite team at your company, you need to be aggressively managing your current business, and your future book of business, to mitigate the effect of the blinking Yellow Lights. Yes, the lights might turn Green again because there’s enough favorable economic news and political pressures to make that happen. But, the lights might turn Red, however, and you need to be prepared. A few thought starters; • CAPEX – Capital and tooling are two of the most significant demands for cash in this business and many companies don’t manage either very well. It’s critical to recognize and thoroughly analyze the needs for CAPEX when you have existing unused capacity, are not taking full advantage of shift pattern opportunities, have not absolutely maximized output through productivity analyses, and, explored opportunities to acquire used equipment. Capital is very expensive and over spending and misspending can destroy a healthy balance sheet. It’s best managed with a rigorous analytical process that thoroughly examines the necessity for additional capital, the alternatives to additional capital and the financial returns of additional capital. Does an investment today with the appropriate WACC, yield a positive NPV in the future?

The tooling spending/recovery model in the automotive industry is archaic and needs to be changed.

Suppliers investing significant sums in tooling that will be owned and (eventually) paid for by their customers is a real threat to liquidity and the financial health of many suppliers. Consider negotiating milestone or progress payments on tooling rather than lump sum payment at PPAP. It’s not popular, but very necessary if you want to keep and maintain financial flexibility.

• Launch Readiness—The auto industry is awash in stories of companies that have fallen off the ledge because of poor product launches. With an unprecedented number of new vehicle launches scheduled in the next several years; mostly CUV/SUV’s, it is paramount that your company has an effective program management system that can ensure a successful launch at required quality, volumes and costs. This takes a lot more than just good planning. The OEM’s are now launching vehicles at greatly accelerated volume curves than ever previously thought possible. Your organization must have dedicated teams, and a stage gate launch process that fully understands the complexities and the difficulties of major issues that occur during product launches and how to solve those issues; quickly. The launch gate process should be in place with financial controls that are used to measure anticipated production launch at or above the forecasted margins in the original quote. The questions that must be addressed include; equipment capability, demonstrated process capability, workforce training, product complexity issues, raw materials/ component suppliers and logistics suppliers readiness, dunnage etc. Failure in any of these elements will result in an expensive lesson both in terms of financial results and in the reputation of your company 17 │ OESA News - 2019 Second Quarter

GUEST COLUMN • Understand Your Costs—This sounds basic but far too many suppliers do not have a good or accurate understanding of their true costs and, therefore, don’t have a real clue about profitability by part, much less by customer. It really starts with your cost estimating group and the costs you develop as part of the new business quoting process. Yes, quoting can be and always is an iterative process but when it’s completed your company needs to be confident that it will earn the targeted margins and return on invested capital that you need. And, not just at launch but in years ahead when the contractual annual price downs are factored in. That confidence is ONLY possible if you have a thorough understanding of your current costs and where you realistically expect them to be in the years ahead and, have a robust VA/VE discipline in place to engineer costs out that meet or exceed the LTA’s. No customer is going to have any sympathy for discussing a commercial issue relating to a quote mistake because your company didn’t know or couldn’t accurately understand their cost structure.

• Communicate—Nobody likes nasty surprises. Not your customers, suppliers, employees, and certainly not your lenders. Difficult issues that revolve around quality problems, delivery, commercial negotiations, and liquidity/covenant issues are very unpleasant conversations. Not having those conversations with your constituents is even more difficult and even more dangerous. Pick the timing to have those conversations, and be prepared to offer realistic solutions. Just don’t wait until the issue has a reached crisis level that sets off the alarms in the system. Then it’s far too late. If you need help with an issue, get that help and get it quickly because there are plenty of experts available to assist.

So, will the Yellow Lights be blinking all of 2019 or will they turn Red, or possibly Green again? No one can accurately say, but with the current state of the industry; undergoing massive technological changes while simultaneously and quickly shifting from passenger cars to light trucks, the supply base needs to respond with results. Results that satisfy their customers and their shareholders.

Fred Hubacker has over forty years of significant experience providing senior leadership, advisory and business development services for companies in the automotive industry. He has served in numerous executive roles throughout his tenure with Venture Companies Worldwide, New Venture Gear Inc., Textron Inc., Acustar, Inc., the Chrysler components manufacturing subsidiary, and Chrysler Corporation.

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WELCOME NEW MEMBERS A2Mac1 8393 Rawsonville Rd Belleville MI 48111 (734) 9736468 www.a2mac1.com Member Representative: Rob Shalhoub, Manager, Sales & Marketing Alternate Representative: Christian Fusik, Business Development Powering benchmarking insight engines since 1998, A2Mac1 has built a robust reputation as the world’s most trusted provider of benchmarking information. As a medium-sized company with a global staff, it has been able to maintain a lean and nimble organizational structure. This arrangement allows A2Mac1 to empower staff, helping to meet their client’s critical needs in a more rapid manner, staying ahead of the industry’s ever-evolving technologies and trends.

BMTS Technology US Corporation 47003 Five Mile Rd. Plymouth, MI 48170 (734) 359-5124 www.bmts-technology.com/en/home/ Member Representative: Brian Vivio, Director Alternate Representative: Neal Karwande, Director BMTS Technology is a globally-active manufacturer of exhaust turbochargers. It develops and produces exhaust turbochargers for cars, light commercial vehicles and off-highway applications at plants in Europe, Asia and America. It stands for the highest demands on quality and efficiency and always focuses on making innovative products better in the pursuit of longevity and greater environmental awareness. These characteristics, in conjunction with reliability and fairness, have made BMTS a reliable and established partner to the automotive industry for many years. It responds with tailor-made solutions to customers' current and future requirements and ensures mutual success over the long term.

Chem-Pak 242 Corning Way Martinsburg, WV 25405 (304) 262-1880 www.chem-pak.com Member Representative: Mary-Kate Bishop, Director, Process Administrator & Customer Service Alternate Representative: Samantha Redman, Inside Sales & Marketing Specialist Founded in 1966, Chem-Pak is a leading provider of polymer flaw repair coatings for the plastics industry, and has helped molders in the automotive market improve efficiencies.

Manufacturing imperfections such as knit lines, flow lines and splay result in rejected parts, increased scrap rates and rework. Per-Fix flaw repair coatings can permanently restore the part to perfect condition in less than 60 seconds. Chem-Pak has expanded manufacturing and lab facilities, partnered with automotive OEMs like Toyota, and built a culture of technical expertise, regulatory insight, and uncompromising quality adherence.

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WELCOME NEW MEMBERS Lee Industrial Contracting 631 Cesar E. Chavez Ave. Pontiac, MI 48342 (248) 332-4646 www.leecontracting.com Member Representative: Josh Kane, Strategic Market Development Director Alternate Representative: Mike Hahn, Director of Sales Alternate Representative: Rachel Ahlgren, Marketing Specialist Lee Contracting is an employee-owned, single-source contractor. With a team of more than 400 experienced trades-people and 30 years in the industry, it is a one-stop-shop for industrial turn-key solutions. Its in-house manpower, state-of-the-art equipment and fully equipped shop, help job sites throughout the U.S run smoothly and efficiently.

Turn-key advantages include controlled project costs, accelerated timelines & minimal impact on your operations. 24/7, 365 availability offers the flexibility to have a schedule meet customers' needs. In-house trades include: Foundations, Rigging, Electrical, Mechanical, Fabrication, Machine Repair, Controls & Robotics, Building, Roof-Raising, Emergency Power and Industrial Storage. Lee Contracting is a trusted partner to hundreds of automotive suppliers and a two-time General Motors (GM) Supplier of the Year.

Macauto USA 2654 Elliott Drive Troy, MI 48083 (248) 556-5256 www.macauto-group.com Member Representative: John Luca, President North America Alternate Representative: Roman Kapitanec, Controller Macauto USA is a global supplier in automotive interiors, and offers highly-engineered solutions: Door Sunshades, Rear Lite Sunshades, Tonneau/ Compartment Security Covers, Barrier Nets, Sunroof Roller Blind Assemblies, Sunroof Roller Blind Fabric and Wind Deflectors. Macauto's customers recognize it as the leader of “innovation in comfort.”

Musashi North America, Inc. 2000 Town Center, Suite 1420 Southfield, MI 48075 (248) 386-1600 www.musashi.co.jp/en/ Member Representative: Edward van Amstel, President of North American Sales & Global Customer Director Alternate Representative: Alejandro Quintero, Vice President of North American Sales Musashi Seimitsu Industry Co., Ltd. is a solution-based global parts supplier for the automotive and powersports markets. Headquartered in Toyohashi, Japan, it operates 33 vertically-integrated manufacturing sites spread across Europe, North and South America, China, and South East Asia. Musashi specializes in the design, development and manufacturing of powertrain, steering linkage and suspension products.

With a focus on innovation, Musashi delivers a full portfolio of highly engineered technologies such as Differential Assemblies, Planetary Gear Assemblies, Transmission Gears and Assemblies, Reduction Gears for xEVs and Integrated Ball Joint Assemblies.

OESA News - 2019 Second Quarter

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WELCOME NEW MEMBERS OSRAM Continental USA, Inc. 175 Old Shackle Island Road Hendersonville TN 37075 (615) 826-0372 www.osram-continental.com Member Representative: Julian Dench, CEO Alternate Representative: Julie Noyes, Director, Communications & Marketing OSRAM Continental GmbH is a 50/50 joint venture of leading technology companies OSRAM and Continental. With its world headquarters near Munich, OSRAM Continental combines modern lighting technologies with electronics and software and offers a broad portfolio of intelligent, innovative lighting solutions for the global automotive industry.

OSRAM Continental employs approximately 1,500 people at 16 locations in nine countries.

The regional headquarters for the Americas is based in Hendersonville, Tennessee. It also operates an engineering, development and sales center in Troy, MI. Reyes Automotive Group 1 Lone Star Pass Bldg 28 San Antonio, TX 78264-3639 (310) 617-3845 www.reyesautomotivegroup.com Member Representative: Jason Reyes, President Reyes Automotive Group is a minority owned Joint Venture (or JV) that is comprised of two companies with a combined 120 years of manufacturing experience. The JV is headed

by Fernando Reyes who has over 20 years of manufacturing experience. International Automotive Components Inc. (IACNA), the minority partner, is currently the second largest injection molder in North America.

Reyes combines its strengths to make world class trim components for the next generation Toyota Tundra and Tacoma pickup trucks using injection molding, blow molding, and various assembly techniques in a just-in-time (JIT) environment.

u-blox America, Inc. 1902 Campus Commons Drive, Suite 310 Reston, VA 20191 USA (703) 429-3327 www.u-blox.com Member Representative: Suresh Ram, President Alternate Representative: Jim Bruewer, Vice President of Automotive u‑blox (SIX:UBXN) is a global provider of leading positioning and wireless communication technologies for the automotive, industrial, and consumer markets. Its solutions let people, vehicles, and machines determine their precise position and communicate wirelessly over cellular and short range networks. With a broad portfolio of chips, modules, and a growing ecosystem of product supporting data services, u‑blox is uniquely positioned to empower its customers to develop innovative solutions for the Internet of Things, quickly and cost‑effectively.

With headquarters in Thalwil, Switzerland, the company is globally present with offices in Europe, Asia, and the USA.

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COUNCIL FEATURE

Accepting Nominations for Young Leadership Council (YLC 8) 2019-2021 OESA is seeking nominations for the eighth Young Leadership Council (YLC8). This council is open to all member companies and provides a forum to help companies develop and retain future leaders. Participants are welcome from all functional areas including finance, sales, marketing, manufacturing, human resources, purchasing, logistics, communications and engineering.

During the two-year program, council members will hear from subject matter experts on leadership, personal development and industry topics and trends. Designed as a peer-to-peer environment, attendees share best practices and experiences.

“I really enjoyed the overall experience, connection with my peers in the program and will for sure apply the knowledge to my future career steps.”

-YLC Alum

“A great opportunity to hear from today’s Automotive Supplier’s leaders as well as great networking opportunity.”

-YLC Alum

Graduates leave the program better prepared for greater responsibility and equipped for the next step in their career with the member company.

Early nominations are encouraged, as space fills up fast.

Executives can nominate candidates for the YLC8 by contacting Keiyania Mann at kmann@oesa.org for a nomination form.

The first YLC8 meeting is on Thursday, October 10, 2019, at the OESA Conference Center in Southfield, MI.

“I have really grown from this experience as a YLC member. It isn’t every day you are able to take time to focus on you and your career. Usually people get bogged down with the day-to-day things to do and don’t focus on themselves, but to be the best leader, you have to balance that and spend time on you to make sure you are the best leader you can be and that’s what this twoyear program did for me."

-YLC Alum YLC5 Meeting

For more information about the OESA Young Leadership Council and to obtain a nomination form, contact Keiyania Mann at 248.430.5952 or kmann@oesa.org or Mike Pendy at 248.430.5958 and mpendy@oesa.org.

OESA News - 2019 Second Quarter

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CALENDAR OF EVENTS OESA Board of Directors

UPCOMING TOWN HALLS*

Executive Committee

May 14

Volkswagen Town Hall Plymouth, MI

Chairman of the Board Ramzi Y. Hermiz President and CEO Shiloh Industries, Inc.

July 23

Toyota Town Hall Saline, MI

Aug 20

FCA Town Hall Novi, MI

Dec 4

Ford Town Hall Dearborn, MI

Immediate Past Chair Mike Mansuetti President Robert Bosch LLC Vice Chair Françoise Colpron Group President Valeo North America Vice Chair Ken Hopkins President and CEO Neapco Holdings, LLC Officer Julie A. Fream President and CEO OESA Officer Bill Long President and CEO MEMA Directors Oscar R. Albin Executive President INA, Industria Nacional de Autopartes A.C.

UPCOMING OESA COUNCIL MEETINGS*

Nov 7 Enviromental Health and Safety Council

May 2

Human Resources Council Southfield, MI

May 7

Southfield, MI

May 16

Young Leadership 6 Council Southfield, MI

May 23

Advanced Technology Council Belleville, MI

OESA Board of Directors John Dunn President and CEO The Americas Plastic Omnium Auto Inergy Division Scott Ferriman President MAHLE Industries, Incorporated Denise Gray President LG Chem Michigan Inc. Tech Center Ronald Hall Jr. President and CEO Bridgewater Interiors, LLC Michael Haughey President North American Stamping Group, LLC Kenichiro "Ken" Ito Executive Director DENSO Corporation Chris Obey President, Automotive Flex Lon Offenbacher President and CEO Inteva Products Michael Robinet Managing Director IHS Markit

Paul Barnett President Principal Manufacturing

Samir Salman CEO NA Region Continental Automotive Systems, Inc.

James Bradbury President Grand Rapids Controls Company LLC

Daniel Sandberg President and CEO Brembo North America, Inc.

David C. Dauch Chairman and CEO American Axle & Manufacturing, Inc. Jacqui Dedo Co-Founder Aware Mobility, LLC Jon DeGaynor President and CEO Stoneridge Paul Doyle CEO Coastal Automotive

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*Open to members and invited guests.

REMINDER: Council dues and Membership fees for 2019 are due.

Please contact OESA for additional information 248.952.6401

Dan Sceli President and CEO Peterson American Corporation Armando Tamez CEO Nemak Jim Teets President and CEO ADAC Automotive Katsutoshi Uno Chairman and CEO HIROTEC AMERICA, Inc.

For more information and to register for OESA events and council meetings, visit oesa.org, or call 248.952.6401.

Original Equipment Suppliers Association 25925 Telegraph Rd., Ste. 350 │Southfield, MI 48033-2553 248.952.6401 │oesa.org │info@oesa.org Connect with us on OESA News is provided by members of the OESA Communications Team.

April Buford Senior Director, Communications

Jeff Laskowski Senior Manager, Communications

Abby Napier Communications Specialist

248.430.5964 abuford@oesa.org

248.430.5951 jlaskowski@oesa.org

248.430.5957 anapier@oesa.org