MBN USA

October 26, 2021

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General Motors is a 2001 BDR charter member

“At GM, supplier diversity is the economic engine that drives empowerment, equity and inclusion into our supply chain and business community. We are committed to developing diverse suppliers that support GM’s vision to be the most inclusive company in the world, while transforming the industry with electric and autonomous vehicles and related mobility services.” — Tamika Walker, supplier diversity program manager

Q: When did your company begin its supplier diversity program?

A: 1968.

Q: Can you tell us a bit about your supplier diversity program history?

A: GM’s corporate [diversity, equity and inclusion] strategy is focused on three pillars: Talent, Culture and Market.

Supplier diversity contributes to the “Market” by driving supply chain inclusion with the expectation that it will make an economic impact in our diverse business community in multiple ways, such as wealth creation, employment, tax contributions, etc.

As the first automotive [original equipment manufacturer] to launch a formal program in 1968, GM understands the generational impact of this business imperative. At GM, supplier diversity is the economic engine that drives empowerment, equity and inclusion into our supply chain and business community. We are committed to developing diverse suppliers that support GM’s vision to be the most inclusive company in the world, while transforming the industry with electric and autonomous vehicles and related mobility services.

• Our Vision: Achieve equitable and sustainable supply-chain inclusion goals that ensure long-term viability for our diverse supply base.

• Our Mission: Serve as bridge-builders, connecting an ecosystem of diverse suppliers, communities, advocacy organizations and customers.

• Our Aim: Ensure that our connections drive lasting business relationships, customer loyalty and world-class parts and services that support our long-term viability.

We are on target to meet Tier I and Tier II certified spend goals for 2021 with our 300-plus diverse suppliers. One of our key program attributes is supplier development, which is anchored by our five-point development curriculum focused on: financial acumen, operational excellence, talent acquisition, Tier II inclusion and GM process knowledge.

In 2021, we invested over $250,000 in technical assistance programs reaching more than 100 diverse business through key partnerships such as:

• Tuck Executive Education at Dartmouth College: Diversity Business Programs.

• Black Technical Assistance Initiative: Initiative for a Competitive Inner City or ICIC Inner City Capital Connections Detroit Cohort Sponsor.

• Women’s Entrepreneur Leadership Lab: Detroit Chapter Sponsor.

Q: Why did your company decide to become a BDR member?

A: General Motors became a member of BDR so that we could collaborate and innovate with like-minded corporate game-changers. BDR is a unique collection of thought leaders that share best practices and supplier capabilities across multiple industries and regions of the world.

Q: Besides having a $1 billion annual spend with diverse suppliers, what does it take to be a BDR company?

A: In addition to spending $1 billion worth of annual Tier I spend with certified diverse suppliers, there are a few additional program elements that need to be in place: The team must be adequately staffed, have a robust Tier II program and be active members of key national and regional advocacy organizations.

Q: What advice would you give to corporations that would like to become BDR members?

A: A few pieces of advice that General Motors can offer are:

• Be patient. This is a marathon, not a sprint. It takes time to develop and grow long-term supplier partners. Make sure that your Tier I spend exceeds the minimal threshold and that the supplier makeup is spread across multiple purchasing categories.

• Be strategic. Do not discount any opportunity to connect with suppliers and corporate peers; remember, it is best to have a relationship developed before you need it. Leverage your internal network to grow your diverse suppliers at both a Tier I and Tier II level. Sharing suppliers across industries reduces risk, improves supplier capabilities and delivers a better value proposition.

Q: What advice do you have for MBEs interested in doing business with your company?Q: What advice do you have for MBEs interested in doing business with your company?

A: Utilize the data, relationships and lessons you learned from recent contract awards and losses to establish a targeted customer profile and an enhanced [request-for-quote] response process. Lastly, track the time and resources invested, so that you can measure the return on investment or ROI of your business development strategies and make the proper adjustments with each sourcing engagement.

Q: What’s your vision for the future of minority business development and supply-chain diversity?

A: An old African proverb says, “Each one, teach one.” My vision is that each minority business reaches back to mentor and purchase from other minority businesses, while providing lessons learned, industry insights and future technology road maps that will help MBEs grow.

To learn more about general motor’s supplier diversity program, visit gmsupplierdiversity.com.