Jeffrey Morrison discusses GM’s supply chain shift toward electrification, cost optimisation and evolving supplier partnerships

Jeffrey Morrison, senior vice president of global purchasing and supply chain at General Motors (GM), is at the forefront of one of the automotive industry’s most profound transitions: the shift to electrified propulsion and autonomous driving. With over a decade of leadership in supply chain management, Morrison is responsible for steering GM through a time of unprecedented change, where sustainability, innovation and collaboration are key.

In an exclusive Red Sofa Interview, Morrison discusses how the automotive industry is navigating new challenges in logistics, semiconductors and battery materials, while underscoring the importance of partnerships that stretch across the value chain. From securing logistics capacity to pushing for carbon neutrality, he provides insights on what it takes to deliver affordable vehicles in the midst of this transformation.

Morrison’s approach echoes earlier discussions about understanding where to be lean and where to be robust in GM’s supply chain. He emphasises the lessons learned from past supply chain crises, which have prompted strategies for increased resilience, such as regional sourcing and strategic inventory management. These challenges have driven GM to pursue deeper relationships with suppliers. At this year’s Automotive Logistics and Supply Chain Global conference, Morrison elaborated on the importance of evolving partnerships, stressing the need for long-term strategic collaborations. He stated, “Please give us the preference that I think we have earned over this amount of time,” underscoring GM’s reliance on cooperation to secure capacity amid rising competition.

Jeff, thank you for joining us on the Red Sofa today. Could you start by sharing some of the key priorities for GM in purchasing and supply chain management? We are navigating a period of significant disruption in the industry, driven primarily by two major trends: electrified propulsion and autonomous driving. As our electrical architectures evolve, it’s critical that we help our suppliers transition along with us. We’re focusing on bringing the best technology forward, but it’s equally important that our partners are ready to navigate these changes as well.

The industry has faced major supply chain constraints, from semiconductors to vehicle logistics. How has this changed your approach to working with suppliers? One of the biggest lessons we’ve learned is the need to go deeper into our value chains. We’ve always worked closely with our tier-one suppliers, but today, we need to extend those partnerships even further. Semiconductors are a clear example where we’ve had to build more direct relationships, even going back to the source of raw materials. Electrification demands a similar approach. We are forming partnerships that stretch all the way back to the mines where battery-grade materials are sourced. It’s no longer just about securing supply – it’s about ensuring the quality and sustainability of those supplies.

Speaking of electrification, the shift to electric vehicles (EVs) presents unique logistics challenges. How do you see EVs changing the logistics market for GM? Securing logistics capacity is really important. We must not only build the vehicles but also ensure we can deliver them efficiently to our customers. Reducing material and logistics costs is crucial to making EVs affordable. We’re constantly looking at how we can optimise the movement of vehicles. For instance, traditional car haulers are designed for gasoline vehicles, but with EVs, weight limits mean fewer cars can be loaded onto the same equipment. So, we’re working with our logistics partners to rethink the equipment and methods we use. Innovation in this space will be key to delivering vehicles more efficiently.

Sustainability is another big focus for GM. How are you integrating sustainability into your supply chain and logistics operations? Sustainability is a core objective for us. We’re asking our suppliers to sign a pledge as it were to work together to use more sustainable methods, including reducing carbon footprints and, ultimately, achieving carbon neutrality. We’re also asking suppliers to measure their performance annually so that we can continuously improve. From a logistics standpoint, we’re exploring ways to reduce the miles goods travel and are considering cleaner modes of transport, such as electric-powered freight solutions.

That brings me to your logistics partners. What message would you like to share with them as they look to support GM in the years ahead? My message is simple: talk to us. We want open communication with our partners. If you’re seeing innovations or best practices in the market, bring them to us. We’re eager to explore new ways of working together. It’s about more than just securing capacity; it’s about finding new efficiencies and enabling key investments that will benefit both sides. Together, we can be at the forefront of this industry transformation.

It’s clear that GM’s approach to supply chain management goes far beyond the traditional. Jeff, thank you for sharing your insights today. Thank you. It’s an exciting time for the industry, and I’m glad we could have this conversation.

As GM moves forward with its plans for electrification and sustainability, Morrison’s insights underscore the importance of deep partnerships across the supply chain. The road ahead may be challenging, but with a commitment to collaboration and innovation, GM is poised to continue leading the charge in transforming the future of mobility.