March, 2021 Continued from previous page

Jabil and Molex Partner... The goal: foster earlier en-

“There are boundless oppor-

tunities for both companies to serve growing markets,” says McKay. “Both Jabil and Molex are well positioned with global footprints and strategic invest- ments in areas that will serve our markets extremely well going forward.”

Accelerating Innovation Molex and Jabil both align

technology investment and road - map strategies in anticipation of fluctuating market demands and evolving customer expectations. As part of Jabil’s total supply chain orchestration, supplier rela- tionship management and com- modity management teams work hand-in-hand with suppliers like Molex to ensure ample capacity of differentiated, diversified prod- ucts and solutions. “We look for suppliers with

the biggest influence and impact on the markets and customers we both serve,” asserts Graham Scott, vice president of global pro- curement at Jabil. “The best fit is a company with a similar vision and strategy. Molex can really help us diversify as we explore new markets and customers, so we can thrive together.” To identify the highest eche-

lon of suppliers, Jabil uses sup- ply value mapping based on com- pany history, financial projec- tions and business objectives. The supplier relationship man- agement team then meets with those top-tier companies to cre- ate co-developed account plans to drive mutual value. Potential strategic suppliers

are evaluated on their pace of technological innovation and in- vestment as well as ability to scale operations globally. The codeveloped plans are a play- book of agreed-upon goals and strategies to guide priorities for the respective companies. “When we knowledge-share

and collaborate, we can address challenges to realize the best pos- sible solutions Molex can provide to Jabil,” says Whicker. “It really accelerates innovation in all prod- ucts and solutions we develop.” Quarterly business reviews

ensure each organization has close alignment across technology roadmaps, customer focus areas and go-to-market imperatives.

Early Access to Opportunities As a testament to their close

relationship, Jabil asked Molex to join its Early Access Partnership (EAP) when it was launched in 2020. Designed to spur collabora- tion and spark creativity between engineering teams, Jabil’s EAP calibrates each partner’s technol- ogy directions and business goals through a series of strategic working sessions, virtual confer- ences and other joint activities.

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gagement in business opportuni- ties while optimizing different technologies for mutual and prospective customers. “It was an easy decision to select Molex for Jabil EAP,” says Scott. “There are lots of synergies across our engineering organiza- tions, and alignment with where Jabil is going as far as specific markets are concerned and the technologies that are required within each of them.” Jabil EAP makes it easier for

Molex engineers to engage with Jabil’s technology experts in the

product design process. Moreover, Jabil engineers are learning more about new and emerging connec- tivity solutions on Molex’s prod- uct development horizon. Together, the companies are

uniquely positioned to take ad- vantage of early access to busi- ness opportunities for mutual benefit. “It starts with collaborat- ing on designs versus just being a supplier,” says Whicker. “We’ve worked through a lot of different situations to help solve cus- tomers’ needs while fitting Jabil’s processes better to help all of us become more efficient through product development cycles.”

Page 35

Rapid Pandemic Response While nothing could have

prepared Molex or Jabil for the massive disruption of COVID-19, decades of working together en- abled both companies to rally quickly and efficiently. In March, factory operations around the globe halted abruptly while trav- el restrictions confined employ- ees to work-from-home realities. Customers across all indus-

tries were faced with a host of challenges, ranging from huge supply chain interruptions to major manufacturing slowdowns and go-to-market delays. As Continued on next page


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