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When constant disruption becomes part of the job, how do you build a supply chain that can withstand the pressure?

In this episode, Kyle Price, Vice President of Procurement at Caterpillar, joins Jan, Terry, and James to talk about building a resilient, flexible supply chain in a world that doesn't slow down. With more than 20 years at Caterpillar, Kyle offers valuable insights that acknowledge the complexity of supply chain management, but don't get stuck in it, either.

Supply chains have gone from regional and predictable to global and deeply complex. And the risks? They're not just more frequent; they're evolving.

So how do you lead through that? Kyle says don't wait for the perfect solution. You build flexibility into the design from the start. That means dual sourcing, holding strategic inventory, and using AI to spot risk early.

These ideas aren't new, but Kyle explains how to make them work. Dual sourcing, for example, doesn't have to mean doubling your cost. You can move quickly when needed by identifying backup suppliers early and setting up agreements in advance, without spending heavily up front.

Kyle brings up the importance of prioritization. With massive amounts of supplier data, it's easy to get lost. He explains how Caterpillar uses internal tools, including AI, to focus on what matters most to the business. For them, managing risk is not a side task. It's part of how procurement works day to day.

He also talks about the impact of new regulations. Kyle doesn't see this as something to push back on. For him, it's about being prepared and building the capability to respond. Resiliency, in his view, isn't just about avoiding disruption. It also affects cost, quality, safety, and how competitive you can be.

Jan asks Kyle what he'd tell supply chain leaders who feel too busy or too stretched to think about risk strategy. His advice? Start small. Don't wait for perfection. Focus on the pain points you already know, and build from there. Whether you do it in-house or partner up, just start.

Toward the end, Kyle talks about how he stays connected to the industry outside Caterpillar through his work on the AIAG board and with students at BYU's supply chain program. His goal isn't just to manage risk today but to help build better supply chain leaders for the future.

Themes discussed in this episode:

• Why flexibility needs to be designed into the supply chain from the start
• How AI and data tools are reshaping procurement risk strategies
• How to lead a supply chain team when the pressure never stops
• How risk planning must be embedded into everyday procurement processes
• The growing compliance pressure to trace materials across global supply chains
• How supply chain resiliency drives cost, quality, and safety improvements
• The importance of industry engagement in building the next generation of supply chain leaders

Name: Kyle Price

Title: Vice President of Procurement at Caterpillar

About: Kyle is the Vice President of Procurement at Caterpillar, overseeing the Supply Resiliency organization. In this role, he leads a global procurement team that supports all four Caterpillar verticals and is responsible for developing enterprise strategies and processes that promote operational excellence within the supply network.

Over his 24 years with Caterpillar, Kyle has worked in various areas of the business, taking on increasing levels of responsibility in procurement, operations, quality, supply chain, and product development. He has also completed an international assignment in Europe.

Additionally, Kyle is a member of the Board of Directors for the Automotive Industry Action Group (AIAG) and the Global Supply Chain program at the BYU Marriott School of Business.

Connect: LinkedIn

Mentioned in this episode:

• Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• Customs Brokers Continuing Education Program
• Supervisor Boot Camp

[03:15] Volatility Isn’t Going Anywhere: Supply chains used to be local and predictable, now they’re global and exposed to everything from tariffs to cyberattacks. Kyle breaks down the two biggest reasons volatility keeps growing and why flexibility is no longer optional.

[05:02] No Silver Bullet: Managing risk isn't one thing; it's a mix of smart design, early warning, and fast response when the unexpected hits.

[07:54] Rethinking Dual Sourcing: Flexibility doesn’t have to mean double the cost. Kyle explains how smart planning makes backup sourcing possible without breaking the bank.

[12:48] When Priorities Shift: Kyle shares how Caterpillar uses dynamic tools and AI to reassess priorities as customer needs and global risks evolve constantly.

[14:59] Built into the Process: Forget the flashy initiatives that fade with leadership changes, Kyle explains why real resiliency only sticks when it's embedded into the way decisions actually get made.

[16:27] Map It or Miss It: Regulations, tariffs, and labor shortages aren’t going away, and Kyle explains why supplier mapping isn’t just a compliance task, it’s a strategic edge.

[19:42] Just Start Somewhere: Risk strategy doesn’t need a perfect system, just a starting point. Kyle shares why tackling your obvious pain points first is often the smartest way to build long-term resiliency into everyday procurement work.

[23:07] Giving Back, Gaining More: From shaping industry-wide solutions at AIAG to mentoring the next generation at BYU, Kyle finds just as much inspiration outside Caterpillar as he does within it.

Top Quotes:

[04:29] Kyle: “We certainly talk about tariffs as an area of volatility. Today, we have the pandemic, but you look at things like cybersecurity threats or labor disruptions in the world. I mean, many of those types of things are increasing in double-digit percentages. In some cases, triple-digit percentages according to Gartner, year over year. And to be able to manage that, you've got to have a supply chain that really can be flexible. You can't predict all these types of disruptions, as Jan started off with, I mean, we get disruptions every day of different types.”

[16:46] Kyle: “When we have an immediate supply disruption, but there are so many regulations that are occurring, where we're being asked to geolocate our source of supply of rubber down to a tree and in a specific geolocation. There are regulations and requirements that we're going to have to comply with. All these things require mapping into the supply base. So, it's, you know, we can stand back and say, "We don't want to do it. And it's very complex, and it's going to be hard." Unfortunately, or fortunately, depending on how you look at it, it's something that we have to go do and we need to go do inside of the space.”

[20:40] Kyle: “Start small. When we developed capabilities here at Caterpillar, we were piloting them in some of the areas that were the most urgent for us. And I think that is a great way to learn, and to get into detail while generating value at the same time.”

[24:43] Kyle: “It’s really fun working with students. I mean, when you think about where one of our biggest opportunities is, we've got to get people excited and prepared for the challenges and the opportunities that we have in the supply chain. And so, you get in with them, and you'll be able to mix the experience that we all have with the fresh minds and the fresh eyes and ears of students who are top-notch in terms of thought process. And while they learn a little bit from me, I learn a ton from them. I mean, we have certainly taken back concepts from them and brought them back to my own job to apply them. It's not just about giving back. You get as much as you give, if not more, which is pretty cool.”