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Simply the Best
"Building effective, efficient procurement talent"
Synopsis
Why must defence procurement and logistics supply chain directors,
think more strategically about talent management?
Because best-in-defence execution depends on best-in-defence
people. It doesn’t matter how much you invest in logistic SCM,
technology or processes - if you don’t also invest in people, you won’t
succeed.
Scope
Why is there a shortage of logistics, procurement & supply chain talent?
Solving the “talent crisis”
The alternatives?
Technology versus employee capacity - complex Log IS = increase in the required employee skill level
Why?
Technology
Increasing demand
Expanding demographic void
Rapidly evolving “skillset” requirements
Potential shortfalls in academia
Negative bias towards the logistics “image”
The perfect storm? Source: Mehta, A. (2015)
Technology versus employee capacity
Legacy employees
Evolution of Log IS
The cost of human error
CPD?
Increasing demand
Increased complexity of supply chains
Demand for supply chain professionals exceeds supply by a ratio of 6 to 1
The future could see a ratio of 9 to 1
Graduate versus vocation
Expanding demographic void An aging workforce
Europe and America face the same talent “exodus”
Retirement versus replacement
Middle management shortage
Fallout from the 2008 financial crisis
The talent gap
29%
61%
10%Source: Supply Chain Insights LLC, 2014.
Entry Level
Middle Management Level
Executive Level
Expanding demographic void An aging workforce
Europe and America face the same talent “exodus”
Retirement versus replacement
Middle management shortage
Fallout from the 2008 financial crisis
Rapidly evolving “skillset” requirements
Supply chain managers – growth of role
Growth of role
Rapidly evolving “skillset” requirements
Supply chain managers – growth of role
Competencies
Broader qualifications required
Multiple skillsets
A developing environment
Potential shortfalls in academia
The capacity of academia to create new talent
60% of new logistics roles require skills that only 20% possess
Only 1.3% of all business studies are dedicated to SCM, logistics & transportation
First find then train talent
University placements in industry
Negative bias toward the logistics “image”
Lack of understanding
Not a “career path”
Inadequate educational programs
Attracting the “young”
Change sensitive
Solving the talent crisis
Liaison with the logistics industry
“In house” formulisation of knowledge transfer
Education by employer
Employee role-rotation mentorship programs
Become an “employer of choice”
Liaison with the logistics industry
Must be proactive
Collaboration
A learning platform
Academic programs must understand the industry requirements
Industry based supply chain education program
Continuous improvement
Logistic risk management & analysis
Supply chain strategy
Sourcing & procurement
Supply chain concepts
Business environment
Sustainability & corporate responsibility
Lo
gis
tic
serv
ices
, co
nce
pts
& t
oo
ls
Pro
du
ct l
ife
cycl
e
Fu
ture
ch
alle
nge
s, l
ates
t d
evel
op
men
ts
Liaison with the logistics industry
Must be proactive
Collaboration
A learning platform
Academic programs must understand the industry requirements
In-house formulisation of knowledge transfer
Educate, improve, develop, retain
Knowledge management
Learn 1 role up and 2 down
“Lost” knowledge is hard to replace
Overlap key logistic positions
Higher “head-count” for a short period
Challenges?
Education by employer
CEO: “What if we train our employees and they leave?”
COO: “What if we don’t and they stay?”
Education by employer
Employers develop their own program for their own requirement
E-learning & “on-the-job”
No loss of employee
Not short term
Qualification recognition/accreditation
Employee role-rotation mentorship programs
Learn 1 role up and 2 down
Enriches employees
Provides management a “fallback” option
Increased flexibility
Talent exchange
Employees better understand the business
Become an “employer of choice”
Industry commitment required
Incentivize employees
Formualised career path
Remuneration
Work/life balance
Driven from the top down
The alternatives
Is there an alternative?
There is no choice
BI analytics
Source: CGI (2015)
Questions
References Harrington, L., & Smith, R. H. 2015. Automotive Industry Brief: Solving the
Supply Chain Crisis. Maryland: DHL & University of Maryland.Evolution of role.
Noble, D. 2016. The Skills Shortage Facing Global Supply Chains. Supply Chain Digital, [Online] 1 (1). pp.1. Available at: http://www.supplychaindigital.com [Accessed on 2 December 2015].
Spikes, L. 2015. Technology is your Catalyst for Change. Procurement Leaders Global Intelligence Network, [Online] 1 (1). pp.1. Available at: http://www.procurementleaders.com [Accessed on 1 December 2015].
Mehta, A. 2015. Shortage of Supply Chain Professional: Some Facts. Procurement Leaders Global Intelligence Network, [Online] 1 (1). pp.1. Available at: https://www.linkedin.com [Accessed on 1 December 2015].
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