TALENT RECRUITMENT INTERNSHIP / FULL TIME CAREER FAIRS CAREER POSTING UNIVERSITY ENGAGEMENT TALENT DEVELOPMENT PROFESSIONAL EDUCATION CERTIFICATES CUSTOM PROGRAMS GRADUATE PROGRAMS ORGANIZATIONAL DEVELOPMENT CONSORTIA TALENT INCUBATOR RESEARCH PROJECTS PROFESSIONAL SERVICES BEST PRACTICES RESOURCE ID.TAMU.EDU INDUSTRY PARTNERSHIP GUIDE
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TALENT RECRUITMENT
INTERNSHIP / FULL TIME
CAREER FAIRS
CAREER POSTING
UNIVERSITY ENGAGEMENT
TALENT DEVELOPMENT
PROFESSIONAL EDUCATION CERTIFICATES
CUSTOM PROGRAMS
GRADUATE PROGRAMS
ORGANIZATIONAL DEVELOPMENT
CONSORTIA
TALENT INCUBATOR
RESEARCH PROJECTS
PROFESSIONAL SERVICES
BEST PRACTICES RESOURCEI D . T A M U . E D U
I D . T A M U . E D U
SHORT COURSE LENGTH DATE
Advanced Sales 5 Days 16 - 20 APR, 2018 Management Certificate 5 Days 8 - 12 OCT, 2018
Distribution Human 1.5 Days 14 - 15 SEPT, 2017Capital Development 1.5 Days 6 - 7 SEPT, 2018
Distributor Managers 4.5 Days 26 FEB - 2 MAR, 2018Certificate 4.5 Days 10 - 14 SEPT, 2018
Executive Session on Distributor 3 Days 15 - 17 MAY, 2018 Competitive Advantage
Intensive Inventory Management 4 Days 26 - 29 SEPT, 2017 4 Days 25 - 28 SEPT, 2018
Optimizing Business Analytics 1.5 Days 2 - 3 MAY, 2018
Pricing Optimization 1.5 Days 18 - 19 OCT, 2017 1.5 Days 24 - 25 OCT, 2018
Professional Sales Certificate: 3 Days 20 - 22 MAR, 2018 Value Based Process Development 3 Days 13 - 15 NOV, 2018
FOR MORE
INFORMATION AND
REGISTRATION,
PLEASE VISIT
READCENTER.TAMU.EDU
PROFESSIONAL DEVELOPMENT SHORT COURSES
NEXT-GEN DISTRIBUTION TALENT DEVELOPMENT
Gen XBORN: 1965-1980
IN 2017:
MillennialsBORN: 1981-1996
Gen Z (iGen)BORN: 1997 +
NEXT GENERATION
AGE 36-50
AGE 21-35
AGE 20+
u Structuredu Rotationalu Project-based
u Productsu Systemsu Process
u Establish Expectationsu Create Individualized Development Programu Engagement Focused Coachingu Create Accountability
INTERNSHIPS
1 - 2 Y E A R S Y E A R 1 - 2 Y E A R 3 - 4 Y E A R 5 - 6 Y E A R 7
DEVELOPMENTPROGRAM
YOURTRAINING
Hig
h P
erfo
rmer
Hig
h P
ote
nti
al
Man
agem
ent
Pip
elin
e
Pre-hire Internal InternalOutsource Outsource + Guided
ADVANCEDCERTIFICATES
GRADUATEPROGRAM
TALENT MANAGEMENT
PROJECTIMPLEMENTATION
CAPS
TONE
PROJ
ECT
ADVANCEDSALES MANAGEMENT
MASTER OFINDUSTRIALDISTRIBUTION
NEW SERVICE/SOLUTION
BUSINESS EXPANSION/DEVELOPMENT
TALENTINCUBATOR
BUSINESSDEVELOPMENT TEAM
EXECUTIVE SESSION ON DISTRIBUTOR COMPETITIVE ADVANTAGE
CERTIFICATE IN SALES
OPTIMIZING DISTRIBUTOR PROFITABILITY
CERTIFICATEPROGRAMS
INDIVIDUAL CONTRIBUTOR / SPECIALIST MANAGEMENT / LEADERSHIP PROFESSIONALS
oth
ers
oth
ers
oth
ers
U.S. LABOR FORCE
Source: Pew Research
2%SILENTS
29%BOOMERS 34%
GEN X 35%MILLENNIALS
1%GEN Z
INDUSTRY PARTNERSHIP GUIDE
FOR MASTER OF INDUSTRIAL DISTRIBUTION INFORMATION:Mr. Mark Lorenzo, MID ‘12Phone: 979.458.3145 E-mail: [email protected]
FOR INFORMATION ON GLOBAL SUPPLY CHAIN LABORATORYDr. Barry LawrencePhone: 979.845.1463 E-mail: [email protected],
FOR JOB POSTING, INTERNSHIPS, AND UNDERGRADUATE RECRUITMENT:Mr. Evan VestalPhone: 979.845.4984 Email: [email protected]
FOR INFORMATION ON PROFESSIONAL DEVELOPMENT PROGRAMS:Open Enrollment – Mr. Jay Johnson, Phone: 979.845.3242 E-mail: [email protected] Custom Programs – Dr. Senthil Gunasekaran, Phone: 979.845.4907 E-mail: [email protected]
UNDERGRADUATE PROGRAME D U C AT I N G F U T U R E E M P L O Y E E S
PROFESSIONAL DEVELOPMENTE N A B L I N G M A N A G E R S & P R O F E S S I O N A L S
APPLIED RESEARCHC R E AT I N G C O M P E T I T I V E A D VA N TA G E
GRADUATE PROGRAMD E V E L O P I N G D I S T R I B U T I O N L E A D E R S
Largest & Highly Recognized ID Program in the U.S. 60+ Years of Excellence in Distribution Education Interdisciplinary Degree in Business & Engineering 1,000+ Enrolled Students Approx. 250-300 graduates per year
STUDENT ORGANIZATIONSENRICHMENT PROGRAMS SCHOLARSHIPS
• Global Study Abroad Program – Summer Project Based Global Experience• Talent Incubator Program Undergraduate Research Experience• Honors Program – 18 Credit of Honors Courses & 3.5 GPA
187Industrial Distribution students received scholarships in 2016.· Most Scholarships are $1,000· Average scholarship is $1,500
CAREERS
• Near 100% Job Placement Upon Graduation• Approx. 60% Sales / 40% Operations• Average Salary: $56,000 (Does not include commissions)• Average Internship Pay: $15.30• PAID Career Fairs: 70-75 companies
• P.A.I.D. – Professional Association for Industrial Distribution• Sigma Delta Honor Society• SWID - Society of Women in Industrial Distribution
Undergraduate Research Experience 40+ Student Employees 10+ Company Projects Talent Pipeline for Companies
RESEARCH PROJECTS
Solving company specific challenges• Supply chain process mapping• Customized modeling and data analysis• Actionable insights and ideas• Business policy / best practice recommendations
RESEARCH CONSORTIA
Addressing common industry challenges • Collaboration of companies, associations, universities and government agencies• Generic solution framework• Free educational seminars• Cross-channel exposure
EDUCATION PROGRAMS
Managing change and implementation• Customized research-based educational programs for end-users• Domain knowledge transfer to subject matter experts • Implementation / technical support & services
Faculty Fellows Program Ph.D Student Research Publications – Advancing the Knowledge Base
OPTIMIZING HUMAN CAPITAL DEVELOPMENTA Process Map for Distributors
COUNCIL F R RESEARCHON DISTRIBUTOR BEST PRACTICESAn Alliance of the NAW Institute & Texas A&M University
CRDBP
www.naw.org/crdbp http://supplychain.tamu.edu
© 2015 Global Supply Chain Laboratory
www.nawpubs.org
Strategic Planning Talent Practices Talent Tools Outcome Metrics
IMPROVEMENT TOOLS PROCESS OUTCOMES FINANCIAL ELEMENTS FINANCIAL METRICS SHAREHOLDER
VALUE
CUSTOMER SERVICE
COMPANY
VISI
N
&
MISSION
GROWTH
PROFITABILITYASSET
EFFICIENCY
CASH FLOW
ENGAGING CULTURE =xx TALENT ROIINDIVIDUAL COMPETENCIESORGANIZATIONAL CAPACITY
ASSESSMENT TOOLS
BU
SI
NE
SS
ST
RA
TE
GY
TA
LE
NT
ST
RA
TE
GY
S T RU
CT U
RE C
UL T U
R E
T E C H N O L O G Y
LE
AD
ER
SH
I P
AN
AL
YT
I CS
GENERATING GROWTH MANAGING GROWTH SUSTAINING GROWTH1 2
Key Attributes:
INNOVATION
FOCUS
STRATEGIC FIT
Key Attributes:
ALIGNMENT
COMMUNICATION
ACCOUNTABILITY
Key Attributes:
VALIDATION
CONSISTENCY
STABILITY
3
INTEGRATED TALENT PRACTICES
BUY - External SourcingBUILD - Internal SourcingBORROW - OutsourcingBOUNCE - OutplacingBIND - RetainingBOOST - Promoting
6Bs
TALENTPROPOSITION
POLITICALCLIMATE
TECHNOLOGICALCHANGES
CULTURAL FORCES
SOCIO-ECONOMICCONDITIONS
GOVERNMENTREGULATIONS
EXTERNALENVIRONMENT
COMPETENCIESINDUSTRYTRENDS
DISTRIBUTIONCHANNELS
COMPETITIVENESSINDUSTRY
STANDARDS
INDUSTRY
INDIVIDUAL
5
TEAMORGANIZATIONINDUSTRYEXTERNALENVIRONMENT
4321
WHY SHOULDCUSTOMERSDO BUSINESSWITH US?
5
HOW DOWE GETTHERE?
WHERE DOWE WANT TO BE?
WHEREARE WE?
WHAT ISTHE MARKET?
4321
TALENTDEVELOPMENT
TALENTMANAGEMENT
TALENT RETENTION
TALENTAQUISITION
TALENT PLANNING
4
5
3 2
1
GOALS/STRATEGIES VALUES CUSTOMERS
ALIGNMENT
ALIGNMENT
TALENTPLANNING
TALENTAQUISITION
TALENTMANAGEMENT
TALENTDEVELOPMENT
TALENTRETENTION
5.4Multi-generation
Management
5.3Off-boarding/Exit Process
5.2Employee
Engagement
5.1Compensation
& Benefits
5.5Change
Management
4.4High PotentialDevelopment
4.3SuccessionPlanning &
Management
4.2Career
Development
4.1Training
4.5Leadership
Development
3.4Performance
Analysis
3.3PerformanceEvaluation
3.2PerformanceGoal Setting
3.1Organizational
Structure
3.5PerformanceImprovement
2.4New Hire
Onboarding
2.3Talent
Sourcing
2.2Job
Design
2.1Personality
Competence& Assessment
2.5ManagerialOnboarding
1.4HR Structure
& Systems
1.3Talent
Forecasting
1.2WorkforceAnalysis
1.1Organizational
Culture
1.5Talent
Analytics
PA1 Identifying Talent PhilosophyPA2 Talent Culture AssessmentPA3 SWOT AnalysisPA4 Scenario PlanningPA5 Assessing People EquityPA6 Intangible AuditPA7 Talent SegmentationPA8 Talent Gaps PrioritizationPA9 Integrated Talent AssessmentPA10 Self-Assessment for HR Professionals
> Increase in Organizational Capability > Increased Market Share> Increase in Productivity> HR Leading Indicators> Reduction in Turnover> Value added Per Employee> Reduced Organizational Knowledge Drain> Improved Customer Service
> Profit Per Employee> Gross Revenue Increase> Net Revenue Increase> Fixed Expenses Reduction> Variable Expense Reduction
> Reduction in Turnover> Reduction in Supervision> Reduction in Errors> Increase in Productivity> Advancement Potential> Ability to Perform Wider Range of jobs> Improved Customer Satisfaction Score> Attitude Change> Reduced Customer Complaints
> Recruiting and Hiring Cost Reduction> Sales Growth> Operating Cost Reduction> Net Profit Increase> Gross Revenue Increase> Variable Expense Reduction
> Increase in Productivity> Reduction in Turnover> Value added Per Employee> Reduction in Supervision> Reduction in Errors> Advancement Potential> Ability to Perform Wider Range of Jobs> Improved customer Satisfaction Score> New Customers> Account Penetration> Attitude Change
> Selling Expenses Reduce> Variable Expenses Reduction > Fixed Expenses Reduction> Net Margin Increase> Net Profit Increase
> Increase in Productivity> New customers> Account Penetration> Reduction in Errors> Value added Per Employee> Increase in Organizational Capability > Value added Per Employee> Improved Customer Service> Advancement Potential> Ability to Perform Wider Range of Jobs> Attitude Change> Reduction in Supervision
> Selling Expenses Reduction> Variable Expenses Reduction > Fixed Expenses Reduction> Net Margin Increase> Net Profit Increase
> Increase in Productivity> Attitude Change > Reduction in Turnover> Value added Per Employee> Reduction in Turnover> Reduction in Supervision> Improved Customer Satisfaction Score
> Recruitment & Hiring Cost Reduction> Sales Growth > Variable Expense Reduction> Net Profit Increase> Fixed Expense Reduction
AA11 Personality Assessment AA12 Competencies AssessmentAA13 Job Design Diagnosis AA14 Job AnalysisAA15 Recruitment AssessmentAA16 Onboarding Assessment
MA17 Fishbone DiagramMA18 Why-Why TechniqueMA19 Performance Diagnostics ModelsMA20 Cause AnalysisMA21 Team Assessment MA22 Performance Appraisal DiagnosisMA23 9-Box Performance EvaluationMA24 Management by Objectives
DA25 Training Needs AssessmentDA26 Training Audience AnalysisDA27 Training Cost AnalysisDA28 Training Impact/ ROI AnalysisDA29 4-Level Training EvaluationDA30 Career AssessmentDA31 Benchmarking Succession/ Career Planning DA32 Leadership Assessment
RA33 Employee Engagement SurveyRA34 Supervisors/Managers Engagement SurveyRA35 People Cost AnalysisRA36 Disengagement Diagnostics MatrixRA37 Strategic Alignment AssessmentRA38 Force-Field AnalysisRA39 Key Success Factors for Change
PI1 Strategic Talent Planning GuidePI2 Talent Strategy AlignmentPI3 Talent Analytics GuidePI4 Prescriptive Analytics GuidePI5 Knowledge Management Guide
AI6 Competency ModelAI7 Sales Competencies ChecklistAI8 Customer Service Competencies ChecklistAI9 Managerial / Leadership Competencies ChecklistAI10 Talent Acquisition GuideAI11 New Hire Onboarding Checklist
MI12 Performance Objectives Development MI13 Performance Planning Guide and WorksheetsMI14 Effective Performance Management GuideMI15 Performance Dashboard MI16 Team Building MI17 Performance Coaching & Mentoring
DI18 Training Design GuideDI19 Learning Evaluation GuideDI20 Succession Planning GuideDI21 Career Development GuideDI22 High–Po Development GuideDI23 Leadership Development Guide
RI24 Employee Engagement Guide RI25 Total Rewards Guide RI26 Retention Management GuideRI27 Leadership Engagement ModelRI28 Multi–generation Management Guide RI29 Change Management Guide
MARKET SHARE GROWTH
REVENUE GROWTH
EBITDA GROWTH
RETURN ON TALENT ASSETS
GROWTH
GROWTH
ASSETEFFICIENCY
PROFITABILITY
REVENUE GROWTH
NET MARGIN GROWTH
RETURN ON TRAINING
RETURN ON TALENT ASSETS
GROWTH
ASSETEFFICIENCY
PROFITABILITY
PROFITABILITY
PROFITABILITY
MARKET SHARE GROWTH
REVENUE GROWTH
RETURN ON TALENT ASSETS
EBITDA GROWTH
CASH FLOW INCREASE
GROWTH
GROWTH
ASSETEFFICIENCY
CASH FLOW
GROWTH
GROWTH
ASSETEFFICIENCY
PROFITABILITY
PROFITABILITY
CASH FLOW
GROWTH
ASSETEFFICIENCY
PROFITABILITY
PROFITABILITY
MARKET SHARE GROWTH
REVENUE GROWTH
NET MARGIN INCREASE
RETURN ON TALENT ASSETS
EBITDA GROWTH
REVENUE GROWTH
NET MARGINS
RETURN ON TALENT ASSETS
EBITDA GROWTH
CASH FLOW INCREASE
IDENTIFY:Identify key problems,
collaborate, and develop proposal
ENGAGE:Engage top
students, indus-try members and
academic scholars.Involve in field trips,
conference calls, and meetings
DEVELOP:Develop exposure
to industry, company culture, and current
opporutnities to create a better
student
INTEGRATE:Challenging
assignments and experience develops
a better future leader and employee
RECRUIT:Match top
students with companies willing
to invest in learning
Business Processes Process Metrics Finance Elements Financial Drivers
DISTRIBUTOR PROFITABILITY FRAMEWORKLinking Business Processes and Shareholder Value
STORE
SELL
SHIP
SUPPLYCHAIN
PLANNING
SUPPORTSERVICES
SOURCE
STOCK
Gross Margin
Days Payables Outstanding
Cash-to-Cash Cycle Time
Working Capital
Inventory Turnover
GMROII
Total Asset Turnover
Revenue Growth
Cash-to-Cash Cycle Time
Working Capital
Inventory Turnover
GMROII
Total Asset Turnover
Revenue Growth
Gross Margin
BUSINES
S
PROCESSES
SHAREHOLDER
VALUE
SHAREHOLDER VALUE
GROWTH PROFITABILITY ASSETEFFICIENCY
CASHFLOW
BUSINESSPROCESSES
FINANCIALDRIVERS
SOURCE STOCK STORE SELL SHIP
SUPPLY CHAIN PLANNING
SUPPORT SERVICES
Days Sales Outstanding
Gross Margin
Total Asset Turnover
Revenue Growth
EBITDA
Supplier Management(Strategic Sourcing)
Fleet Management
Dispatch Management
3PL / Carrier Management
Customer Order Fulfillment
Sales Management
Pricing Management
Marketing Management
Warehouse Fulfillment (Inbound)
Warehouse Management
Inventory Management
Supply Chain Optimization
Information Technology
Finance Management
Human Resource Management
Product ReceivingProduct Put-Away
Product PlacementLocation TypeLocation IdentificationProduct Storage
Cycle Counting
Sales Force StratificationMapping Customers and Sales ForceSales Compensation Techniques
Customer StratificationCost-to-Serve AssessmentNew Customer Identification
Pricing Optimization
Voice of Customer Market Selection and Target Strategy
Fleet Capacity ManagementFleet Cost Assessment
Routing OptimizationLoading Optimization
Carrier Selection and Performance
Product PickingOrder Delivery
New Facility Location
Network OptimizationResource and Asset Alignment(Supplier - Inventory - Customer)Service Level Optimization
System Integration
Credit Management
Change Management
Recruitment and RetentionAttrition
Total Landed Cost
Payment Terms
Quality and Flexibility
Lead Time and Variability
Fill Rate
Growth Potential
Data Integrity
Invoice Accuracy
Past Due Tracking Efficiency
Training Effectiveness (Benefit-to-Cost Ratio)
Time and Cost-to-Hire
Retention Rate
Accuracy and Efficiency
Space Utilization
Item and Location Accuracy
Sales Force Mix
Customer Mix
Cost-to-Serve and Right Price
Time-to-Market
Qualified Leads Per Marketing Activity
Asset Utilization
On-Time Delivery
Accuracy and Efficiency
Cost of Goods Sold
Accounts Payable
Inventory
Revenue
Inventory
Revenue
Cost of Goods Sold
Accounts Receivable
Revenue
Marketing Expenses (Payroll, Promotion, Media)
Fixed Assets (Plant, Property, Equipment)
Transportation Expenses
Warehouse Payroll
Revenue
GROWTH
PROFITABILITY
CASH FLOW
Total Asset Turnover
Working Capital
Inventory Turnover
EBITDA
Revenue Growth
Working Capital
Days Sales Outstanding
Accounts Receivable Turnover
EBITDA
Revenue Growth
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
Supplier SelectionSupplier PerformanceSupplier StratificationSupplier RelationshipRight Number of Suppliers
Inventory Stratification
What to Forecast?Demand ClassificationForecasting Method
When to Order? (Reorder Point)How Much to Order? (Order Quantity)Replenishment Policy
Inventory Mix
Forecast Accuracy
Fill Rate
Total Landed Cost
Revenue
Warehouse Payroll
Warehouse Rent
Inventory Write-Off
Total Asset Turnover
Revenue Growth
EBITDA
Total Asset Turnover
EBITDA
Revenue Growth
Fixed Assets (Plant, Property, Equipment)
Inventory
Operating Expenses (Transportation and Warehouse)
Revenue
Inventory
Accounts Receivable
Additional IT Expenses
Bad Debt (Write-Offs)
Hiring and Training Cost
Revenue
Optimal Network Location
Optimal Resource Deployment
Optimal Service Level
www.naw.org/crdcwww.nawpubs.org http://supplychain.tamu.edu
© 2008 Supply Chain Systems Laboratory, Texas A&M University
CERTIFICATE PROGRAMS
Optimizing Distributor Profitability 1.5 DaysPricing Optimization 1.5 DaysAdvanced Sales Management 2.5 DaysOptimizing Channel Compensation 1.5 DaysThe New Science of Customer Service 2 Days
INTENSIVE PROGRAMS
INTERNATIONAL PROGRAMS
El Salvador Panama Mexico
Executive Session on Distributor 3 DaysCompetitive AdvantageIntensive Customer Stratification 4 DaysIntensive Inventory Management 4 DaysDistribution Manager Certificate Program 5 Days
CUSTOM PROGRAMS
• 21st Century Best Practice Distance Learning from the United States Distance Learning Association (USLDA)• Outstanding Commitment to Excellence and Innova tion award from TxDLA (Texas Distance Learning Association)
AWARDSMASTER OF INDUSTRIAL DISTRIBUTION
Immersive Learning Activities Residency Week Global Course & Trip Capstone Project
140+Professionals
LargestDistance EducationProgram at Texas A&M
Business Processes Process Metrics Finance Elements Financial Drivers
DISTRIBUTOR PROFITABILITY FRAMEWORKLinking Business Processes and Shareholder Value
STORE
SELL
SHIP
SUPPLYCHAIN
PLANNING
SUPPORTSERVICES
SOURCE
STOCK
Gross Margin
Days Payables Outstanding
Cash-to-Cash Cycle Time
Working Capital
Inventory Turnover
GMROII
Total Asset Turnover
Revenue Growth
Cash-to-Cash Cycle Time
Working Capital
Inventory Turnover
GMROII
Total Asset Turnover
Revenue Growth
Gross Margin
BUSINES
S
PROCESSES
SHAREHOLDER
VALUE
SHAREHOLDER VALUE
GROWTH PROFITABILITY ASSETEFFICIENCY
CASHFLOW
BUSINESSPROCESSES
FINANCIALDRIVERS
SOURCE STOCK STORE SELL SHIP
SUPPLY CHAIN PLANNING
SUPPORT SERVICES
Days Sales Outstanding
Gross Margin
Total Asset Turnover
Revenue Growth
EBITDA
Supplier Management(Strategic Sourcing)
Fleet Management
Dispatch Management
3PL / Carrier Management
Customer Order Fulfillment
Sales Management
Pricing Management
Marketing Management
Warehouse Fulfillment (Inbound)
Warehouse Management
Inventory Management
Supply Chain Optimization
Information Technology
Finance Management
Human Resource Management
Product ReceivingProduct Put-Away
Product PlacementLocation TypeLocation IdentificationProduct Storage
Cycle Counting
Sales Force StratificationMapping Customers and Sales ForceSales Compensation Techniques
Customer StratificationCost-to-Serve AssessmentNew Customer Identification
Pricing Optimization
Voice of Customer Market Selection and Target Strategy
Fleet Capacity ManagementFleet Cost Assessment
Routing OptimizationLoading Optimization
Carrier Selection and Performance
Product PickingOrder Delivery
New Facility Location
Network OptimizationResource and Asset Alignment(Supplier - Inventory - Customer)Service Level Optimization
System Integration
Credit Management
Change Management
Recruitment and RetentionAttrition
Total Landed Cost
Payment Terms
Quality and Flexibility
Lead Time and Variability
Fill Rate
Growth Potential
Data Integrity
Invoice Accuracy
Past Due Tracking Efficiency
Training Effectiveness (Benefit-to-Cost Ratio)
Time and Cost-to-Hire
Retention Rate
Accuracy and Efficiency
Space Utilization
Item and Location Accuracy
Sales Force Mix
Customer Mix
Cost-to-Serve and Right Price
Time-to-Market
Qualified Leads Per Marketing Activity
Asset Utilization
On-Time Delivery
Accuracy and Efficiency
Cost of Goods Sold
Accounts Payable
Inventory
Revenue
Inventory
Revenue
Cost of Goods Sold
Accounts Receivable
Revenue
Marketing Expenses (Payroll, Promotion, Media)
Fixed Assets (Plant, Property, Equipment)
Transportation Expenses
Warehouse Payroll
Revenue
GROWTH
PROFITABILITY
CASH FLOW
Total Asset Turnover
Working Capital
Inventory Turnover
EBITDA
Revenue Growth
Working Capital
Days Sales Outstanding
Accounts Receivable Turnover
EBITDA
Revenue Growth
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
GROWTH
PROFITABILITY
CASH FLOW
ASSETEFFICIENCY
Supplier SelectionSupplier PerformanceSupplier StratificationSupplier RelationshipRight Number of Suppliers
Inventory Stratification
What to Forecast?Demand ClassificationForecasting Method
When to Order? (Reorder Point)How Much to Order? (Order Quantity)Replenishment Policy
Inventory Mix
Forecast Accuracy
Fill Rate
Total Landed Cost
Revenue
Warehouse Payroll
Warehouse Rent
Inventory Write-Off
Total Asset Turnover
Revenue Growth
EBITDA
Total Asset Turnover
EBITDA
Revenue Growth
Fixed Assets (Plant, Property, Equipment)
Inventory
Operating Expenses (Transportation and Warehouse)
Revenue
Inventory
Accounts Receivable
Additional IT Expenses
Bad Debt (Write-Offs)
Hiring and Training Cost
Revenue
Optimal Network Location
Optimal Resource Deployment
Optimal Service Level
www.naw.org/crdcwww.nawpubs.org http://supplychain.tamu.edu
© 2008 Supply Chain Systems Laboratory, Texas A&M University
TALENT RECRUITMENT
INTERNSHIP / FULL TIME
CAREER FAIRS
CAREER POSTING
UNIVERSITY ENGAGEMENT
TALENT DEVELOPMENT
PROFESSIONAL EDUCATION CERTIFICATES
CUSTOM PROGRAMS
GRADUATE PROGRAMS
ORGANIZATIONAL DEVELOPMENT
CONSORTIA
TALENT INCUBATOR
RESEARCH PROJECTS
PROFESSIONAL SERVICES
BEST PRACTICES RESOURCEI D . T A M U . E D U
I D . T A M U . E D U
SHORT COURSE LENGTH DATE
Advanced Sales 5 Days 16 - 20 APR, 2018 Management Certificate 5 Days 8 - 12 OCT, 2018
Distribution Human 1.5 Days 14 - 15 SEPT, 2017Capital Development 1.5 Days 6 - 7 SEPT, 2018
Distributor Managers 4.5 Days 26 FEB - 2 MAR, 2018Certificate 4.5 Days 10 - 14 SEPT, 2018
Executive Session on Distributor 3 Days 15 - 17 MAY, 2018 Competitive Advantage
Intensive Inventory Management 4 Days 26 - 29 SEPT, 2017 4 Days 25 - 28 SEPT, 2018
Optimizing Business Analytics 1.5 Days 2 - 3 MAY, 2018
Pricing Optimization 1.5 Days 18 - 19 OCT, 2017 1.5 Days 24 - 25 OCT, 2018
Professional Sales Certificate: 3 Days 20 - 22 MAR, 2018 Value Based Process Development 3 Days 13 - 15 NOV, 2018
FOR MORE
INFORMATION AND
REGISTRATION,
PLEASE VISIT
READCENTER.TAMU.EDU
PROFESSIONAL DEVELOPMENT SHORT COURSES
NEXT-GEN DISTRIBUTION TALENT DEVELOPMENT
Gen XBORN: 1965-1980
IN 2017:
MillennialsBORN: 1981-1996
Gen Z (iGen)BORN: 1997 +
NEXT GENERATION
AGE 36-50
AGE 21-35
AGE 20+
u Structuredu Rotationalu Project-based
u Productsu Systemsu Process
u Establish Expectationsu Create Individualized Development Programu Engagement Focused Coachingu Create Accountability
INTERNSHIPS
1 - 2 Y E A R S Y E A R 1 - 2 Y E A R 3 - 4 Y E A R 5 - 6 Y E A R 7
DEVELOPMENTPROGRAM
YOURTRAINING
Hig
h P
erfo
rmer
Hig
h P
ote
nti
al
Man
agem
ent
Pip
elin
e
Pre-hire Internal InternalOutsource Outsource + Guided
ADVANCEDCERTIFICATES
GRADUATEPROGRAM
TALENT MANAGEMENT
PROJECTIMPLEMENTATION
CAPS
TONE
PROJ
ECT
ADVANCEDSALES MANAGEMENT
MASTER OFINDUSTRIALDISTRIBUTION
NEW SERVICE/SOLUTION
BUSINESS EXPANSION/DEVELOPMENT
TALENTINCUBATOR
BUSINESSDEVELOPMENT TEAM
EXECUTIVE SESSION ON DISTRIBUTOR COMPETITIVE ADVANTAGE
CERTIFICATE IN SALES
OPTIMIZING DISTRIBUTOR PROFITABILITY
CERTIFICATEPROGRAMS
INDIVIDUAL CONTRIBUTOR / SPECIALIST MANAGEMENT / LEADERSHIP PROFESSIONALS
oth
ers
oth
ers
oth
ers
U.S. LABOR FORCE
Source: Pew Research
2%SILENTS
29%BOOMERS 34%
GEN X 35%MILLENNIALS
1%GEN Z
INDUSTRY PARTNERSHIP GUIDE
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