Supply Chain Talent - Network Solutionswebsites.networksolutions.com/share/scrapbook/68/... · – Attract, retain and develop top talent in bio supply chain management. – Identify

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Supply Chain Talent Development in Life Sciences

An Industry Survey November 7, 2011

Nancy Nix and Muffie Dalton with the BSMA Talent Development Committee

BSMA Talent Development Committee

• Committee Purpose: – Attract, retain and develop top talent in bio supply chain

management.

– Identify best practices in education and career development for supply chain leaders and professionals.

– Analyze successes and failures in developing and retaining top talent to understand best practices within the industry.

– Once defined, the committee will work to refine and implement best practices in talent development throughout the industry.

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BSMA Talent Develompment Team • Chairperson: Muffie Dalton, Genentech/Roche • Vice Chairperson: Keith Launchbury, Keith Launchbury

and Associates • Members:

– Richard Dawe, Golden Gate University – Phil Kaminsky, University of California, Berkeley – Dave Malenfant, Alcon – Devendra Mishra, Executive Director BSMA and Pepperdine – Nancy Nix, Neeley School of Business, TCU – Kevin Pegels, Bayer – Adam Zak, Adam Zak Executive Recruitment

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Survey Purpose

• Survey Purpose:

– Identify development needs and best practices in education and career development for supply chain leaders and professionals

– Help organizations refine and implement best practices to develop and retain critical talent and achieve sustainable competitiveness

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Survey Approach

• Learned from other talent development initiatives – AMR / Gartner – CSCMP

• Identified critical skill and knowledge requirements – Functional skills and knowledge – Specialized expertise – Strategic process knowledge – Interpersonal and integrative skills

• Examined importance versus existing expertise in each of these areas

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Survey Approach

• Identified and examined effectiveness of talent development methodologies

• Sample frame – Multiple industries and sources

• BSMA Life Sciences industry • BIO • BayBIO • ISM members • CSCMP members • TCU Supply & Value Chain Center mailing list

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10%

9%

8%

7%

6%

6%6%

6%

6%

6%

6%

5%

4%

4%

4%3%

2%

1% Chart Title Supply Chain Performance Improvement

Supply Chain Strategy

Warehousing and Distribution

Inventory Planning

Transportation

Customer Service

Supply Chain Information Technology

Sales and Operations Planning

Procurement of Raw Materials

Procurement of Logistics Services

Supply Chain Network Design

Demand Forecasting

Procurement of MRO Supplies

Contract Manufacturing

In House Manufacturing

Global Trade Compliance

Other (please specify)

Clinical Trial Supply Management / ClinicalSupply Chain

Respondents

• ~140 useable responses

• All levels of the organization

• Nearly all parts of the supply chain represented

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Levels

SC Roles

Life Sciences Respondents

• 25% from Life Sciences • Multiple companies • All segments represented

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28%

31%

12%

8%

1% 9%

3% 5% 3%

Pharmaceutical

Biotech

Devices

Contract Manufacturer

Contract ResearchOrganizationEquipment supplier

Raw material supplier

Distributors

Wholesaler

Comments

5% 3%

14%

25%

53%

Up to $ 10million

$10 million to100 million

$100 millionto 1 billion

$1 billion to 5billion

Greater than$5 billion

Company Type

Annual Sales

Functional Skills and Knowledge - Importance versus Expertise

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Scale Importance: 1 (Unimportant) to 5 (Critically Important) Expertise Level: 1 (Not present) to 5 (Expert)

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

Life Sciences Only

Importantfunctional skillsand knowledgefor your company

Level of expertisethat you have inyour company

Functional Skills and Knowledge – Importance Comparison

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Life Sciences Comparison with Other Industries • Manufacturing • Contract

Manufacturing

Functional Skills and Knowledge – Gaps Comparison

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0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

Life Sciences Gap

Non Life Sciences Gap

Life Sciences Comparison with Other Industries • Regulatory and Compliance

• Supply Planning

• Manufacturing

Functional Skills and Knowledge – Gaps Comparison

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0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

Life Sciences Gap

Non Life Sciences Gap

Life Sciences Comparison with Other Industries • #2 - #6 Gaps in Planning Processes

Specialized Expertise – Importance vs. Expertise

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Life Sciences Only • Protecting Intellectual Property

Specialized Expertise – Importance Comparison

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• Cold Chain

Specialized Expertise – Gaps Comparison

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Life Sciences Comparison with Other Industries • Protecting IP • Cold Chain

Strategic Process Knowledge – Importance versus Expertise

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1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

Important strategicprocess knowledgeand expertise foryour company

Level of expertise ofstrategic processknowledge andexpertise that youhave in yourcompany

Life Sciences Only

Strategic Process Knowledge and Expertise - Importance

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Life Sciences Comparison with Other Industries

Strategic Process Knowledge and Expertise - Gaps

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Life Sciences Comparison with Other Industries • Smaller gaps in

Lifesciences • CRM • Risk Mngmt • Proj Mngmt • S&OP Knowledge

Interpersonal and Integrative Skills - Expertise

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Life Sciences Comparison with Other Industries

Similar expertise and lack of expertise across industries

Talent Development Methodologies - Effectiveness

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Life Sciences Comparison with Other Industries Talent Development Methodology LS Rank

Non-LS Rank

Participating with professional organizations 1 6

Professional Certification Programs 2 10

Mentoring and Coaching 3 3

High potential tracking and placement within functional groups 4 1

Partnering with academic institutions 5 9

High potential tracking and placement across functional groups 6 5

Placing supply chain talent into company leadership 7 4

Internal supply chain training program 8 7

Diversity management 9 2

Formal rotation programs for entry level employees 10 8

Formal rotational program for experienced employees 11 11

Overall Conclusions 1

• Concerns about the level of expertise in Supply Chain in Life Sciences across all areas. Areas of particular concern highlighted include: – Regulatory and compliance is the largest – The next five largest of the functional skills gaps are in the planning area

• Specific concerns in Life Sciences – Regulatory – Cold Chain – Protecting Intellectual Property – Manufacturing, Contract Manufacturing and Supply Management

• Life Sciences industry perceives their expertise as better in some areas compared to other industries – Project management – Risk management – Lean / Six Sigma – Knowledge of S&OP

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Overall Conclusions 2

• Life Sciences industry is comparable to other industries in interpersonal and integrative skills

• Talent Development – Life sciences industry is less advanced in supply chain expertise, in

need of both foundational and specialty knowledge – General dissatisfaction with methodologies currently available

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• Multi-tiered training and development – Practitioners to Executives

• Information sharing with the industry – Supply chain progression and development map – Map of supply chain certification programs and benefits – Identification of best options and opportunities for Life

Sciences

• Identification of biggest areas of need for Life Sciences community (e.g. Regulatory/ Compliance and Planning)

• Development of educational options 11/19/2011 24

Supply Chain Talent Development Committee 2012 Initiatives

Supply Chain Talent Development Committee 2012 Initiatives

• Use survey results to identify and develop educational and best practice sharing opportunities for Life Sciences community – Webinars – Educational offerings

• Share complete survey results with respondents

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