Plymouth University Keynote Presentation - "Strategic Supply Chain Talent Management"

©Taylor Consulting Group

Mark B. TaylorCMgr, FCMI, FCILT, FSCM

ChairmanDefence Procurement Summit

2016©Taylor Consulting Group


?

Simply the Best

"Building effective, efficient procurement talent"


SynopsisWhy 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. ©Taylor Consulting Group

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


So what?

Why?TechnologyIncreasing demandExpanding demographic voidRapidly evolving “skillset” requirementsPotential shortfalls in academiaNegative bias towards the logistics “image”


The perfect storm?

Source: Mehta, A. (2015)


Technology versus employee capacity

Legacy employeesEvolution of Log ISThe cost of human errorCPD?


Increasing demand

Increased complexity of supply chainsDemand for supply chain professionals exceeds

supply by a ratio of 6 to 1The future could see a ratio of 9 to 1Graduate versus vocation


Expanding demographic void

An aging workforceEurope and America face the same talent “exodus”Retirement versus replacementMiddle management shortageFallout 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 workforceEurope and America face the same talent “exodus”Retirement versus replacementMiddle management shortageFallout from the 2008 financial crisis


Rapidly evolving “skillset” requirements

Supply chain managers – growth of roleCompetenciesBroader qualifications requiredMultiple skillsetsA developing environment


Potential shortfalls in academia

The capacity of academia to create new talent60% of new logistics roles require skills that only 20%

possessOnly 1.3% of all business studies are dedicated to SCM,

logistics & transportation First find then train talentUniversity placements in industry


Negative bias toward the logistics “image”

Lack of understandingNot a “career path”Inadequate educational programsAttracting the “young”Change sensitive


Solving the talent crisisLiaison with the logistics industry“In house” formulisation of knowledge transferEducation by employerEmployee role-rotation mentorship programsBecome an “employer of choice”


Liaison with the logistics industry

Must be proactiveCollaborationA learning platformAcademic 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 Logi

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Liaison with the logistics industry

Must be proactiveCollaborationA learning platformAcademic programs must understand the industry

requirements


Academia versus SCM


In-house formulisation of knowledge transferEducate, improve, develop, retainKnowledge managementLearn 1 role up and 2 down“Lost” knowledge is hard to replaceOverlap key logistic positionsHigher “head-count” for a short periodChallenges?


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 employeeNot short termQualification recognition/accreditation


Employee role-rotation mentorship programs

Learn 1 role up and 2 downEnriches employeesProvides management a “fallback” optionIncreased flexibilityTalent exchangeEmployees better understand the business


Become an “employer of choice”Industry commitment requiredIncentivize employeesFormualised career pathRemuneration


Remuneration – is it worth it?


Become an “employer of choice”Work/life balanceDriven from the top downAdvertise the opportunitiesCulture


Culture versus Strategy?


Become an “employer of choice”Work/life balanceDriven from the top downAdvertise the opportunitiesCultureCulture versus Strategy?


The alternativesIs there an alternative?There is no choice


BI analytics Source: CGI (2015)


Questions


ReferencesHarrington, 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].

Plymouth University Keynote Presentation - "Strategic Supply Chain Talent Management"

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