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Talent Breakout – Art van Bodegraven, VBA: “The Supply Chain Talent Shortfall”
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Transcript of Talent Breakout – Art van Bodegraven, VBA: “The Supply Chain Talent Shortfall”
Supply Chain Talent Filling The Pipeline
reveal2014 Conference Philadelphia; 6-7 May Art van Bodegraven
SCM – The Challenge
• Missing
• X00,000 drivers
• X00,000 analysts
• X00,000 distribution associates
• X00,000 coders, designers, engineers, etc.
• X00,000 mid-managers
SCM – The Challenge II
• Missing
• End-to-end vision
• Enterprise performance perspective
• C-level relevance
• Communications fluency
• Leveraged diversity, multi-generations
Copyright 2014 Art van Bodegraven
SCM - The Big Picture
• Good jobs, rewarding careers, full lives
• Making a difference
• The career field for the next 50 years - or more
• The greatest impact on enterprise performance of any part of a company
• The broadest span of tasks, functions, jobs, and responsibilities of any field
Copyright 2014 Art van Bodegraven
SCM - The Big Picture II
• More entry points into careers than any other path in business
• Momentum in diversity, equality, and opportunity - half a century of transformation and recognition
• No limit to career growth, advancement, and flexibility - no ceilings or barriers
• Company to company, industry to industry, skills transferability - no dead ends
Copyright 2014 Art van Bodegraven
SCM - The Big Picture III
• Success potential independent of any single industry - no pigeon-holing
• Recession-resistant - nothing is recession-proof, but some level of supply chain management is always needed
• Access to global suppliers, customers, sister operations
• Continuous and continuing change, challenge, and learning - no one needs to be stuck in a rut
Copyright 2014 Art van Bodegraven
SCM - The Big Picture IV
• Good jobs, rewarding careers, full lives
• Making a difference – for you, your profession, your organization, your community
Copyright 2014 Art van Bodegraven
SCM - The Big Picture V
• The really big payoff . . .
• The more trained supply chain professionals – in all phases of the field – we have, the more jobs we will fill, and the
more good jobs we will attract
#1
SCM vs. Logistics
• Used interchangeably?
• Wrong, but historically driven
• Evolution: Physical Distribution, Logistics, SCM
• Logistics is physical storage & movement, a sub-set within end-to-end, holistic, synchronized, integrated SCM
• Over-focus on Logistics limits the real possibilities within SCM
Procurement Operations Physical Distribution
Stage 1
Vendor Customer
Scope, Range, Span of SCM
• Sourcing & Procurement
• Order Fulfillment & Customer Service
• Manufacturing/Conversion Planning & Operations
• Distribution/Storage &Management
• Transportation & Management
• Planning & Analysis
Scope, Range, Span of SCM II
• Focused Software & IT Services
• Focused HR & Organizational Development
• Sales & Marketing for Focused IT, Services, Technology
• Engineering & Design
• Technical Support - Technology, Material Handling, etc.
Scope, Range, Span of SCM III
• HR
• Legal
• Engineering
• R&D
• Sales & Marketing
• Real Estate
• IT
• Finance & Accounting • International Counterparts
Working Links/Relationships With:
SCM
SCM Career Progression
• Entry
• Senior
• Team Leader
• Supervisor
• Manager
• Director
• Vice President
• EVP/SVP
• Global SC VP; Chief SC Officer
• President, CEO
SCM Career Realities
• 75%+ of Supply Chain jobs do not require a university degree
• Sliding scale of requirements/preparation
• High School graduate
• Functional certification
• Associate degree
• On-the-job
• Training/education transferability
• Degree later • Online • Night school
• Master’s programs possible • Executive; Online/night
• Professional certification
Sample SC Entry Points
• Clerk
• Analyst
• Order Selector/Picker
• Forklift Driver
• Truck Driver
• Customer Service Rep
Sample SC Entry Points II
• IT/Designer
• Buyer
• Freight Handler
• Supplier Relationship Coordinator
• Expeditor
• Network Analyst
Sample SC Entry Points III
• Coder
• Service Tech
• Customer SC & Relationship
• Sales Rep
• Transportation Coordinator
• Freight Forwarder
Sample SC Entry Points IV
• Customs Specialist
• Recruiter
• Project Manager
• Dispatcher
• Production Planner
• Inventory Clerk/Analyst
• Storeroom Issues
SCM Performance Impact Points
• Asset Investment Decisions
• Third-party Support Selections
• Cash/Accounts Receivable (Cycle Time, Accuracy)
• Materials Cost (Unit, Life Cycle, TCO)
• Labor Cost
• Quality/Accuracy
• Sales Maintenance & Growth (Customer Satisfaction)
Driving: Revenue, Margins, Cash, ROA, ROI, ROE
SCM Performance Impact – Driving The Business
In Summary
• Good jobs, rewarding careers, full lives
• Making a difference – for you, your profession, your organization, your community
What To Do About It . . .
• Face reality: we can’t solve world hunger, global peace, a planet full clean water all at once
– Issues for others to tackle on independent timelines: total restructure of driver recruitment, development, retention model; targeted disadvantaged youth training and acculturation; STEM attraction and integration; re-purposing and redirecting returning military; retraining displaced workers from unemployed pool; learning to leverage diverse resource pools; getting all constituencies on-board on Day One.
What We Can Do
• Put together a dirty fingernails, git ‘er done, smart, agile team for practical solutions, techniques, and action
• Enlist economic development agency support/participation
• Draft plan; identify targets/priorities
• Communicate, communicate, communicate – all constituencies, all styles
• Rollout & refine
What We Can Do II
• Identify initial targets
– Cities & school districts
– Current programs initiatives (BSA, BCGC)
• Craft first wave communications
• Mount PR campaign
• Test reactions/responses
What We Can Do III
• Examples:
– Cleveland/Columbus/Cincinnati corridor
– Dayton, Toledo, Akron, Youngstown to follow
– Single system; single initiative
– Multi-generational, multi-role communications
– High school, middle school, grammar school progression
SCM Initiative – The Team
• Leaders – Mark Patton, Senior Managing Director, Logistics & Information Technology, JobsOhio; former Chief Development Director, Ohio Department of DevelopmentFacilitator - Art van Bodegraven, Managing Principal, van Bodegraven Associates; Founding Principal, Discovery Executive Services; former Development Executive for the Council of Supply Chain Management Professionals (CSCMP); former Member, Columbus Region Logistics Council (CRLC
• Core Team: Thomas J. (Tom) Goldsby, Professor of Logistics, The Ohio State University; Cheryl McKettrick, Quality Assurance Director, Procter & Gamble; John Ness, Owner/President, ODW Logistics and former Chair, CRLC; Lenee’ Pezzano, Columbus Campus President, Harrison College and Member, CRLC; Timothy (Tim) Williams, Senior Vice President, McGraw-Hill Education and Chair, CRLC
• Advisory Review Board: Richard (Rick) Jackson, Executive Vice President, Mast Global Logistics (Limited Brands) and outgoing Chair of CSCMP; Andre Thornton, President & CEO, ASW Global; Jonathon McKay, M-Go Marketing
Wrapping Up
• Q & A
• Violent disagreements
• Experience input
“Don’t give up . . . Don’t ever give up!” Coach Jim Valvano
The forward plan: Keep on keeping on . . .
Contact
– Art van Bodegraven – Founding Principal, Discovery Executive Services – Managing Principal, van Bodegraven Associates;
(614) 893-9414 [email protected]
www.artvanbodegraven.com www.DiscoveryES.com – www.dcvelocity.com/blogs (The Art of Art)
www.dcvelocity.com (archived Basic Training columns)