Plymouth University Keynote Presentation - "Strategic Supply Chain Talent Management"
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The document emphasizes the critical need for strategic talent management in defense procurement and logistics, asserting that successful operations depend on skilled personnel rather than just technology or processes. It outlines the current talent crisis, driven by increasing supply chain complexity, an aging workforce, and inadequate educational programs, leading to a significant shortfall in qualified candidates. Solutions presented include collaboration with industry, in-house training, mentorship programs, and becoming an attractive employer to retain and develop talent.
![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].](https://image.slidesharecdn.com/2016widescreenplymouthuniversitychairmanskeynotepresentationmbtaylor-160318164514/85/Plymouth-University-Keynote-Presentation-Strategic-Supply-Chain-Talent-Management-39-320.jpg)
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Plymouth University Keynote Presentation - "Strategic Supply Chain Talent Management"
- 7. Simply the Best "Building effective, efficient procurement talent" ©Taylor Consulting Group
- 8. 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. ©Taylor Consulting Group
- 9. 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 ©Taylor Consulting Group
- 10. So what?
- 11. Why? Technology Increasing demand Expanding demographic void Rapidly evolving “skillset” requirements Potential shortfalls in academia Negative bias towards the logistics “image” ©Taylor Consulting Group
- 12. The perfect storm? Source: Mehta, A. (2015) ©Taylor Consulting Group
- 13. Technology versus employee capacity Legacy employees Evolution of Log IS The cost of human error CPD? ©Taylor Consulting Group
- 14. 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 ©Taylor Consulting Group
- 15. 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 ©Taylor Consulting Group
- 16. The talent gap 29% 61% 10% Source: Supply Chain Insights LLC, 2014. Entry Level Middle Management Level Executive Level ©Taylor Consulting Group
- 17. 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 ©Taylor Consulting Group
- 18. Rapidly evolving “skillset” requirements Supply chain managers – growth of role Competencies Broader qualifications required Multiple skillsets A developing environment ©Taylor Consulting Group
- 19. 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 ©Taylor Consulting Group
- 20. Negative bias toward the logistics “image” Lack of understanding Not a “career path” Inadequate educational programs Attracting the “young” Change sensitive ©Taylor Consulting Group
- 21. 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” ©Taylor Consulting Group
- 22. Liaison with the logistics industry Must be proactive Collaboration A learning platform Academic programs must understand the industry requirements ©Taylor Consulting Group
- 23. 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 Logisticservices,concepts&tools Productlifecycle Futurechallenges,latestdevelopments ©Taylor Consulting Group
- 25. Liaison with the logistics industry Must be proactive Collaboration A learning platform Academic programs must understand the industry requirements ©Taylor Consulting Group
- 26. Academia versus SCM ©Taylor Consulting Group
- 27. 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? ©Taylor Consulting Group
- 28. Education by employer CEO: “What if we train our employees and they leave?” COO: “What if we don’t and they stay?” ©Taylor Consulting Group
- 29. 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 ©Taylor Consulting Group
- 30. 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 ©Taylor Consulting Group
- 31. Become an “employer of choice” Industry commitment required Incentivize employees Formualised career path Remuneration ©Taylor Consulting Group
- 32. Remuneration – is it worth it? ©Taylor Consulting Group
- 33. Become an “employer of choice” Work/life balance Driven from the top down Advertise the opportunities Culture ©Taylor Consulting Group
- 34. Culture versus Strategy? ©Taylor Consulting Group
- 35. Become an “employer of choice” Work/life balance Driven from the top down Advertise the opportunities Culture Culture versus Strategy? ©Taylor Consulting Group
- 36. The alternatives Is there an alternative? There is no choice ©Taylor Consulting Group
- 37. BI analytics Source: CGI (2015) ©Taylor Consulting Group
- 39. 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].