2016 defence procurement summit chairmans keynote presentation
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- 1. Simply the Best "Building effective, efficient procurement talent"
- 2. 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 doesnt matter how much you invest in logistic SCM, technology or processes - if you dont also invest in people, you wont succeed.
- 3. 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
- 4. Why? Technology Increasing demand Expanding demographic void Rapidly evolving skillset requirements Potential shortfalls in academia Negative bias towards the logistics image
- 5. The perfect storm? Source: Mehta, A. (2015)
- 6. Technology versus employee capacity Legacy employees Evolution of Log IS The cost of human error CPD?
- 7. 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
- 8. 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
- 9. The talent gap 29% 61% 10% Source: Supply Chain Insights LLC, 2014. Entry Level Middle Management Level Executive Level
- 10. 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
- 11. Rapidly evolving skillset requirements Supply chain managers growth of role
- 12. Growth of role
- 13. Rapidly evolving skillset requirements Supply chain managers growth of role Competencies Broader qualifications required Multiple skillsets A developing environment
- 14. 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
- 15. Negative bias toward the logistics image Lack of understanding Not a career path Inadequate educational programs Attracting the young Change sensitive
- 16. 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
- 17. Liaison with the logistics industry Must be proactive Collaboration A learning platform Academic programs must understand the industry requirements
- 18. 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
- 19. Liaison with the logistics industry Must be proactive Collaboration A learning platform Academic programs must understand the industry requirements
- 20. 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?
- 21. Education by employer CEO: What if we train our employees and they leave? COO: What if we dont and they stay?
- 22. 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
- 23. 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
- 24. Become an employer of choice Industry commitment required Incentivize employees Formualised career path Remuneration Work/life balance Driven from the top down
- 25. The alternatives Is there an alternative? There is no choice
- 26. BI analytics Source: CGI (2015)
- 27. Questions
- 28. 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].
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