2016 defence procurement summit chairmans keynote presentation

Download 2016 Defence Procurement Summit Chairmans Keynote Presentation

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