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Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College JANUARY 2015

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Page 1: Cornwall supply chain & logistics report

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

JANUARY 2015

Page 2: Cornwall supply chain & logistics report

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Preface:Building Capacity for a 21st Century Workforce in Cornwall: Leveraging the Supply Chain & Logistics Sector

Eastern Ontario’s human capital is the envy of

the world. Our workers are highly educated

and highly skilled. Local elementary,

high schools and St. Lawrence College

consistently rank highly in national and

provincial comparisons. Our workforce may

be our strongest competitive advantage.

However, skills gaps have been identified;

their persistance limit our potential for

economic growth and prosperity. Recent

survey results from the Ontario Chamber of

Commerce indicate that some employers

in key sectors, including supply chain &

logistics, manufacturing, and engineering

cannot find workers with the right

qualifications. Paradoxically, too many job

seekers in Eastern Ontario cannot find jobs.

This mismatch between supply and demand

continues to be a significant barrier to our

growth.

Of course, strengthening the workforce is

not the sole responsibility of government.

Too frequently, employers undervalue their

role in skills development and training.

For example, between 1993 and 2013, the

amount that Ontario employers invested

in employee training declined by 40

percent. Ultimately, overcoming Ontario’s

labour-force challenges will require deeper

collaboration among all key stakeholders

in the economy – particulary community

colleges, economic development authorities

and employers. Against this background,

Cornwall’s supply chain and logistics sector

remains a clear source of optimism today

and into the future.

Page 3: Cornwall supply chain & logistics report

Table of Contents

OVERVIEW

FOUNDATIONS

FINDINGS & HIGHLIGHTS

1

2

4

STRENGTHENING THE DOMESTIC AND INTERNATIONAL RECRUITMENT EFFORTS FOR SLC’S CURRENT PROGRAMMING

LAUNCHING PROGRAM’S ONLINE PROGRAM

ESTABLISHING A TRAINING FACILITY

4

OFFERING CORPORATE LEARNING AND PERFORMANCE TRAINING OPPORTUNITIES

ATTRACTING PEOPLE THROUGH PARTNERSHIPS AND AWARENESS

IMPROVING AVAILABILITY AND QUALITY OF LABOUR MARKET INTELLIGENCE

RECOMMENDATIONS

CAREERS IN THE SUPPLY CHAIN

EXPANDING ON-CAMPUS CAREER SERVICE CENTRE

7

8

9

10

11

12

16

18

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

1

2

3

4

5

6

7

Page 4: Cornwall supply chain & logistics report

Since Supply Chain & Logistics is the fastest growing

and strongest sector in the Cornwall area, St. Lawrence

College must define opportunities to partner with this

sector and develop learning products and services to

meet the emerging need.

This document provides a summary of the research

findings Corporate Learning and Performance

Improvement (CLPI) conducted over the first three

quarters of the 2014/2015 fiscal year. This report

highlights the insights and directions leaders in the

logistics and warehousing sector in Cornwall provided.

It also provides direction regarding future interactions,

partnerships and learning services capable of building

capacity in this sector. The ultimate goal is to support

the growth of regional companies and expand related

learning services and products for St. Lawrence College.

This report envisions St. Lawrence College Cornwall

campus supporting the Supply Chain & Logistics sector.

Key findings of the plan include:

a. Strengthening the domestic and international

recruitment efforts for St. Lawrence College’s

current programming.

b. Identifying training programs that have been

completed or program in progress:

i. An 18 week – Supply Chain & Logistics

Techniques (Certificate)

ii. An 8 week - Warehouse Worker (Statement

of Achievement)

iii. Launching on-line programs to expand

learning at work products

c. Available to the employee already working in this

sector, but looking for personal advancement.

d. A local Supply Chain and Logistics Training Facility,

offering practical training solutions

e. Expanded CLPI program offerings to meet the

needs of the Supply Chain sector

f. A human resource attraction strategy focusing on

the benefits of employment in the Supply Chain

and Logistics sector

g. Improve the quality and availability of Labour

Market Intelligence

h. Enhanced tools to attract talent to the sector

Overview:Page 1

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 5: Cornwall supply chain & logistics report

In December 2011 a “Draft Concept” was prepared by

SLC’s Foundation Director, Frank Lockington. This project

was led by Director of Business Development Charlie

Mignault, Don Fairweather Campus Dean Cornwall and by

senior faculty member William (Bill) Tennant, with input

from a Supply Chain Advisory Committee which included

leaders from the Cornwall area supply chain sector.

During the process The concept for a “Centre for Supply

Chain Studies” was developed and identified as a “Scope

of Opportunities” (Diagram A). The college continues to

move forward opportunities identified in this project.

The purpose of this document is to summarize the current

state of the Supply Chain & Logistic sector in the Cornwall

area and to clarify both the potentially significant points

of contact and training solutions the college can offer to

increase the capacity and strength of the sector.

Foundations:Page 2

Centre For Supply Chain

Studies

High School – Specialist High

Skills Major

College – Graduate Studies

University – Articulation to

Degree Completion

Leadership Development

Supervisory Training

Job Placement Student Work

Placement and/or Co-op

Career Services Pre-employment assessment and

placement

International Education

Contracts/Immigration

Industry Liaison – Sector Advisory

Council and Advocacy

Applied Research – Product and

Methods Testing

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Diagram A

Page 6: Cornwall supply chain & logistics report

Foundations:Over the course of 2014, key interviews were conducted

with leaders in the sector. These leaders included general

managers, plant managers and human resources

managers. Interviews were also conducted with local

stakeholders including local distribution centres,

companies hiring/recruiting for the supply chain sector,

conversations with the local Employment Service

Centre, temporary service agencies, the local Ministry

of Training College and University Service Delivery

Manager and the Coordinator of the 1 year post diploma

- Logistics and Supply Chain Management program at St.

Lawrence College. In addition a number of reports and

findings published on the topic by various agencies in

the area were reviewed. Research and some data from

these reports have been included. Findings from these

documents provide the empirical evidence to advance

the vision of a “Centre for Supply Chain & Logistics” at

the St. Lawrence College Cornwall campus.

In Demand Jobs• As of 2014, there were approximately 820,364 workers in the supply chain

sector labour force within Canada

• Jobs in the supply chain sector will face a vacancy rate of more than 80,000 jobs a year due to retirements and turnover. According to the Canadain Supply Chain Sector Council there are approximately 40,000 unfilled vacancies in this sector in Ontario today

• Over 150,000 positions in the supply chain are at the professional or managerial level requiring supply chain & business management skills

Reference: The Canadian Supply Chain Council Human Resources Update Study

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 3

KEY SECTOR FACTS

Page 7: Cornwall supply chain & logistics report

Findings & Highlights:

[ ] Strengthening the domestic and international recruitment efforts for SLC’s current programming.

Graduate Certificate– Logistics & Supply

Chain Management (1 year)

The Logistics & Supply Chain Post Diploma Graduate

program has experienced a significant increase in

applications. In the fall of 2014, for instance, there were

52 applications, some from international students. Given

this demand the program began in September of 2014

with 11 students confirmed. Seven students remain in

the program at this time. Local employers have offered

the students part time jobs while they are in school,

with the opportunity for fulltime employment upon

graduation. The challenge regionally is to continue to

attract/recruit applicants to this program sector.

Seeing the need the Canadian Supply Chain Council

established the National Accreditation program

designed to reflect best practices for educators, reflect

industry needs and set a standard. Submission of the

Logistics Graduate Certificate Program, would bring

increased credibility to the program, attract students

and maximize enrollment. Graduates of the – Logistics

& Supply Chain Management (1 year) Program will

find career opportunities such as materials’ managers,

retail and wholesale buyers, purchasing managers,

strategic sourcing analysts, and supervisors in materials

handling as well as other opportunities. Students of

this program may also continue their career path by

working towards among other opportunities a project

management or purchasing professional designation.

Why Have Your Program Accredited?“The CSCSC National Accreditation Program has provided us with an independent, third-party assessment of our program against its national standards. This has helped our business by confirming that our program is meeting industry standards, and giving our students confidence that our course offerings are comparable to other accredited education opportunities. Being a part of the NAP also requires us to remain disciplined in updating our course material and continuing to adhere to the national standards. This ensures ongoing quality control and demonstrates we are committed to program excellence for the long term.”

Page 4

Maureen Sullivan, PresidentNational Education Consulting Inc. (NECI)

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

KEY SECTOR FACTS

Page 8: Cornwall supply chain & logistics report

Findings & Highlights:Supply Chain & Logistics Technique

Certificate (18 weeks)The Supply Chain & Logistics Techniques Program is

locally approved by SLC’s Board of Governors, providing

a St. Lawrence College Certificate upon graduation. This

CLPI program is designed specifically to meet the needs

of employers in the Cornwall area. Graduates of the

program working towards a supervisory or team leader

position can expect to find career opportunities in the

supply chain and logistics sector. This 18 week program

includes 15 weeks in-class instruction followed by a 3

week experiential learning opportunity. The program

ran in the winter of 2013 with 10 students of 8 of whom

graduated with a 100% employment rate. The February

2014 winter intake was cancelled due to insufficient

enrollment. This is a locally approved program, and is

therefore not eligible for Ontario Student Assistance

Program (OSAP) which has impacted the number of

applicants. Barriers to enrollment, such as this, is an

obstacle to the program’s success.

To that end, CLPI successfully submitted a proposal

to the Ministry of Economic Development, Trade and

Employment, Youth Skills Connections program. This

proposal provides the funding to support tuition for 28

students in the locally approved, Supply Chain & Logistics

Techniques program which began on February 1st,

2015. The history of this successful program illustrates

not only the obstacle of cost to be overcome but also the

need for funding partners in this market.

Supply Chain & Logistics Technique Certificate

“This course really allowed me to under-

stand the theories and practices that are

involved with running a supply chain, and

also the logistic factors associated with it.

The program culminated with a three-week

placement where I was placed at a major

distribution centre where all the theory and

practice really came together to give me a

hands-on understanding of all that I was

taught. Without the college developing this

program to address the growing need for

workers in this field, I would never have

been able to apply and win a position with

one of the largest distribution and logistics

companies in North America.”

Matthieu Saunders, 2013 Graduate

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 5

KEY SECTOR FACTS

Page 9: Cornwall supply chain & logistics report

Findings & Highlights:Warehouse Worker (8 weeks)CLPI designed the Warehouse Worker Program to train

students for entry level positions in the Supply Chain and

Logistics sector, particularly in distribution centres. This

240 hour program includes a number of certifications

including forklift, CPR/first aid, and transportation of

dangerous goods, safety training, employability skills,

and math and computer technology. Since 2012, this

program has had 7 intakes with over 100 graduates.

Program participants have been funded through Service

Canada’s Skills Link - Individual Skills Employment

Programs (ISE) or the Akwesasne Area Management

Board. Outcomes of this program, such as the high rate

of employment have been encouraging. Employers

in the Cornwall area are now consistently contacting

the college requesting Warehouse Worker graduates.

Positioning SLC as the key provider of talent in this sector

is a critical factor in the program’s success.

Dual Credit Programs The Dual Credit program allows senior secondary school

students to have the opportunity to register in part-time

studies at St. Lawrence College through their high school

guidance department. Upon completion of a college

course, students are granted both a college credit and

a high school credit. Supply Chain was offered as a

dual credit program through the Upper Canada School

Board in the 2013-14 academic year. Unfortunately, at

this point the Supply Chain course will not be offered

in 2014-15 due to lack of student interest. Developing

improved communication with guidance councellors,

teachers and parents regarding career opportunities in

the sector is a key next step.

What types of skills are required in a career in supply chain management?

• Because there are so many roles in the supply chain field, some skills/attri-butes and traits are universal, while others are position specific. Universal skills and attributes include:

• Analytical skills (math)• Communication skills (verbal, written

and interpersonal)• Computer skills• Flexibility• Desire/motivation/interest• Ability to work as a member of a team• Project management

Is a university/college degree essential for a career in the supply chain?

For individuals interested in entering the supply chain sector without a degree, there are many options. Many of today’s supply chain professionals started out in entry-level positions and advanced to their current status over many years. It is advantageous to obtain a certificate, diploma or degree should you want to progress and develop a “career” in the supply chain.

www.careersinsupplychain.ca

Page 6

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

KEY SECTOR FACTS

Page 10: Cornwall supply chain & logistics report

Findings & Highlights:[ ] Launching Program’s On-line Programs

The Logistics & Supply Chain Graduate certificate

program offers a graduate certificate program to

those applying with a two/three year college diploma

or a university degree.

The locally approved Supply Chain & Logistics

Techniques certificate program offers full time

academic programming, with no entrance

requirement such as a high school diploma.

Unfortunately neither of the current programs offer

a flexible delivery schedule. Students from outside

the area or country are not accommodated. People

already employed in this sector are, for the most

part, are engaged in shift work which makes evening

classes a poor fit for them. Consequently, as it stands

potential students cannot advance their skill set

or work towards a certificate on a part-time basis.

Only on-line programs offer the built-in flexibility for

further student participation.

The recently announced “Canada Ontario Job Grant”,

(COJG) is an employer driven program making grants

available to employers to invest in their workforce.

Employers who apply for funding may receive up

to $10,000 per employee; they can train/invest their

employees for 1/3 of the cost. Training costs eligible

for this funding include tuition, student and exam fees,

textbooks, software, and other required materials. Online

training options focusing on the needs of this sector are

in demand. This grant would support a lunch and learn

series, the most often requested learning solution by

regional human resources professionals.

See the following link for additional information:

http://www.tcu.gov.on.ca/eng/eopg/cojg/index.html

Page 7

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 11: Cornwall supply chain & logistics report

Findings & Highlights:[ ] Establishing a Training Facility

A Centre for Supply Chain & Logistic Studies, local training

facility in Cornwall, would provide an opportunity for

hands-on learning (a learning labratory), to develop and

demonstrate the required skill sets and competencies. A

local training centre would see demand in the following

programs: forklift training, loading/packing, shipping

techniques, and software application management.

Forklift training is currently offered by SLC through the

Online and Continuing Education department; this

one day training provides in-class instruction followed

by practical hands on forklift operation. With limited

access to forklifts and no inside training facility, this

training makes use of the campus’s one forklift, and the

training takes place outside. This training does provide a

certificate but lends itself to very limited practical hands-

on experience and cannot be offered during the winter

months.

CLPI offers forklift certification in its Service Canada Skills

Link programs, Following the in-class portion held on

the SLC Cornwall campus, on the second day students

travel to Brockville for the full day practical portion in the

Hansler’s forklift training facility where they have access

to 4 different types of forklifts and have an increased

number of practical training hours.

Many local employers require forklift training

certification as a prerequisite, but to meet health and

safety compliance, employers retrain with their own

forklifts. By providing hands on learning environment,

SLC would prepare job ready students for employment

in the sector, with an increased opportunity for job

success. The training facility would also be a useful

recruitment tool allowing tours to secondary schools,

and educating career seekers in this growing sector.

Page 8

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Page 12: Cornwall supply chain & logistics report

Findings & Highlights:[ ] Expanding On-Campus Career Service Centre

Key employers in the Supply Chain & Logistic sector

in the Cornwall area have indicated the need for a

centralized Career Centre and Job Board.

Employers in this sector recruit through a number of

temporary service agencies in the Cornwall area, such

as Kensington Park Recruitment, Kelly Services, Staffing

Solutions, Drake and Manpower Temporary Services.

Many have contracts with recruitment agencies that

in turn recruit workers for entry level positions with

local distribution centres as well as other businesses.

Temporary service agencies not only recruit, but

also provide employment testing, criminal reference

checks, as well as orientation and mandatory safety

training free of charge. Many employers hire through

temporary agencies to take advantage of those free

services. Employers have the opportunity to try out the

worker before offering permanent employment. Also,

temporary agencies meet the need of some businesses

that hire short term during busy times or are seasonal in

nature.

Many employers require new hires to successfully

complete approximately 520 hours, before being offered

ongoing employment. In this scenario, temporary

agencies who normally pay the entry level worker at a

lower rate (also covering WSIB) but invoice the employer

at a higher rate. One consequence of this practice is that

some job seekers have not had positive experiences

working for these types of agencies and therefore

choose not to apply for jobs in this thriving sector.

Employers advertise and recruit on their company

websites and in the Cornwall area, they tend to use the

following websites:

a. ChooseCornwall

b. Kijiji

c. Indeed

d. Eluta

e. Job Bank

f. LinkedIn

The majority of employers interviewed echoed the

need for a Job Board where they could post jobs and

recruit locally, particularly our students. Employers also

indicated they were interested in providing part time

jobs to SLC students and those interested in a career in

the supply chain industry. This could lead to students

being offered ongoing employment upon graduation.

Employers such as Matrix “Shoppers Drug Mart

distribution centre” expressed interest in participating

in SLC Career fairs on all three of our college campuses.

Currently they are heavily involved in a number college

and university recruitment programs throughout New

Brunswick and Ontario.

The development of Career Services on all three of

SLC’s campuses, along with the launch of SLC Career

Centre Job Board, would meet a strongly articulated

need in the Cornwall area. This would enhance student

employment opportunities and student placement

services by coordinating the delivery of student career

recruitment, placement/co-op coordination and career

services development for students and graduates.

Page 9

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 13: Cornwall supply chain & logistics report

Findings & Highlights:Page 10

[ ] Offering Corporate Learning and Performance Improvement Training Opportunities

CLPI currently offers very successful learning and

training @ work solutions including the “Leadership

for Managers Program” in the city of Cornwall. This fast

track professional development program is offered

throughout the year in various formats, both public

and customized. Each course is offered as a stand-

alone module, or as part of a five-day program. Local

employers in the supply chain and logistic sectors have

not as of yet participated in this program. Many of the

large distribution centres tend to hire entry level workers

and promote to supervisory positions from within.

Training provided is internal or on the job. Supervisory

training for various companies across the sector is a

strong opportunity that has been requested by general

managers.

A common training need identified was a supervisory

program, which, to name a few, would include

communication skills, people management, dispute

and conflict resolution, coaching, health & safety, work

refusal, and diversity in the workforce. This program is

to be developed and offered in a format similar to the

Leadership for Managers program.

Other training general managers suggested included:

computer training (particularly Excel training up to the

advanced level), communication skills, train the trainer

and safety and compliance.

Employers also identified a lack of literacy and essential

skills in new workers they recruited as well as those in

their current work force. A deficit in the essential skills

such as reading, document use, communication, writing,

numeracy, computer use, critical thinking and teamwork

were cited. All occupations require varying levels of

these transferable skills. Although there are currently

already a number of literacy programs available in the

area, CLPI will explore other programming opportunities

to support the need for improved Literacy and Essential

Skills in the workplace.

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Page 14: Cornwall supply chain & logistics report

Findings & Highlights:Page 11

[ ] Attracting People Through Partnerships and Awareness

Many job seekers do not have a clear understanding of

the vast opportunities available in this thriving sector.

Education and promotion are keys to getting the word

out and attracting career seekers to this industry which

currently has a shortage of workers. This is not just a

local challenge but one that is Canada wide.

SLC’s Logistics and Supply Chain post-diploma program

is currently running for the first year (2014) on the

Cornwall campus. The program received 52 applications

(27 of which were international). Employers are ready

to hire these graduates and have already offered these

students part time jobs in a local distribution centre

while they complete the program. With the increased

number of international applications, an on-line format

would be an attractive option to gain more market share,

growth and build the program’s reputation.

SLC promotes full time programming through the annual

career guide, our website and through college recruiters.

However, local sector employers recruit independently

and in silos. Spearheading a joint effort including the

sector employers, developing a “Supply Chain & Logistic

Career Promoter” would be a critical next step. Perhaps

this asset could work with the college, industry partners,

municipalities and other educational partners. The role of

the Promoter would include educating the public on the

many careers in the industry, its growth opportunities,

educational programs and pathways. This involves

visiting secondary schools, alternative schools, meeting

with students, teachers and guidance counsellors,

college classes, employment service agencies, etc.,

as well as organizing job fairs and career awareness

events in communities, and on all three campuses.

A significant initiative SLC could spearhead is an

application for funding to support the appointment

of a Supply Chain and Logistic Career Promoter to

our staff.

What exactly is Supply Chain Management?The Canadian Supply Chain Management Sector Council is the first to admit that one of the biggest challenges to the sector is defining what is meant by Supply Chain Management. A supply chain can have a very broad global scope or can be a simple as a goods producer selling directly to a customer. As they state on their website, a “supply chain” encompasses:1. Supply of materials to a manufacturer;2. The manufacturing process,3. The distribution of finished goods through a network of distributors and retailer to a final customer.Companies involved in various stages of this process are linked to each other through a supply chain. To facilitate the flow of products, information is shared up and down the supply chain between suppliers and clients.

Eastern Ontario Training Board, Supply Chain Management Career

Opportunities

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

KEY SECTOR FACTS

Page 15: Cornwall supply chain & logistics report

Findings & Highlights:Page 12

[ ] Improving Availability and Quality of Labour Market Intelligence

Cornwall is experiencing a labour shortage/skills mismatch as outlined below. To view the complete

Eastern Ontario Training Board TOP report see:

http://www.eotb-cfeo.on.ca/_uploads/media/50fdo9vdx.pdf

Eastern Ontario Training Board TOP Report - October 2014 (Stormont, Dundas and Glengarry and Prescott-Russell)

Three drivers of regional labour market imbalance have

been identified. Drivers of Labour Market Imbalance in

Stormont, Dundas and Glengarry and Prescott-Russell

1. Low levels of labour participation in Stormont,

Dundas and Glengarry and eastern Prescott-

Russell Labour force participation rates as low as

52 per cent mean that skilled, knowledgeable and

experienced workers have voluntarily removed

themselves from the labour force. Strategies

include marketing Employment Ontario Services

to encourage these workers to return to the labour

force as well as working with employers to explore

flexible work environments.

2. An aging workforce - The impact of the aging

workforce was particularly evident in managerial

occupations where one in three managers in SD&G

and one in four in P-R are over age 55. Succession

planning strategies are highlighted as well as

communicating future opportunities to students.

3. Skills Mismatch or “People without Jobs – Jobs

without People.”1 The labour market data highlights

incidences of labour market shortages within an

occupational group at the same time as surplus

workers are evident in a related occupation. In

some cases, short-term skills development or

upskilling may transition workers to meet the

labour market demand. In other cases, longer-

term training is required.

1A phrase made popular by Dr. R. Miner in his examination of

labour market imbalances, People without Jobs, Jobs without

People, R. Miner Ph.D., 2010

People without Jobs...Jobs without PeopleCanada’s Labour Market Future, March 2010Rick Miner, Ph.D. The Search for Solutions: Growing our Skilled Workforce

When asked, employers provide explanations. They

fear poaching by other firms. They cite the lack of

government assistance, and they claim to be aware of

training options. The list goes on: lack of time; difficulty

in calculating the return on investment in training; the

high cost of customized training; a belief that training

is not the responsibility of business; and a claim that

employees are not really interested (Hughes and Grant,

2007).

Employees also share responsibility for the low

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Page 16: Cornwall supply chain & logistics report

Findings & Highlights:Page 13

investment in training. Even when given the opportunity

to take advantage of further education or training,

employees often take a pass. They indicate further

training is not needed. They claim they were not aware

of their options. They say the costs are too high. They

also claim they do not have enough time. They lack

confidence in their abilities, and they sometimes claim

that training is not a priority for them or they simply are

not interested.

We also have a large group of young people who will

remain unemployed or at best fill occasional, unskilled

jobs because they have chosen to terminate their

learning too soon. They are mostly male. They dropped

out of school before graduation. They are from lower

socio-economic families. They are not sure of the

benefits of further schooling and, indeed, they are

uncertain about their own future. And they often lack

good models.

Here we confront one of the two fundamental problems

that we have to address and resolve if we are to grow

the skill level of our labour force. We have to change

the attitudes of many in our society, both employers

and employees. Indeed, this is a challenge that has

to be taken up by all sectors of society: government,

business, unions and non-unionized employees, and

our educational institutions. The challenge is to move

the proportion of skilled workers from the existing level

of 60% to at least 77%. And we have to accomplish this

by 2031or so. This will take planning, hard work and

cooperation. And it has to start now.

There is a second problem that we will also have to

overcome. We have an appalling rate of illiteracy in

this country. Using Statistics Canada data, ABC Canada

estimates that four out of 10 Canadians aged 16 to 65

struggle with low literacy rates to the point that their

ability to advance their skills training is inhibited. The

illiteracy rate among immigrants is six in 10 (ABC, 2009).

So we have to add illiteracy to the list of barriers to our

ability to upgrade our workforce. Yet only 2.2% of our

workplace training expenditures are devoted to basic

skills training.

Eastern Ontario Training Board Employer Survey 2013-2014 Key Findings

A third of the employers in SD&G and in P-R surveyed

experienced recruitment difficulties.

In SD&G, three quarters of businesses in Household and

Personal Services and Information and Communication

Services experienced difficulty filling positions. Over

half of the Transportation and Warehousing and half

of Manufacturing companies experienced the same

challenge.

In P-R, nearly three quarters of Transportation and

Warehousing businesses encountered hiring difficulties.

Over half of Wholesale and Retail Trade and Health

Care and Social Assistance companies also experienced

recruitment challenges.

Employers across both regions selected the following

reasons for the difficulties): 1. applicants not meeting

motivation, attitude or interpersonal abilities 2.

applicants not meeting skills requirements 3. applicants

not possessing work experience

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 17: Cornwall supply chain & logistics report

Findings & Highlights:Page 14

EOTB - Employer Survey Conclusion

Our survey results highlight emerging patterns

evident in both SD&G and P-R. Throughout the region,

there is considerable labour market churn across all

industries with people regularly being hired and leaving

employment. Contributing factors include employers’

tendency to:

• Utilize part-time, contracted employees

• Prioritize skills and work experience rather than

education when hiring

• Rely on local talent and word of mouth as the

primary recruitment tool

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Employers are hesitant about hiring new graduates

concerned with their lack of skills and experience or they

consider them over-qualified and likely to leave if other

opportunities arise. Employees demonstrating strong

Essential Skills remain in demand with companies

increasingly emphasizing computer literacy, customer

service, creativity/entrepreneurial skills and a willingness

to learn. Employers expressed particular concern about

the attitude and skills of younger workers and their

ability to communicate across generations.

Page 18: Cornwall supply chain & logistics report

Labour Market Demand -We’re Hiring! A Sampling of Advertised Job Opportunities (Novemeber 2014)SigmaPoint Technologies - Controller, Engineer,

Hand Solderers, Quality Analyst/Engineering, SMT

Opvverators, Strategic Account Managers, Supply Chain

Management Procurement, Procurement Specialist

(Buyer), Supply Chain Manager, Project Manager, Test

Technician, Product Leader/Engineer

Walmart Logistics Canada – Team Members (75

positions), HR Administrator, Quality Assurance Team

Member, Area Operations Manager, Team Leader

Operations, Team Leader in Training

Olymel – Job Fair November 15th, 2015 - General

labourers, Operating Engineer, Industrial Mechanic,

Industrial Electrician, Millwright, Production

Superintendent, Quality Insurance Technician,

Mechanic, 3rd class Operating Engineer

Ross Video – Shipper and Scheduler, Demonstrations,

Training & Commissioning

Manpower Canada (Cornwall) – Warehouse Workers

Kraft – Production Supervisor and Production Workers

Parmalat Canada – Warehouse Personal & General

Labourers

Findings & Highlights:Page 15

UAP/Napa – Warehouse Worker (6 positions)

Les Fondations Brisson Inc. – Project Manager/

Dispatcher

Excel – Operations Supervisor

LKQ Headline Auto – Dispatcher

Clean All Environmental – Team Leader

Premier Tech Home & Garden – Shipping Clerk

ATS Healthcare – Warehouse Dock Worker

Matrix – Full case order selectors, Warehouse Workers

Villeneuve Tank Lines – Truck Drivers

Canada Drayage Inc – Truck Drivers

Robert Transport – Truck Drivers

Tallman Truck Centre – Truck & Coach Technician

Benson – Tire Technicians

MacEwan Petrolium – Fuel Truck Drivers

Transportation Sector

The transportation sector has not been included as part

of this report, yet employers in this sector have expressed

there is a shortage of skilled workers and educational

training that meet their needs. There is a shortage of truck

drivers, with a clean drivers abstract with at least 2 years

of driving experience. Also, the industry is experiencing a

shortage of tire technicians, truck and coach technicians

and parts technicians.

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

Page 19: Cornwall supply chain & logistics report

Recommendations:Page 16

“The Supply Chain and Logistics sector is the fastest growing

sector in the region’s economy and continues to have significant

positive impacts on the regional transportation and warehousing

sectors, creating hundreds of new local jobs”1

Area employers require motivated and skilled workers to fit

their needs and continue to grow and prosper. St. Lawrence

College has developed and delivered educational programs

and courses, designed with input from local employers

through advisory boards. Graduates from SLC programs have

enjoyed strong employment outcomes, with many employed

upon graduation in their field. Through interviews with local

employers and a thorough review of local labour market

intelligence, the following recommendations are suggested:

1. The development of a Supply Chain & Logistic Career

Promoter to educate/promote the sector, “What is a

Supply Chain”. Promoting jobs/careers, employment

opportunities and educational opportunities. This

initiative would include promoting the sector

throughout Eastern Ontario to secondary school

students/teachers/guidance counsellors, career

seekers, employment agency staff/participants, post-

secondary students/alumni, attending career fairs,

organizing career fairs, etc. This position would be

most effective as a joint venture, working in partnership

with local agencies, employers and local economic

development. Submissions for funding could be

made to the Cornwall and Counties Community

Futures Development Corporation – Eastern Ontario

Development fund (providing funding up to 50%).

2. • Explore alternative program delivery methods - The

Online Logistics and Supply Chain Post Diploma (1

year) program is being developed by the Online and

Continuing Education department with the program

launch expected in 2015. Marketing the new flexible on-

line program locally and through the local distribution

centres will strengthen enrollment by providing the

opportunity for those already working in the industry to

further their skills and education. Strategic marketing

and business to business sales is an essential element

to this recommendation’s success.

3. In addition, move forward a submission for National

Accreditation for the Logistics and Supply Chain Post

Diploma program, which validates the program meets

the standard set by the Canadian Supply Chain Sector

Council.

4. Explore funding opportunities to support the

development of the locally approved Supply Chain

and Logistics Techniques Certificate (18 week) program

Online. Providing flexible delivery expanding learning

opportunities for those already employed. Employers

may also support employee training by applying for

funding through the Canada Ontario Job Grant.

The CLPI proposal to the Ministry of Economic

Development, Trade and Employment, Youth Skills

Connections program has been approved. This

program will provide the funding to support tuition

for 28 students in the locally approved, Supply Chain

& Logistics Techniques program and is an excellent

example of critical training brought forward by creative

grant writing and exploring other sources of funding.

1http://www.choosecornwall.ca/eng/news/474/57/St-Lawrence-College-Launches-New-Program-in-Cornwall/

Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Page 20: Cornwall supply chain & logistics report

Recommendations:Page 17

5. Launch Career Services on the St. Lawrence College

Cornwall campus

o Market Job Board and post jobs, link with

Choose Cornwall website

o Organize annual sector Career Fairs

o Work in partnership with the “Supply Chain &

Logistic Career Promoter”

o Develop a communication strategy that will

highlight the sector and jobs available in the

region.

o Develop a data base with employers/job

seekers managing opportunities with our CRM

platform.

6. SLC – CLPI

o Develop a Supervisory Training program,

customized to meet the needs of the supply

chain sector.

o Expand and advertise custom and public

computer training offerings (particularly excel

at all levels)

o Explore other offerings such as Train the Train-

er and courses leading to Professional Supply

Chain Management designation (CSCMP) and

Certified Logistics Professional (CCLP).

7. Training Facility (long term) - Explore funding

opportunities to invest in a Training Facility to

provide an opportunity for hands on learning in the

Cornwall community, which would include forklift

training, loading/shipping, etc.

Prepared by St. Lawrence College Corporate Learning and Performance Improvement

8. Cornwall’s annual family income is significantly

below the Ontario average. As such, the cost of

learning and training is a critical obstacle. Finding

alternative funding sources through government

philanthrophic or otherwise is an essential element

to success

9. Develop a community strategy, in partnership with

Akwesasne and the Supply chain Sector which will

increase labour force readiness in the Cornwall area.

Aboriginals are the fastest growing segment of

Ontario’s population, which, on the whole, is aging.

Akwesanaeis clustered around one of Eastern

Ontarios most promising economic opportunities

– the regional Supply Chain & Logistics Hub in

Cornwall. However, there are significant training

gaps that inhibit this community from properly

participating in these opportunities. A steering

committee of sector partners and St. Lawrence

College will build upon the growing trend of

engaging in local training partnerships, while

the provincial government should strengthen its

support for Aboriginal people seeking education

and training off-reserve. The federal government

(Service Canada) should also actively engage

Aboriginal communities and representative

organizations, in order to formulate a fully

collaborative plan that addresses structural and

funding flaws in the on-reserve educational system.

Page 21: Cornwall supply chain & logistics report

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Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College

Page 22: Cornwall supply chain & logistics report

Page 19

Prepared by St. Lawrence College Corporate Learning and Performance Improvement