SCM TalenT DevelopMenT

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1 SCM Talent Development The Develop Process 1

2 SCM Talent Development The develop Process Foreword: SCM Talent Development Study Supply chain management (SCM) is a discipline in the midst of a high profile transition. C-level executives increasingly recognize the value of strong, integrated SCM capabilities for propelling their businesses to greater levels of success. These executives have elevated supply chain leaders to strategic roles and are investing in SCM capabilities to create competitive advantage. The heightened status creates the need for a stronger, more capable SCM team. By Brian Gibson, Auburn Zac Williams, Central Michigan Sean Goffnett, Central Michigan Robert Cook, Central Michigan Recognizing the current and future need of organizations to enhance their SCM human capital, the Council of Supply Chain Management Professionals commissioned a talent development research study. This study, conducted by SCM researchers at Auburn and Central Michigan, investigates the SCM talent requirements of organizations and how they cultivate future leaders. The key findings are presented in three publications that will help you build and retain a high caliber team of SCM professionals. The ACQUIRE Process Addresses the critical aspects of finding appropriate SCM talent. This initial phase focuses on defining required skills, sourcing talent, and hiring desirable candidates. Within this publication, you will find actionable information and successful strategies for fulfilling your SCM talent requirements. The DEVELOP Process Analyzes organizational strategies for SCM training and education. Throughout this publication, you will discover leading practices for onboarding, training, and guiding supply chain talent. These talent investments will help you maximize the capabilities of your supply chain team. The ADVANCE Process Examines forward-thinking approaches to SCM talent progression. Essential strategies for SCM career path development, talent retention, and succession planning are presented in this publication. These talent advancement activities build bench strength for your future SCM leadership needs. Ultimately, the research reveals that, to be successful, your SCM talent management strategy must encompass and integrate three components: acquisition, development, and advancement. This requires C-level commitment to SCM talent development, cross-departmental collaboration, and financial investment in SCM professionals. A failure to incorporate these three elements will reduce SCM bench strength and accelerate turnover of key talent, leaving your organization deficient in the skills needed to leverage SCM to its fullest potential. isbn

3 Table of Contents 4 Executive Summary: SCM Talent Development...5 Talent Development: Building a Capable, Cohesive SCM Team... 5 Onboarding Supply Chain Professionals... 6 SCM Training and Education Methods... 6 The Individual Guidance of Supply Chain Professionals... 6 Talent Development: Leading Practices... 6 Introduction: The Develop Process...7 Essential Insights: SCM Onboarding Tactics...8 Onboarding Program Management... 8 Onboarding Methods Used... 9 Onboarding Method Effectiveness Effectiveness by Company Type and Size SCM Onboarding Summary Sidebar: Leading Practices: Onboarding Methods Essential Insights: SCM Training Methods...13 Training Structure and Investment Training Methods Used Training Method Effectiveness Sidebar: Leading Practices: Blended Training Solutions Effectiveness by Company Type and Size Positive Impact of SCM Certification Training Topics Addressed SCM Training Summary Sidebar: Leading Practices: SCM Leadership Development Programs Essential Insights: SCM Individual Guidance...19 Individual Development Plans Sidebar: Leading Practices: Individual Development Planning and Assessment Mentoring Programs High Potential Programs SCM Individual Guidance Summary Sidebar: Leading Practices: Association Based Mentoring Program Leading Practices in SCM Talent Development...24 Onboarding Tactics Training Methods Individual Guidance Summary List of Appendices Appendix A: Study Methodology and Participant Information...26 Exhibit A-1: Interview and Focus Group Script Exhibit A-2: Demographic characteristics of Online Questionnaire Participants Appendix B: Survey Questions and Selected Results...28 Appendix C: Leading Practice Cases...32 Case 1: High Potential Development Program Exhibit C1-a, C1-b, C1-c: Model high Potential Development Programs Case 2: Individual Development Plans Exhibit C-2a: Individual Development Plan Components Exhibit C-2b: Individual Development Plan Template Case 3: SCM Training Programs Exhibit C-3: CSCMP SCPro Endnotes...38

4 List of Figures Figure 1: Mechanism for Funding SCM Leadership Development...7. Figure 2: Perceptions Regarding SCM Onboarding Processes...8 Figure 3: Structure of SCM Onboarding Programs...9 Figure 4: Onboarding Method Effectiveness vs. Onboarding Method Used...11 Figure 5: Training Investment by Management Level...14 Figure 6: SCM Training Method Effectiveness vs. SCM Training Method Use...16 Figure 7: Use of SCM Individual Development Plans...20 List of Tables Table 1: Use and Effectiveness of SCM Onboarding Methods...10 Table 2: Most Effective SCM Onboarding Methods by Company Type...11 Table 3: Use and Effectiveness of SCM Training Methods...15 Table 4: Most Effective SCM Training Methods by Company Type...17 Table 5: Most Popular Certification Programs by Company Type...17 Table 6: Most Widely Addressed Training Topics...18 Table 7: SCM Mentoring Program Structure...22 Executive Summary: SCM Talent Development Supply chain management (SCM) is a discipline in the midst of a long overdue and high profile transition. As C-level executives recognize the value of strong, integrated SCM capabilities for generating success, the supply chain is taking on greater strategic importance. In turn, the skills and capabilities of the supply chain team must be elevated to meet these expanded demands. To respond most effectively to these requirements, a supply chain leader must think more strategically about the people aspect of SCM and put talent issues on equal footing with supply chain process and technology initiatives. The leader s imperative is to establish a talent supply chain that is holistically planned and managed to acquire, develop, and advance essential SCM personnel. Only then will the supply chain team be properly prepared to deliver on the promise of supply chain excellence and competitive advantage. Talent Development: Building a Capable, Cohesive SCM Team Effective hiring is step one in the creation of a strong SCM team. Next, talented individuals must be quickly acclimated, continuously trained, and properly deployed to meet the supply chain requirements of the organization. Hence, supply chain leaders must immerse new hires in the organization s culture and provide current team members with opportunities to expand their capabilities. This can be achieved through the strategic talent development process detailed in this publication: The Develop Process. onboard Train This publication describes an end-to-end talent development process that effectively engages supply chain professionals in growth opportunities and continuously elevates their expertise. Each step of the process is instrumental in retaining your top talent and preparing them for future leadership roles. Throughout this report you will gain valuable insights and strategies regarding the following activities and related research questions: Guide 5

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SCM TalenT DevelopMenT

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