Spotlight on Consumer Packaged Goods Manufacturers Supply Chain Talent Report. October

Transcription

1 Spotlight on Consumer Packaged Goods Manufacturers Supply Chain Talent Report October

2 Supply Chain Talent Report: Consumer Packaged Goods (CPG) Manufacturers Table of Contents Page Introduction 3 Introduction to CPG Expert Commentary 4 Supply Chain To-Do List for CPG Manufacturers 5 Demographics 7 Organization-Wide Events 10 Turnover by Function 11 Expected Turnover by Function 12 Talent Evaluation: Plan 13 From the Expert 14 Talent Evaluation: BUY 15 Talent Evaluation: MAKE 16 From the Expert 17 Talent Evaluation: MOVE (International) 18 Talent Evaluation: MOVE (Domestic) 19 Talent Evaluation: STORE 20 Critical Shortage by Geography 21 From the Expert 22 Critical Shortage by International Geography 23 Supply Chain Hiring Practices 24 Report Authors 26 2

3 Introduction The Spotlight on Consumer Packaged Goods (CPG) Manufacturers is part of a series of breakout reports from Tompkins Supply Chain Consortium s July 2013 Supply Chain Talent Report. The information presented is based on supply chain talent data from 42 CPG respondents. Click here to read the full Supply Chain Talent Report. Additional supply chain talent industry breakout reports include third-party logistics providers (3PLs), retail, industrial manufacturing, and distributors / wholesalers. 3

4 Introduction to CPG Expert Commentary This report includes commentary from Debbie Castrodale, CPG subject matter expert at Tompkins International, on pages titled From the Expert. According to Castrodale, CPG companies are advised to place a premium on retaining and finding supply chain talent specifically in a planner role. As the ability to extract more data through social media algorithms, marketing campaigns and similar continues to grow, companies spend more dollars on datadriven insights and analytics (particularly based on consumer preferences). This means there will be a growing need for talented professionals who can take these insights/analytics and develop supply chain processes that more closely respond to actual consumer demand (i.e., demand-driven supply chains). In contrast, the traditional supply chain planning processes use enterprise resource planning (ERP) systems that measure processes using historical data. 4

5 Supply Chain To-Do List for CPG Manufacturers Evaluate and monitor employee satisfaction of planning personnel closely (as well as other critical supply chain roles), as they are in high demand. International transportation experts who are experienced in Incoterms, customs clearance, and direct relationships with carriers and non-vessel operating common carriers (NVOCCs) are worth their weight in gold. Take the necessary steps to secure their services. Consider retaining outside help to identify and train local employees to fill supply chain needs in China. There is a battle for talent, and the best candidates are not necessarily active in the marketplace. These people can potentially save a company millions of dollars. Consider developing a relationship with a recruiting/search firm that specializes in supply chain talent. Eliminate just in time requisitions for hiring. 5

6 Supply Chain To-Do List for CPG Manufacturers Develop a relationship with the top colleges that have a supply chain program. They can supply top talent and start an internship program to identify talent very early. Develop internal training programs and personal development certifications (employees can earn the right to attend) immediately and train the supply chain organization up. Manage your talent like you manage your supply chain. Do you have a talent planning program in place that is based on projected growth numbers, company initiatives, and employee turnover? How often do you evaluate? Develop a compensation program that monitors and rewards producers. 6

7 Demographics Company Size 14.3% 9.5% >$25 billion annual revenue 14.3% Between $10 billion and $25 billion annual revenue 21.4% Between $1 billion and $10 billion annual revenue 40.5% Between $250 million and $1 billion annual revenue <$250 million annual revenue 7

8 Demographics Primary Industry 7.1% 4.8% 2.4% 4.8% 2.4% 4.8% 4.8% 23.8% 45.2% Apparel/textile Appliance Automotive/parts Building products Consumer products Food & kindred product Furniture Pharmaceutical/medical Technology/electronics 8

9 Demographics Current Position 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 4.8% 40.5% 50.0% 4.8% 0.0% C-Level Vice President Director Manager Supervisor / Analyst The CPG manufacturing group consists of more than 40 responses, with food and beverage as the largest participating sub-group beyond general consumer products. More than 65% of participants are companies with annual revenues greater than $1 billion. The target audience is also achieved, with more than 95% of respondents at the director level or higher within his or her company. 9

10 Organization-Wide Events Organization-Wide Events in the Past 18 Months Voluntary job elimination 15.6% Layoffs Organizational restructure Hiring freeze for open positions Moratorium on new positions 40.6% 46.9% 56.3% 34.4% 0% 20% 40% 60% 80% 100% Compared to an average of 66%, more than 75% of CPG respondents have experienced a significant organizational event in their supply chain ranks in the past 18 months. They endured an average of 1.9 events each, slightly less than the 2.3 overall average. 10

11 Turnover by Function Turnover in the Past 18 Months Planning 26.3% 26.3% 26.3% 15.8% 5.3% Procurement 23.1% 25.6% 17.9% 20.5% 12.8% Manufacturing 10.8% 27.0% 51.4% 2.7% 8.1% Int l Transportation 40.6% 31.3% 25.0% 3.1% Domestic Transportation 35.9% 30.8% 23.1% 10.3% Distribution 28.2% 33.3% 28.2% 7.7% 2.6% 0% 20% 40% 60% 80% 100% 1 - Substantially Less than Normal Typical Substantially Higher than Normal CPG manufacturing respondents experienced substantially lower turnover in supply chain personnel than the average respondent, with the notable (and anticipated) exception of manufacturing personnel. 11

12 Expected Turnover by Function Expected Turnover in the Next 18 Months Planning 20.5% 43.6% 35.9% Procurement 15.8% 57.9% 26.3% Manufacturing 8.1% 56.8% 35.1% Int l Transportation 31.3% 53.1% 15.6% Domestic Transportation 20.5% 56.4% 23.1% Distribution 18.9% 70.3% 10.8% 0% 20% 40% 60% 80% 100% Expect Lower Turnover About Normal Expect Higher Turnover CPG respondents are bracing for higher turnover going forward. The difference between recent turnover (previous page) and anticipated turnover is higher among CPG respondents than any other category. 12

13 Talent Evaluation: PLAN Planning Personnel Headcount 51.4% 43.2% 5.4% Relevant Experience 31.6% 52.6% 15.8% Education & Training 26.3% 63.2% 10.5% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short CPG responses about planning personnel are in line with other segments. But there was a higher emphasis on increased education and training when compared to other groups. 13

14 From the Expert CPG companies see supply chain, specifically logistics, as a critical factor to their success or failure in all markets. This is due to: Product lines and stock-keeping units (SKUs) being saturated domestically; Companies searching for growth in international markets; Consumers expectations rising across borders on service and delivery (e.g., same-day, next-day); and Competition intensifying from all sides. 14

15 Talent Evaluation: BUY Procurement Personnel Headcount 78.8% 21.2% Relevant Experience 52.9% 44.1% 2.9% Education & Training 58.8% 41.2% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short When compared to other areas or relative to other survey respondents, procurement and sourcing personnel is not an area of need for CPG. 15

16 Talent Evaluation: MAKE Manufacturing Personnel Headcount 59.4% 37.5% 3.1% Relevant Experience 57.6% 33.3% 9.1% Education & Training 51.5% 39.4% 9.1% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short Not surprisingly, manufacturing is an area of need. There is also not an area of concern with respondents looking for more experienced and better trained employees with similar fervor. 16

17 From the Expert The data on previous slides match U.S. Department of Labor data, which shows the nation s colleges and schools are currently on track to fill only approximately 28% of supply chain openings with formally trained employees this is a tremendous shortage. By 2018, 42% of these projected job openings will be in the Southeast, with a large proportion in Georgia and Alabama. There is a tremendous gap between supply chain talent and the increased reliance on effective supply chain programs and certifications to meet the demand. CPG companies may have to cross-train experienced employees and/or pay premiums to obtain and keep talent. 17

18 Talent Evaluation: MOVE (International) International Transportation Personnel Headcount 71.4% 21.4% 7.1% Relevant Experience 51.7% 44.8% 3.4% Education & Training 55.2% 41.4% 3.4% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short The CPG sector of respondents has a keen interest in international transportation personnel. When compared to the overall average, nearly half are looking for more experienced, better-trained personnel. 18

19 Talent Evaluation: MOVE (Domestic) Domestic Transportation Personnel Headcount 82.9% 14.3% 2.9% Relevant Experience 69.4% 27.8% 2.8% Education & Training 71.4% 25.7% 2.9% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short CPG companies are slightly less likely to be looking for domestic transportation specialists. Responses are the lowest among all sectors, which indicates that participants are well-fortified in this category. 19

20 Talent Evaluation: STORE Distribution Personnel Headcount 71.4% 25.7% 2.9% Relevant Experience 88.6% 11.4% Education & Training 67.6% 32.4% 0% 20% 40% 60% 80% 100% About right More is needed Critically Short CPG responses are also well below the overall averages for distribution personnel, which indicates this is not an area of high need. 20

21 Critical Shortage by Geography U.S. Geographic Areas in Which It Is More Difficult to Find Qualified Supply Chain Personnel 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 6.7% 26.7% 20.0% 40.0% 20.0% 0% US - West US - Southwest US - Midwest US - Southeast US - Northeast CPG needs in the Southeast are the highest of any other sub-group. Needs in the West are substantially lower than other sub-groups. West Coast-based supply chain specialists appear to be in strong demand. 21

22 From the Expert It would seem that cross-functional training of experienced, dedicated employees is the best option for CPG companies, given the tremendous projected shortage of talent coming out of colleges and universities over the next five years. Retaining and re-training talent may be more cost-effective than recruiting and hiring practices that could require signing bonuses and increased salary expectations. 22

23 Critical Shortage by International Geography International Geographic Areas Substantially More Difficult to Find Qualified Supply Chain Personnel China 57.1% East Asia South Asia / India Australia / Pacific Rim Central & South America Eastern Europe Western Europe Africa & Middle East Mexico Canada 21.4% 28.6% 14.3% 7.1% 7.1% 0.0% 14.3% 0.0% 7.1% 0% 20% 40% 60% 80% 100% Two out of three CPG respondents have international operations to consider. For those with international needs, the CPG responses are the most diverse. But the need for experienced supply chain professionals in China is consistent across all categories. 23

24 Supply Chain Hiring Practices Change From 2 Years Ago Undergraduate Hiring 10.3% 7.7% 61.5% 15.4% 5.1% Graduate Hiring 7.7% 12.8% 59.0% 15.4% 5.1% Hiring from Competitors 7.5% 20.0% 62.5% 10.0% Hiring from Vendors/Suppliers 15.4% 7.7% 74.4% 2.6% Hiring from Customers 23.1% 12.8% 59.0% 5.1% Hiring from LSPs 15.4% 7.7% 69.2% 7.7% Hiring from an Unrelated Industry 10.0% 12.5% 42.5% 27.5% 7.5% New Hires with Recog. Certifications 12.5% 5.0% 52.5% 27.5% 2.5% 0% 20% 40% 60% 80% 100% 1 - Substantially Less About the same Significantly More CPG companies are emphasizing hires from unrelated industries and looking for recognized certifications more than other groups. They are doing less graduate degree hiring than other sectors. 24

25 Supply Chain Hiring Practices Percentage of Most Successful Supply Chain Employees 17.2% Undergraduate programs 43.8% 6.4% Graduate degree programs Internal candidate making a cross-functional move 32.6% External candidate from another company CPG responses align with overall averages. External and cross-functional hires comprise 75% of the total average. 25

26 SUPPLY CHAIN EXCELLENCE SUPPLY CHAIN EXCELLENCE Report Authors To learn more about supply chain talent, as well as benchmarking and best practices, additional resources are available to members through the Supply Chain Consortium: Qualified companies may join the Supply Chain Consortium s LinkedIn or Xing Group: Bruce Tompkins Executive Director Chris Ferrell Director 6870 Perry Creek Road Raleigh, NC (919) Office (919) Mobile 6435 Hazeltine National Drive Suite 105 Orlando, FL (407) Office (919) Mobile btompkins@tompkinsinc.com cferrell@tompkinsinc.com 26