Supply Chain Manager Competency Model
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2 Supply Chain Manager Competency Model APICS Future Leaders Program 2009 Andre Alves, CSCP, PMP, SCOR-P
3 The Future Leaders Team Advisors Robert Vokurka Sharon Rice The Future Leaders Team Andre Alves - Brazil, USA Dolores Case - Mexico, USA Jennifer Kevlin - USA Krystal Truesdale - USA Linda Sithole - South Africa Marshall Saluding - Indonesia Sumanth Nagarathnam - Canada, India Todd Sabin - USA
4 Team Global Diversity Todd N. Sabin, CPIM, CSCP APICS Instructor Jennifer P. Kevlin, CPIM, CSCP WW Supply Chain Mgmt Krystal Truesdale Dolores Case KPO Lean Leader Sumanth Nagarathnam B.Eng, MBA CRM Consultant Andre Alves, CSCP, SCOR/P, PMP Sr. Supply Chain Analyst Linda Sithole Supply Chain Analyst Marshall Saluding
5 Competency Model Concept Magnetic Compass DIRECTION The magnetic compass is an old Chinese invention, probably first made in China during the Qin dynasty ( B.C.). Chinese fortune tellers used lodestones (a mineral composed of an iron oxide which aligns itself in a north-south direction) to construct their fortune telling boards. Eventually someone noticed that the lodestones were better at pointing out real directions, Leading to the first compasses. They designed The compass on a square slab which had markings for the cardinal points and the constellations. The pointing needle was a lodestone spoon-shaped device, with a handle that would always point south Do you know how to use a compass?
6 Without direction you end up Where did I end up? Mr. Fox BEng, BA, BSc, MD, MA Economics, MPhil, MBA
7 Overview of a competency model It is a collection of competencies that is necessary for success in a work place A competency is the capability to apply or use related knowledge, skills, and abilities required to successfully perform tasks in a defined work setting It is essential for functions such as recruitment and hiring, training and development, and performance management because it provides an overview to select, train and develop individuals
8 Supply Chain Competency Model Methodology The model is based on a similar development by the US Department of Labor Diverse group of individuals with unique perspectives of the Operations Management domain OMBOK is the foundation for identifying and validating competencies Questionnaires, interviews, and publications was used for secondary research
9 Individual components of the model Foundational competencies Personal Effectiveness Academic Competencies Workplace and Leadership Competencies Profession-Related competencies Operations Management Technical Competencies Occupational competencies Supply Chain Manager Knowledge Areas Supply Chain Manager Technical Competencies Supply Chain Manager Specific Requirements
10 Supply Chain Competency Model
11 Personal Effectiveness Personal Effectiveness represents motives and traits as well as interpersonal and self-management styles Awareness of the Needs of Others Integrity Learning Continuously Communicate Powerfully Interpersonal Skills Creativity These traits are applicable to number of industries; applicable on a personal level
12 Academic Competencies Academic Competencies are primarily learned in an academic setting, as well as cognitive functions and thinking styles Math, Statistics, Analytical Thinking Reading and Writing Comprehension Foundations of Business Management Applied Science and Technology Supply Chain Fundamentals Fundamentals of Technology Serves as the foundation for Occupation and Industry Specific Competencies
13 Workplace Competencies Workplace Competencies represent those skills and abilities that allow individuals to function in an organizational setting Problem Solving Decision Making Team Work Accountability Responsibility Customer Focus (Internal & External) Planning & Organizing Conflict Management Enabling Technology Serves as the foundation for Occupation- and Industry- Specific Competencies
14 Operations Management Technical Competencies Operations Management Technical Competencies represent the knowledge, skills and abilities needed by all occupations within Operations Management Strategy Development and Application Execution, Planning, Scheduling Control Supply Chain Management Project Management Lean Management Enabling Technology Application Process Improvement/ Six Sigma Serves as the foundation for Operations Management Competencies
15 Supply Chain Manager Knowledge Areas Supply Chain Manager Knowledge Areas represent a basis for specifying more detailed knowledge areas required to work as a Supply Chain Manager Performance Trade-offs Warehouse Management Transportation Management Supply Chain Synchronization Risk Management Sustainability: Triple Bottom Line Serves as the foundation for Supply Chain BIG Picture
16 Supply Chain Manager Technical Competencies Supply Chain Manager Technical Competencies represent specific competencies for the role of Supply Chain Manager Locating Facilities Distribution Warehousing Logistics International Regulations Strategic Sourcing/ Supplier Relationship Management Customer Relationship Management Applying Lean/ Six Sigma Tools Serves as the foundation for Supply Chain Manager Competencies
17 Supply Chain Manager Specific Requirements Supply Chain Manager Specific Requirements represent certification, licensure, and specialized educational degrees, or physical and training requirements for Supply Chain Managers Bachelors or Equivalent Degree Industry Association Membership Supply Chain-Specific Certification
18 Tiers 7 and Beyond Clear need to develop advanced supply chain capabilities at the strategic level. Consortium of effort needed between industry, academia, and professional organizations but is it enough? Evolving demands require keeping up with the jones and smith s
19 Question to you Do you have the experience, skills, knowledge, and emotional fortitude to manage and control your supply chain efficiently and effectively? What does that really mean? The Answer: It depends on what supply chain solution we are trying to implement.
20 Bio Supply Management Alliance Producer of the Biotech Supply Chain Academy Development of Education and Body of Knowledge specific to creating Leaders and Leadership capabilities Partnering with MIT, Pepperdine, UC Berkeley, Texas Christian University, and Golden Gate University APICS, CSCMP, ISM, Supply Chain Council and others Steering Committees
21 Questions Andre Alves, CSCP, PMP, SCOR-P +1 (916) Tim Salaver, MBA, PMP, CSSMBB +1 (702)
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