A Plan to Overcome the Looming Supply Chain Management Talent Shortfall Track 2 Session 5
Brian J. Gibson, Ph.D. Wilson Family Professor of SCM Auburn University brian.gibson@auburn.edu 334-844-2460 www.harbert.auburn.edu 2
Abstract There is an absence of management-ready talent in our industry and those eyeing retirement are going to expose that sink hole. What's worse, there is a historic lack of energy dedicated to employee advancement, succession and transition planning. This study, with a few tips from pro sports, quantifies the issue at hand and proposes some solid strategies to help you protect and enhance your bench, just in time for the next draft. 3
Agenda The SCM People Challenge Talent Management Initiatives Strategies from the Sports World - Create a depth chart - Develop your prospects - Call up top talent - Protect franchise players - Leverage free agency Key Takeaways, Conference Cloud, Questions 4
The SCM People Challenge Roles are expanding but skill gaps exist 5
The SCM People Challenge Limited bench strength available SCM Roles with Greatest Talent Shortage Employment of logisticians is expected to grow 26 percent from 2010 to 2020, faster than the average for all occupations. Employment growth will be driven by the important role of logistics in an increasingly global economy. Bureau of Labor Statistics 6
SCM Talent Management Initiatives Need a Cohesive, Ongoing Process ACQUIRE DEVELOP ADVANCE 7
Strategy 1: Create a depth chart Identify key roles & players - Current position holders - Next in line - Future replacements Goals - Identify top candidates - Drive workforce planning - Reveal talent gaps - Formalize & digitize process 8
Strategy 2: Develop your prospects Facilitate professional growth - Assess capabilities & needs - Ongoing training & development - Individual development plans Goals - Enhance SCM skills - Build broader competency base - Supplement self-directed learning - Customize to individual s needs 9
Strategy 3: Call up top talent Provide in-game experience - Short-term assignments - Team-based special projects - Job sharing and rotation Goals - Temporarily elevate responsibility - Build experience & confidence - Broaden exposure to processes - Evaluate capabilities 10
Strategy 4: Protect franchise players Retain top talent for future roles - Compelling career progression - Leadership development programs - Interim promotions Goals - Build bench strength - Avoid frustration & flight - Mitigate talent poaching - Keep succession plan intact 11
Strategy 5: Leverage free-agent market Fill in roster gaps - Ready-made skill set - External perspectives - Leverage external recruiters Goals - Resolve immediate needs - Control advancement pace - Maintain bench strength - Maximize professional& cultural fit 12
Key Takeaways Most companies have an SCM talent shortage Must sustain a SCM talent management initiative Opportunity to adopt strategies from our colleagues in pro sports Top talent is needed to win championships or be an industry leader 13
Conference Cloud Additional Resources Creating an SCM Dynasty http://www.supplychainquarterly.com/archives/2015/01/ Talent Development Series https://cscmp.org/research Navigating to the Top http://www.scmr.com/archive/july_august_2015 SC Talent of the Future http://www2.deloitte.com/content/dam/deloitte/global/doc uments/process-and-operations/gx-operations-supplychain-talent-of-the-future-042815.pdf 14
Your Input Questions Feedback Thanks for your time today! For more information brian.gibson@auburn.edu 15
Questions 16
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