Supply Chain Talent Filling The Pipeline

reveal2014 Conference Philadelphia; 6-7 May Art van Bodegraven

SCM – The Challenge

• Missing

• X00,000 drivers

• X00,000 analysts

• X00,000 distribution associates

• X00,000 coders, designers, engineers, etc.

• X00,000 mid-managers

SCM – The Challenge II

• Missing

• End-to-end vision

• Enterprise performance perspective

• C-level relevance

• Communications fluency

• Leveraged diversity, multi-generations

Copyright 2014 Art van Bodegraven

SCM - The Big Picture

• Good jobs, rewarding careers, full lives

• Making a difference

• The career field for the next 50 years - or more

• The greatest impact on enterprise performance of any part of a company

• The broadest span of tasks, functions, jobs, and responsibilities of any field

Copyright 2014 Art van Bodegraven

SCM - The Big Picture II

• More entry points into careers than any other path in business

• Momentum in diversity, equality, and opportunity - half a century of transformation and recognition

• No limit to career growth, advancement, and flexibility - no ceilings or barriers

• Company to company, industry to industry, skills transferability - no dead ends

Copyright 2014 Art van Bodegraven

SCM - The Big Picture III

• Success potential independent of any single industry - no pigeon-holing

• Recession-resistant - nothing is recession-proof, but some level of supply chain management is always needed

• Access to global suppliers, customers, sister operations

• Continuous and continuing change, challenge, and learning - no one needs to be stuck in a rut

Copyright 2014 Art van Bodegraven

SCM - The Big Picture IV

• Good jobs, rewarding careers, full lives

• Making a difference – for you, your profession, your organization, your community

Copyright 2014 Art van Bodegraven

SCM - The Big Picture V

• The really big payoff . . .

• The more trained supply chain professionals – in all phases of the field – we have, the more jobs we will fill, and the

more good jobs we will attract

#1

SCM vs. Logistics

• Used interchangeably?

• Wrong, but historically driven

• Evolution: Physical Distribution, Logistics, SCM

• Logistics is physical storage & movement, a sub-set within end-to-end, holistic, synchronized, integrated SCM

• Over-focus on Logistics limits the real possibilities within SCM

Procurement Operations Physical Distribution

Stage 1

Vendor Customer

Scope, Range, Span of SCM

• Sourcing & Procurement

• Order Fulfillment & Customer Service

• Manufacturing/Conversion Planning & Operations

• Distribution/Storage &Management

• Transportation & Management

• Planning & Analysis

Scope, Range, Span of SCM II

• Focused Software & IT Services

• Focused HR & Organizational Development

• Sales & Marketing for Focused IT, Services, Technology

• Engineering & Design

• Technical Support - Technology, Material Handling, etc.

Scope, Range, Span of SCM III

• HR

• Legal

• Engineering

• R&D

• Sales & Marketing

• Real Estate

• IT

• Finance & Accounting • International Counterparts

Working Links/Relationships With:

SCM

SCM Career Progression

• Entry

• Senior

• Team Leader

• Supervisor

• Manager

• Director

• Vice President

• EVP/SVP

• Global SC VP; Chief SC Officer

• President, CEO

SCM Career Realities

• 75%+ of Supply Chain jobs do not require a university degree

• Sliding scale of requirements/preparation

• High School graduate

• Functional certification

• Associate degree

• On-the-job

• Training/education transferability

• Degree later • Online • Night school

• Master’s programs possible • Executive; Online/night

• Professional certification

Sample SC Entry Points

• Clerk

• Analyst

• Order Selector/Picker

• Forklift Driver

• Truck Driver

• Customer Service Rep

Sample SC Entry Points II

• IT/Designer

• Buyer

• Freight Handler

• Supplier Relationship Coordinator

• Expeditor

• Network Analyst

Sample SC Entry Points III

• Coder

• Service Tech

• Customer SC & Relationship

• Sales Rep

• Transportation Coordinator

• Freight Forwarder

Sample SC Entry Points IV

• Customs Specialist

• Recruiter

• Project Manager

• Dispatcher

• Production Planner

• Inventory Clerk/Analyst

• Storeroom Issues

SCM Performance Impact Points

• Asset Investment Decisions

• Third-party Support Selections

• Cash/Accounts Receivable (Cycle Time, Accuracy)

• Materials Cost (Unit, Life Cycle, TCO)

• Labor Cost

• Quality/Accuracy

• Sales Maintenance & Growth (Customer Satisfaction)

Driving: Revenue, Margins, Cash, ROA, ROI, ROE

SCM Performance Impact – Driving The Business

In Summary

• Good jobs, rewarding careers, full lives

• Making a difference – for you, your profession, your organization, your community

What To Do About It . . .

• Face reality: we can’t solve world hunger, global peace, a planet full clean water all at once

– Issues for others to tackle on independent timelines: total restructure of driver recruitment, development, retention model; targeted disadvantaged youth training and acculturation; STEM attraction and integration; re-purposing and redirecting returning military; retraining displaced workers from unemployed pool; learning to leverage diverse resource pools; getting all constituencies on-board on Day One.

What We Can Do

• Put together a dirty fingernails, git ‘er done, smart, agile team for practical solutions, techniques, and action

• Enlist economic development agency support/participation

• Draft plan; identify targets/priorities

• Communicate, communicate, communicate – all constituencies, all styles

• Rollout & refine

What We Can Do II

• Identify initial targets

– Cities & school districts

– Current programs initiatives (BSA, BCGC)

• Craft first wave communications

• Mount PR campaign

• Test reactions/responses

What We Can Do III

• Examples:

– Cleveland/Columbus/Cincinnati corridor

– Dayton, Toledo, Akron, Youngstown to follow

– Single system; single initiative

– Multi-generational, multi-role communications

– High school, middle school, grammar school progression

SCM Initiative – The Team

• Leaders – Mark Patton, Senior Managing Director, Logistics & Information Technology, JobsOhio; former Chief Development Director, Ohio Department of DevelopmentFacilitator - Art van Bodegraven, Managing Principal, van Bodegraven Associates; Founding Principal, Discovery Executive Services; former Development Executive for the Council of Supply Chain Management Professionals (CSCMP); former Member, Columbus Region Logistics Council (CRLC

• Core Team: Thomas J. (Tom) Goldsby, Professor of Logistics, The Ohio State University; Cheryl McKettrick, Quality Assurance Director, Procter & Gamble; John Ness, Owner/President, ODW Logistics and former Chair, CRLC; Lenee’ Pezzano, Columbus Campus President, Harrison College and Member, CRLC; Timothy (Tim) Williams, Senior Vice President, McGraw-Hill Education and Chair, CRLC

• Advisory Review Board: Richard (Rick) Jackson, Executive Vice President, Mast Global Logistics (Limited Brands) and outgoing Chair of CSCMP; Andre Thornton, President & CEO, ASW Global; Jonathon McKay, M-Go Marketing

Wrapping Up

• Q & A

• Violent disagreements

• Experience input

“Don’t give up . . . Don’t ever give up!” Coach Jim Valvano

The forward plan: Keep on keeping on . . .

Contact

– Art van Bodegraven – Founding Principal, Discovery Executive Services – Managing Principal, van Bodegraven Associates;

(614) 893-9414 avan@columbus.rr.com

www.artvanbodegraven.com www.DiscoveryES.com – www.dcvelocity.com/blogs (The Art of Art)

www.dcvelocity.com (archived Basic Training columns)