Page 63 - Case Study Annual 2015
P. 63
Bookmark
SCM Talent Development – cultivating future leaders
Supply chain management (SCM) is a discipline in SCM TALENT DEVELOPMENT
the midst of a high profile transition. Recognising the
current and future need of organisations to enhance THE ADVANCE PROCESS
their SCM human capital, the Council of Supply
Chain Management Professionals commissioned
a talent development research study. Key findings
are presented in three publications that will help an
organisation build and retain a high calibre team of
SCM professionals.
C-level executives increasingly recognise the 1
value of strong, integrated SCM capabilities
for propelling their businesses to greater levels The ADVANCE Process (see Logistics News July and
of success. These executives have elevated August 2015) examines forward-thinking approaches to
supply chain leaders to strategic roles and are investing SCM talent progression, and presents essential strategies
in SCM capabilities to create competitive advantage. for SCM career path development and advancement.
The heightened status creates the need for a stronger, These talent advancement activities build bench strength
more capable SCM team. for future SCM leadership needs.
This study, conducted by researchers at Auburn The talent acquisition process
University and Central Michigan University, investigates
the SCM talent requirements of organisations and how Supply chain management (SCM) is a discipline in the
they cultivate future leaders. midst of a long overdue and high profile transition.
As C-Ievel executives recognise the value of strong,
Ultimately, the research reveals that, to be integrated SCM capabiIities for generating success, the
successful, any SCM talent management strategy must supply chain is taking on greater strategic importance. In
encompass and integrate three components: acquisition, turn, the skills and capabilities of the supply chain team
development, and advancement. This requires C-level must be elevated to meet these expanded demands.
commitment to SCM talent development, cross-
departmental collaboration, and financial investment in To respond most effectively to these requirements,
SCM professionals. a supply chain leader must think more strategically
about the people aspect of SCM and put talent issues
A failure to incorporate these three elements will on an equal footing with supply chain process and
reduce SCM bench strength and accelerate turnover of technology initiatives. The leader’s imperative is to
key talent, leaving the organisation deficient in the skills establish a talent supply chain that is holistically
needed to leverage SCM to its fuIIest potential. planned and managed to acquire, develop and advance
essential SCM personnel. Only then will the team be
The publications properly prepared to deliver on the promise of supply
chain excellence and competitive advantage.
The resultant three publications are:
The ACQUIRE Process (see Logistics News The Develop Process
August 2013) addresses the critical aspects of finding Talent development: building a capable, cohesive SCM
appropriate SCM talent. This initial phase focuses on team
defining required skills, sourcing talent, and hiring
desirable candidates. Effective hiring is step one in the creation of a
strong SCM team. Next, talented individuals must be
The DEVELOP Process (see Logistics News June quickly integrated, continuously trained and properly
2015) analyses organisational strategies for SCM training
and education. Throughout this publication, you will
discover leading practices for onboarding, training, and
guiding supply chain talent.
the logistics news case study annual 2015 61
