Changing Skills for Changing Times
Evolving with the Supply Chain
Management (SCM) Profession
Brian J. Gibson, PhD
Wilson Family Professor of SCM
Auburn University
Session Overview
• Understand the SCM skills that drive effective
organisational planning and execution.
• Identify SCM development options to foster
professional growth and fill talent gaps.
• Discuss best practices for forward-looking
SCM professional development.
Key Drivers of SCM Talent Requirements
SCM is increasingly viewed as a strategic
process versus a cost function.
SCM is the linchpin to profitable globalisation
of the business and customer satisfaction.
Collaborative SCM ventures and outsourcing
of non-core activities continue to expand.
Exceptional SCM capabilities are essential
elements of business innovation strategies.
Critical SCM Skills
Skills for SCM Career Progression
Gaps in SCM Workforce Skills
Emerging SCM Competencies Needed
“Extreme uncertainty has become the norm in many markets requiring
supply chain professionals to be adept at ‘managing ambiguity,’ says a
supply chain leader. In his opinion, ‘suddenly you are looking for people
who are general business managers with high-order diplomacy and
commercial awareness skills.’”
Ken Cottrill, Are You Prepared for the Supply Chain Talent Crisis (2010).
SCM Development Options
SCM Talent Development
“It always comes
back to this: Do you
have the right talent
that is able to lead
the organisation in
the future?
If anybody asks
about what keeps
me awake at night,
that’s still it.”
Company Training
University Resources
Association Capabilities
Independent Learning
Best Practices
Develop Your High Potential Talent
Step 1 – Identify Hi-Po Talent
Only 29% of
top performers
are actually
high potential
employees.
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Step 2 – Develop Hi-Po Talent
“If people are your
most important asset,
you ought to develop
them. It’s our
philosophy that not
only do people have
to be developed, it
ends up being a huge
competitive
advantage.”
Leadership
Development
Program
Individual
Development
Plans
Mentoring
and Coaching
Frequent
Feedback
Chief Learning Officer
Goldman Sachs
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Leadership Development Program
LDP Components
• Structured rotational programs
• Specialized training and certification
• Experience in multiple business units
• Access to senior leadership team
Company Case
An electronics company has devised a 2x2x2 high
potential LDP to broaden a participant’s expertise
and build his/her fact-based decision making skills.
The path involves working in:
• Two different countries
• Two different product areas or sectors
• Two different functional areas
“Hi-Po development programs aim to accelerate growth in key competencies through
targeted exposure and active rotation, with the expectation of retaining top talent that will
become leaders of the organization.”
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Individual Development Plans
IDP Key Elements
• Strengths and development needs
• Career goals
• Action plan with timetable
• Performance measures
Company Case
A car company uses a variety of tools to
stimulate HiPo growth and ensure that
essential competencies are being developed.
• 360-degree feedback
• Behavioral testing
• Nine-Box Grid
“The employee sits down with the up-line manager for a long conversation around where
the individual would like to see his or her career go. Then they come up with a plan on how
to best get employee there. That's been very successful for us.”
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Professional Mentoring & Coaching
Mentoring Considerations
• Constructive advocacy
• Professional guidance and growth
• Future capabilities and skills
• Professional knowledge transfer
Company Case
During its onboarding process, an industrial
manufacturer assigns mentors to new hires to
help them through the transitional period. It
involves tours, meetings, job shadowing, and
supplier visits to help the individual build a
broad base of knowledge.
“When I coach people, I focus on three areas – building
their subject matter expertise, providing contextual
knowledge of the company, and helping them establish
a professional network.”
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Step 3 – Succession Planning
Succession Planning Success Factors
• Sr. leader engagement and accountability
• Employee commitment to self-development
• Honest evaluations to identify Hi-Po talent
• Dedicate resources to train/retain Hi Po talent
Company Case
At an industrial equipment manufacturer, each
individual in a critical leadership position is
required to identify three Hi-Po employees and
prepare them for the position. They must link
this succession plan back to the IDPs and
performance management of the three Hi-Pos.
“Succession planning cannot take place in a vacuum.
It should be an intensive, comprehensive initiative,
much more than a list of names that will be tabled if
the CEO is hit by a bus.”
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Result = Greater Retention
“Take time to understand
what people want to do
and together identify the
gaps that they need to
close. Then, help them get
the right experiences and
training to close the gaps.
There’s a huge correlation
between this process and
retention.”
Director – U.S. Logistics
Consumer Products
Manufacturer
SCM Professional Staff Turnover Rates
Summary
Key Takeaways:
1. SCM is a rapidly evolving field that requires broad competencies.
2. You are responsible for your team’s professional development, so
invest in them wisely.
3. Leverage high impact training resources to cultivate your team’s skills
and minimise turnover.
4. Strong competencies will enhance your team’s organisational value.
Questions? Comments?
For more information:
brian.gibson@auburn.edu
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