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
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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.
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Agenda
 The SCM People Challenge
 Talent Management Initiatives
 Strategies from the Sports World
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Create a depth chart
Develop your prospects
Call up top talent
Protect franchise players
Leverage free agency
 Key Takeaways, Conference Cloud, Questions
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The SCM People Challenge
 Roles are expanding but skill gaps exist
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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
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SCM Talent Management Initiatives
 Need a Cohesive, Ongoing Process
ACQUIRE
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DEVELOP
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ADVANCE
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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
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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
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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
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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
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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
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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
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Conference Cloud
Additional Resources
 Creating an SCM Dynasty
http://www.supplychainquarterly.com/archives/2015/01/
 Navigating to the Top
http://www.scmr.com/archive/july_august_2015
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M AT E R I A L H A N D L I N G
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 Talent Development Series
https://cscmp.org/research
 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
L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
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Your Input
• Questions
• Feedback
• Thanks for your time today!
• For more information
brian.gibson@auburn.edu
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Questions
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