1 Global Supply Chain and Talent Development University of Dayton Abe Eshkenazi, CSCP, CPA, CAE

2 Growing Awareness of Supply Chain and Operations Management The profile of supply chain and operations management professionals is rising. Major news organizations discuss, e.g., Supply chain disruptions (2011 tsunami) Bill of materials (Apple products) Ethical supply chains (manufacturing work conditions) Some confusion: UPS “We love logistics” campaign

3 Corner Office: Supply Chain Management (SCM) Strategy Executive teams realize that supply chain excellence is a competitive advantage. Traditionally, the advantage was cost reduction: Operate lean and efficiently → Reduce waste → Reduce inventory → Strategic use of capacity and assets Low cost labor Focus now includes value creation

4 Value Creation New product introduction Premium pricing Expanded offering of value-added services Customer service leading to customer loyalty Expansion to new market segments Existing geographies New geographical markets Leveraging opportunities from risk management Stronger supplier relationships The Chief Supply Chain Officer Report 2011, SCM World

5 New and Growing SCM Challenges Supply chain risk Supplier disruptions Globalization-related Emerging markets as suppliers and customers Availability of capital; recessions

6 Supply Chain Strategy for Emerging Markets CSCO Report 2011, SCM World

7 New and Growing SCM Challenges Sustainability – People, planet, and profit Satisfy customer expectations Government regulations Moving from board room to shop floor Lack of consensus on definition and measurement of sustainability

8 SCM Sustainability Strategy CSCO Report 2011, SCM World

9 New and Growing SCM Challenges Unskilled workforce Knowledge gap between desired skills and actual skills Problem-solving Global leadership Skill gap between mid-level and senior management Real-world experience Soft skills

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11 Talent Management is CSCO Report 2011, SCM World

12 Role of SCM Professionals Supply chain and operations management professionals need the knowledge, skills, and abilities to Analyze and overcome supply chain challenges Translate the organization’s mission statement and strategies into operational and supply chain processes

13 Skills for Success Organizations are looking for professionals with Agility Problem-solving capabilities Strong communication skills Ability to communicate with departments unfamiliar with supply chain terminology and processes Cosmopolitan, global-mindset

14 Oct Roundtable MIT Center for Transportation and Logistics “… many participants sought what they deemed a “super-human” combination of people who have technical depth, business breadth, and the soft skills to be a leader, influencer, and diplomat. Modern supply chains call for deep subject matter expertise, an integrated understanding of broader business imperatives, and the ability to lead coworkers while operating across countries and cultures.”

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16 How Will You Be Prepared? Talent development through the university and association. University training Build foundational knowledge and experience Professional association Guidance and direction Validate knowledge Build connections

17 Role of the University Provide broad overview of end-to-end supply chain Operations management (OPS) program Hands-on experience Capstone consulting project Internships

18 Role of the Association: Career Paths Provide career guidance What roles exist Education requirements Competencies (hard and soft skills)

19 APICS Career Packs APICS Career Pack provides practitioners, hiring managers and human resource professionals with the information they need to understand: the skills, knowledge and experience professionals in this position must possess; typical career paths; responsibilities of the position. Positions include: Supply chain manager Materials manager Buyer/planner Master scheduling manager Distribution and logistics managers

20 Role of the Association: Basics Outline the areas of knowledge required to successfully produce and deliver goods and services. Define scope of supply chain and operations management Organize concepts Establish common vocabulary

21 Operations Management Body of Knowledge (OMBOK) Framework Expanded Content Sustainability United Nations Global Compact 10 principles Corporate social responsibility Reverse logistics Risk Risk management framework Risk mapping

22 Role of the Association: Build Connections Chapter membership and annual conferences provide opportunities to: network be mentored participate in case competitions attend plant tours and job fairs.

23 Role of the Association: Post-graduation Certifications Certified in Production and Inventory Management (CPIM) Certified Supply Chain Professional (CSCP) Volunteer opportunities Serve on committees to advance the profession Enhance body of knowledge Influence certification content Conference planning

24 CPIM Certification Courseware All 5 CPIM modules were redesigned and updated from

25 CSCP Certification Courseware Major changes made to the 2012 CSCP Learning System based on the CSCP Job Task Analysis performed in 2010.

26 Rewards Dynamic role Consideration for special projects Certified professionals: Recognition Qualified for more job roles Compensation CPIM on average earn 17 percent more than non-certified CSCP on average earn 9 percent more than non-certified

27 Thank you.