1. Changing Skills for Changing Times Evolving with the Supply Chain Management (SCM) Profession Brian J. Gibson, PhD Wilson Family Professor of SCM Auburn University

2. 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.

3. 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.

4. Critical SCM Skills

5. Skills for SCM Career Progression

6. Gaps in SCM Workforce Skills

7. 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).

8. SCM Development Options

9. 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.”

10. Company Training

11. University Resources

12. Association Capabilities

13. Independent Learning

14. Best Practices Develop Your High Potential Talent

15. Step 1 – Identify Hi-Po Talent Only 29% of top performers are actually high potential employees. 15

16. Step 2 – Develop Hi-Po Talent 16 Leadership Development Program Individual Development Plans Mentoring and Coaching Frequent Feedback “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.” Chief Learning Officer Goldman Sachs

17. Leadership Development Program 17 “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.” 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

18. Individual Development Plans 18 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.”

19. Professional Mentoring & Coaching 19 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.”

20. Step 3 – Succession Planning 20 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.”

21. 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

22. Summary 22 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