Developing a skilled workforce
– your challenge for 2010
By Dr Norman Marr
Reading expert opinions and listening to the gurus of business leaves doubt about the current level of recession as we return to work at the beginning of another year. However, one factor is certain. There will be continued pressure to produce more for less, be it a service or physical products. Customers will again demand better provision for less cost. Consequently, organisations will have to continue (or start) to look for areas for potential improvements.
As globalisation grows and the areas of major infl uence change, the complexities of the supply chain relations will also change. In the 7th Annual Global Supply Chain survey (Poirier et al, 2009) it was seen that during tough times, supply chain management (SCM) continued to have a major infl uence in business. In times of difficulty, organisations looked to cut costs, maintain service levels and grow revenue.
Whilst many companies worked on the cost reductions, a smaller number put the emphasis on the supply chains to drive up revenues and profit.
The subject of leadership is considered as a primary necessity to the improvements sought in hard times. Leadership is not just about efficient operations, but also the active involvement of other levels of staff. Staff ownership of strategies and policies is vital to ensure a successful outcome.
The importance of human resources
Despite all the continuously developing technology available in supply chain operations, the quality of human resources is still vital to the success or failure of corporate strategies and policies. Consequently, the recruitment and retention of talented, well-qualifi ed (both on paper and through experience) staff has become one of the most pressing challenges for supply chain management. One effective way is to ensure that human resources are provided with a well-structured career path opportunity. Around the developed world it is recognised that with the increasing retirement of baby boomers over the next five years (Nielsen 2008), there will be a massive shortage of skilled workers. Consequently, the competition for the available skilled workforce will become highly intensive.
In 2008 it was found that the existing talent stream was not sufficient to support the growth and extension of SCM as a business discipline (AMR 2008). The investment in staff can lead to increased loyalty and stability; however, staff need to feel wanted, whilst at the same time seeing their value recognised within the organisation.
Ensuring success
The supply chain of an organisation is not just an external channel; it also has internal components, a consequence of which is the necessity to ensure that all functions are able to recognise the importance of their activities and the impact on the remainder of the chain of such actions.
There are two key areas to ensuring success – communications and education. Communications through all levels of an organisation and between all stakeholders within a supply chain is vital to avoid suspicion and mistrust. Education at all levels serves several purposes, including helping staff to feel wanted, and encouraging them to take ownership of corporate policies and strategies. The level of education available must be commensurate with the starting level of knowledge of the staff and delivered in an environment which is not seen as threatening to the members.
In New Zealand much of the starting education is provided by a number of suppliers, including tertiary institutions and private providers. At Massey University we have tried to provide a lifelong learning path. Recognition is given to both previous learning and levels of experience. Whilst the university has basic entry requirements, each application is considered on its merits.
From new entrants to masters level
Massey’s entry-level programme is a part-time Graduate Diploma in Logistics and Supply Chain Management over two years. Entrants on this programme tend to be new entrants to the logistics industry. They may have a degree in a non-relevant subject or alternatively have some years’ experience.
The Post-Graduate Diploma in Logistics and Supply Chain Management is for more experienced staff who have either a degree in a relevant area (business, operations, engineering) or have considerable experience in the industry at managerial level. Also successful completion of the Graduate Diploma will satisfy the entry requirements.
The Masters Degree in Logistics and Supply Chain Management is open to students who have completed the Post-Graduate Diploma with an average grade of B. Alternative entry criteria may be considered, such as the successful completion of the CILT (UK) Professional Diploma with an equivalent overall grade. Direct entry may be available to senior management staff based on experience and qualifi cations.
Relevant knowledge for the real world
The programmes are taught in a block course mode which means each paper runs for a set period. The period depends on the value. Attendance at university is limited to three days for short papers (15 credits) and three days plus two days for a longer paper (30 credits). Post-Graduate programmes can be studied either part-time or full-time.
The philosophy of the teaching staff is to provide relevant knowledge for application in the real world of the logistics industry. The best reward for the staff is to receive messages such as the following from Scott Anderson (who attained the Graduate Diploma in Logistics and Supply Chain Management): “Thanks very much for your time. I continued on my assignment and realised six-figure savings for my company – something two years ago I would not have completed so effectively. It’s a really good feeling to be able to put the mountain of theory into practice.”
Dr Norman Marr is the programme director for logistics and supply chain management at Massey University; he can be contacted at n.e.marr@massey.ac.nz, or for further information on courses visit www.massey.ac.nz