Skills in demand in the Supply Chain Today – How do you rate?
1) Not Just Numbers

Practitioners need a combination of “hard” and “soft” skills to effectively manage in an unpredictable commercial environment. “Supply chain analytical skills are necessary and important but not sufficient; sufficiency comes with these other skills,” explains one senior supply chain executive. The “other” skills he refers to fall into the “soft” category, which includes thinking creatively and appreciating the big picture.

“Not getting bogged down in the numbers,” is how another supply chain leader describes the blend of skills he looks for. Managers must be able to use not only the analytical tools at their disposal, but also the qualitative output, he explains. This is an important observation in a profession that relies heavily on quantitative analysis.

Furthermore, this distinction is reflected in the results of a survey of 350 supply chain managers and executives carried out in 2010 by the Gartner research firm. In the survey, 64% of the respondents valued problem solving as the most important skill for a recruit to have, while only 14% felt being skilled in supply chain technology was the high priority. Yet the study also identified a shortage of problem-solving skills and an excess of technology knowledge.

The demand for higher-order problem solving also relates to the increasingly important strategic dimension of supply chain management. The leader of supply chain talent management programs at a well-known electronics manufacturer cites these capabilities as a “critical component” of the supply chain manager’s skills set, particularly at the leadership level. “This is where we are going to get our competitive advantage in the future,” he points out. “At the same time, it is not easy to nurture these qualities when individuals are steeped in day-to-day operational issues,” he laments.

2) Navigate in a fog

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.” The awareness might include an appreciation of the rigors of new product development and corporate finance.

An executive recruiter who specializes in finding professionals for senior supply chain positions believes that there is a demand for top-level managers who can “thrive in ambiguity” and not just manage under such conditions. When assessing job candidates, he looks for “learning agility,” a phrase that “captures a person’s ability to learn from past experiences and apply these lessons in new, ill-defined situations,” he explains.

3) Multi-level communicator

A crucial element of the broader skills base is the ability to communicate horizontally and vertically within the organization, and across communities of trading partners. An example would be someone who can explain supply chain in simple terms to a marketer who does not know what it is, says the head of a global consumer goods supply chain.

The ability to communicate across the company should include top management. A senior supply chain executive explains that he can recruit supply chain graduates from a university, put them through the company’s training programs, and turn these individuals into technically proficient supply chain managers. Whether he can put them in front of a divisional president to pitch an idea or participate in strategy sessions is another matter, he points out. “Finding folks with the sophistication to really tune into what the business leadership needs is tough,” he says.

Nurturing symbiotic partnerships with suppliers is an important part of the communications component. “There is a lot to be said for the long-term relationships you build with your supply base,” notes the leader of a corporate supply chain talent management program. That requires a deep technical grasp of the business involved as well as an aptitude for relationship building. These pressures have become more intense in recent years. Many suppliers went bust during the worst years of the recession, and the survivors are under pressure to take up the slack in an uncertain business environment.

4) Understanding the World

Another sought-after set of skills – and one that is becoming more important – is the ability to manage teams that are located in multiple countries. As companies and their supporting supply chains become more international, managers can no longer assume that all their reports will hail from the same country. In addition to the cultural and social differences involved, there is the issue of communicating across time zones. These problems can require some creative solutions. One supply chain leader sent non-American executives to visit the FedEx hub in Memphis so they could gain an appreciation of the sheer scale of operations in the United States.

But the global dimension not only is encompassing functional teams, it also is changing individual supply chain roles within companies. The head of supply chain at an international consumer goods firm offers this example. His company consolidated a number of European distribution centers into a single distribution center (DC) as part of a centralization strategy. Now the facility distributes product across Europe and oversees certain manufacturing operations in Asia and the United States. The DC manager has to deal with senior executives and other contacts across these regions, a very different working environment than previous. “How does he fit into this global pyramid?” asks the supply chain leader. It is possible that the DC’s global sphere of influence might expand even further. “In which case, do I need to hire from the UN?” he asks rhetorically.

BY KEN COTTRILL – Global Communications Consultant – MIT Center For Transportation & Logistics

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Pamela Day

Supply chain faces a severe shortage of talent at a time when the demands on the profession have never been greater. Globalization, market uncertainty, shifting demographic patterns, and the emergence of supply chain as a strategic function are some of the factors that are driving the skills shortfall. The industry can build an adequate supply of talent in a number of ways, but companies must be more proactive in their approach to recruiting, developing, and retaining the supply chain professionals they need to stay competitive.
Amid one of the deepest recessions ever to hit the United States and with the official

unemployment rate approaching 10%, companies should have little difficulty retaining key employees. Why then are supply chain leaders citing talent recruitment and retention as one of their top concerns?

We think the Great Recession is partly to blame. The scarcity of job openings caused by the downturn can, paradoxically, engender a false sense of security when it comes to keeping valued employees. Many individuals who show no outward inclination of wanting to change jobs are polishing their résumés and LinkedIn profiles in readiness for the economic turnaround. Moreover, survivors of the downturn have had to learn how to achieve more with less; these skills make them even more attractive to enterprises intent on luring talent with improved compensation packages and appealing career prospects.

In addition, shedding staff when the economic chips are down will come back to haunt

some enterprises. Cutting too deeply not only hurts a company’s reputation as an employer, but also benefits organizations that are savvy enough to recognize an opportunity to recruit premium talent. “We have picked up an amazing amount of talent in the last 18 months. So many companies have cut back and seem to be doing it without regard to people’s abilities,” says the CEO of a third-party logistics services provider (3PL).

Supply chain leaders are aware of these recessionary dynamics and fear an exodus of top talent over the next few quarters as the focus shifts to market growth.

In addition to these short-term effects, longer-term structural changes are driving the talent shortfall in supply chain. Demographic shifts, such as the loss of experienced personnel as the baby-boom generation retires, are changing workforce profiles. Globalization and increasing market volatility require specific types of business management skills.

Supply chain is also grappling with some unique demands. In addition to its role as a bridging function that interacts with other corporate disciplines, the profession is becoming more involved in strategic decision making. Moreover, its global connectivity in areas such as inventory positioning and supplier relationship management distinguishes supply chain from other departments. These challenges require a mix of capabilities that is hard to find, but companies need to fill these skills gaps in order to remain competitive. “The sort of things we were valuing and underlining as being important and what we were rewarding people for are different today compared to just five years ago,” says a senior supply chain executive at a global apparel company.

The net result is a “talent tsunami” that could hit the industry in the next few years.

By Ken Cottrill, Global Communications Consultant MIT Center For Transportation & Logistics

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Pamela Day

There are countless books that teach you how to interview effectively; but truth be known, it is far more important for you to learn how to audition than how to interview.
The word “interview” infers a series of questions and answers, yet the greatest mistake a job-seeking individual can make is to view an interview as a “fact finding mission.”

Whether the job market is strong or weak, there is always competition when seeking a new opportunity. The chapters in this book outline a step-by-step process that will show you how to outshine your competition, and help you secure the best job opportunity in your chosen field.

As a recruiting firm, one of the hardest realities of our profession is that we can’t find jobs for every individual we represent. The clients we represent look for a stable work history, specific skills and the exact experience they need. As a result, many very qualified individuals are not the “exact fit!”

The information and ideas you will find here have proven to work for the following job seekers:

* Individuals currently unemployed

* Individuals employed but looking for a better opportunity

* Individuals seeking a career change

Most individuals involved in a job search are not sales professionals, which is why the process is usually uncomfortable. A job search requires you to sell your experience and skills to a future employer, something completely unnatural for most.

If you are not currently employed, your full-time job is your job search. You need to spend 40 hours a week working on your search. If you are currently employed, but seeking a job change, you need to dedicate at least 10 hours every week to your search. You need to become proactive and make things happen versus being reactive and waiting for things to happen for you.

Whether you think you will succeed or whether you think you won’t succeed – you’re right! What you think actually becomes your reality. What your mind can conceive and believe, your body will achieve.

Excerpt taken from,
“Don’t Interview… Audition!” To learn more about ZDA’s book, click HERE

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Pamela Day

According to Blessing White’s 2011 Employee Engagement Report, only 31% of employees are “engaged,” which we’ll define here as being happy with their jobs and willing to work at full capacity. Why so few?

Employee engagement experts have an interesting answer to that question. They believe that high engagement is our natural state. Don Rheem of Engagient calls it “the default option.” Think about that. When we hire people, they’ve almost always got a spring in their step and a sparkle in their eyes because they’re burning with desire to do a great job, to help the company, and to advance their careers. But what do they look like a year later? Too often, they look defeated.

If Rheem is right, and if human beings are hard-wired for engagement in their work, then the only explanation for those disengaged workers is that the company sucked all that positive energy right out of them.

One of the best ways to completely destroy employee morale is to give your employees traditional annual performance evaluations. You know, the ones where you check off boxes and rate employees on various criteria. Lots has been written about this dehumanizing process.

When you see it through the lens of engagement, you understand why it’s so bad. Engaged workers love the work they do. They love it so much that they’re willing to volunteer their “discretionary effort” – that is, the difference between what they need to do to keep their job and what they’re actually capable of doing. But they want something in return: validation. They desperately need to know that someone is paying attention, that somebody gets why they’re good at what they do.

If your company has institutionalized annual performance reviews, what message does that send to your leaders? It implies that they only have to give performance feedback once a year. Well, engaged employees want validation daily, or weekly, or at most monthly. They want continual feedback from their bosses, telling them they’re moving in the right – or the wrong – direction.

If you want to sustain employee engagement, send the message to your leaders that recognition is a small price to pay for all that discretionary effort. And trash the annual performance review.

By: Stephen Meyer

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Pamela Day

Here are 7 tips on how to successfully work with a recruiter:

1. Do your homework! You need to research which firms specialize in your career field. If you are changing careers, then you should contact firms that specialize in your desired career area. Ask the receptionist to define their firm’s specialty. If it is your career area, ask to please speak with a recruiter. If not, ask them for a referral to other firms that do handle your career area.

2. When you get a recruiter on the phone, offer to send them your resume and cover letter. Recruiters like to see your experience before they actually interview you! Usually, a recruiter has a good idea whether or not they can represent you. A good recruiter will be honest with you either way. Neither of you wants to waste any time. When you send your information to a recruiter you should:

a. Summarize your marketable characteristics in your cover letter.

b. Clearly state your target market (geographic, area, industry and position) and your salary range.

c. State your key selling points, your summary and most importantly your accomplishments! Recruiters will sell your accomplishments to their clients.

d. Attach a list of professional references. You should include 1 or 2 personal references, but you should have at least four professional references. Also, don’t list an HR Department as one of your references. They are restricted legally on what they can say, and will often only verify dates of employment and if you are eligible for re-hire. You need to go to the person who was your direct boss and ask them to be one of your listed references. If you left that position on good terms, most people want to help you with your job search. Many recruiters will use your references to book interviews for you or to remove any concerns a client may have about you or your experience.

3. Be honest! Search firms will check your professional references. Your recruiter will find out if you have something in your past, (e.g., getting let go on bad terms). If you have not been honest, your recruiter won’t trust you and your working relationship will often end at this point. If you are honest with them, they will try to help you handle it in the most positive way. A recruiter’s reputation is at stake with every single candidate they choose to represent!

4. This may come as a surprise, but don’t call your recruiter on a regular basis! Follow-up is great in most situations. With a recruiter, follow-up calls prevent them from being on their phones searching for your next career move. I suggest that you send them a short e-mail message every two weeks. Please do not take it personal if a recruiter does not get back to you. Be confident that they are doing everything possible to find you a job!

5. The ideal situation is to seek out a recruiter that is professional, represents reputable corporations, has tenure with their firm, is honest with you and most importantly, someone you can trust with your career! You want to find an agent/recruiter that you can build a relationship with and feel confident that they have your best interest at heart.

6. Make sure that your recruiter has all of your contact information! With today’s technology, you should be reachable immediately following your interview. Recruiters expect you to be accessible at all times, in case they get a last minute interview for you.

7. Make yourself readily available for interviews! If a recruiter books an interview with one of their clients, make it happen! Clients are busy and do not like to work around your schedule! Never cancel an interview! If you cancel, that is the client’s first impression of you. Make sure you have good communication with your recruiter to prevent negative situations.

A search firm is an excellent way to find your next opportunity! With your recruiter, you are working as a team, not as an individual! If you take the time to research your search firms and find a recruiter that you like and trust, this method of job searching can be very effective.

Not only will a recruiter help you find your next opportunity, they will also keep in mind your future and long-term goals. In time, you can view your Recruiter as your LIFETIME AGENT!

Excerpt taken from our book, Don’t Interview… Audition. To order, or for more information click HERE

If you are contemplating a total career change (which is common in this job market), there are eight steps you need to take prior to identifying your targets.

1. Write five stories about accomplishments you’ve achieved – when you were the happiest

2. Research the possibility of turning your hobby into a job

3. Educate yourself on the skills needed (i.e., computer, writing, etc.) to do this

4. Interview ten people who are now doing this job

5. Be realistic – you may have to take a cut in wages

6. Watch trends, read newspapers, apply for positions within a growing industry

7. Fine-tune your interviewing techniques

8. Join job search groups/support group/find a mentor

Initially, interview anywhere and everywhere to fine-tune your interviewing skills and learn what companies are offering to new hires. Informational interviews will help tremendously when you are attempting to achieve a career change.

You want your search process to be organized and methodical. At the beginning of your search, you want to investigate as many job targets as possible. You will not necessarily conduct a thorough campaign for all of them, but these will serve as backup targets for you in case your more preferred top target does not work out.

Taken from our book, Don’t Interview… Audition. To order, or for more information click HERE

http://zdaya.com

Having A few years back, the Gallup polling organization wrote a questionnaire to help HR people gauge how engaged employees are in their jobs.

Employee engagement is important, of course, as a driver of morale and productivity.

As a supervisor, it may not be your job to initiate an engagement survey. But you can still use the 12 Gallup questions to your benefit.

Where You Have Work To Do

Read through them and ask yourself, “How would each of my people respond to each of these?” If you don’t like your answer(s), you know where you have work to do.

Here are the questions:

Do you know what is expected of you at work?

Do you have the materials and equipment to do your work right?

Do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone else, seem to care about you as a person?

Is there someone who encourages your development?

Do your opinions seem to count?

Does the purpose of your company make you
feel your job is important?

Are your co-workers committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone talked to you about your progress?

In the last year, have you had chances to learn and grow?

by Stephen Meyer

http://zdaya.com

Having your resume in the hands of a recruiter is the best passive way to be open to outstanding opportunities in your profession.

Some Here are 10 benefits of why you want to work with a search firm:

1. Recruiters have access to many positions that are not advertised.

2. Recruiters can provide tremendous insight into the companies they represent when preparing you for your interviews.

3. When top corporations need the best person for a specific position, they turn to recruiters for their expertise and network!

4. Working with a recruiter is the best way to conduct a passive job search.

5. The process is extremely confidential.

6. You are able to test your marketability without risking your current job.

7. Small to mid-size companies are growing rapidly. It is typically those companies that utilize search firms.

8. Recruiters are always educated and aware of market trends. They can talk with you about current trends and predicted future trends.

9. If your recruiter knows what your long-term goals are, they can help you find positions that will enable you to attain your goals!

10. You have nothing to lose and everything to gain!

Unless you feel it is your next logical career move, there is no obligation on your part to
accept any position.

Taken from our book, Don’t Interview… Audition. To order, click HERE

http://zdaya.com

Some things you do because your boss tells you to. But where you focus your energy is often your call.

To help you decide what’s worth doing and what’s not, time management expert Patricia Fripp suggests you ask yourself these questions:

1. Does this earn a living for me? We all have responsibilities that cannot be ignored.
Can I learn from this?

2. Can I grow as a human being by doing this particular piece of work? Will I acquire new skills or insights?

3. Who am I helping? Who is depending on me to do this and why? Sooner or later any
piece of useful work involves us with other people. Will this action bring me together with people in a worthwhile way?

4. Will I have a chance to do this again? Some opportunities come just once. Is this one? Or am I pretending it is because I really want to do it?

5. What would happen if I didn’t do it? Am I doing this because I’m the right person? Or because no one else will? Can this be delegated? What will I have to give up to do this? How will it affect me now and in the future? What sacrifices will I and those around me have to make?

6. Am I being “emotionally blackmailed”? For example, am I doing this task just so someone’s feelings don’t get hurt? That may be a valid reason, but if it happens a lot it means you’re advancing someone else’s
interests at your own expense.

7. Can I have fun? If I don’t need to do it and don’t have to do it and I can’t enjoy at least some aspect of it, then it’s probably not doing.

8. Can I have fun? If I don’t need
to do it and don’t have to do it and I can’t enjoy at least some aspect of it, then it’s probably not worth doing.

by Stephen Meyer

http://zdaya.com

If you’re feeling bored or sick of your job, you’re far from alone. A recent survey by CareerBuilder.com found that 45 percent of employers think workers at their organization are currently burned out on their jobs.

Aside from making you hate your job, burnout can increase stress hormones and contribute to stress-related health issues like heart disease, high blood pressure and depression.

A recent study published in the journal BMC Psychiatry identified three types of burnout: frenetic, under-challenged and worn-out.

Frenetic burnout: You feel like a workaholic, putting in endless hours on the job and you’re extremely ambitious.

Under-challenged burnout: Your work doesn’t tap into your skills and abilities, leaving you unmotivated and understimulated. You can feel like your career is going nowhere.

Worn-out burnout: You’re sick and tired of your job because you’ve been doing it for too long, or have been with the same company forever. This often leads to people slacking off on the job and being unproductive.

Burnout doesn’t happen overnight, and the solution isn’t usually a quick fix, but it’s doable. “People need to understand they have a serious problem and be willing to invest some time, energy and even money for professional help if they can’t climb out of their hole on their own,” says Allan Allard, a career coach and former therapist.

Here’s what you need to do improve your job and lower your stress:

1) Ask your boss to prioritize. If your boss keeps handing you work, keeping you working late into the night, ask him or her to prioritize the assignments for you. You may have to lay out what you have on your plate and the time you have to do it in. Always couch it in the context of wanting to do your best on each project. And don’t feel like you have to be the hero and burn the midnight oil—being overworked leads to a lack of productivity and creativity.

2) Look for opportunities to learn and grow. Sometimes you have to develop skills outside of your job in order to put your name in the hat for new jobs at your company, says Keith Ayers, president of Integro Leadership Institute, based in West Chester, Pa. Take classes (or online courses) to update your skills. Read articles and books to enhance your knowledge in your field. Examine your job under a new light. Imagine you’re interviewing for your job and just starting fresh. Think about how you can do your job better, more creatively, or approach it differently. “In short, people have to learn to stay hungry, and open for new ways to challenge themselves,” says Ayers.

3) Do what you love outside of work. If you’re fulfilled in your personal life, it helps reduce the stressors of work. But when we work too hard, many of us end up dropping the activities we love.

4) See a career coach if possible. Sometimes it takes a professional to guide us out of a rut or a dead-end job. One thing you’ll be asked to do is create a new vision for yourself—something you can also do on your own.

5) Write down what your ideal life would look like.

6) Take small steps. You don’t have to make grand gestures about your career—this can be daunting. Simply doing one thing, like having lunch with a friend in a field you’re interested in, or taking an online course will help you feel like you’re doing something for yourself and reduce feelings of hopelessness.
By Laurie Tarkan | FoxNews.com

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