Sunday 21 January 2018

A silver bullet for supply chain jobability?

What changes a person from unemployable to jobable in the supply chain world?

This article suggests that the answer to this question might be unexpected.

In the supply chain world the marketable skills of today very quickly become constraints to progress, today’s standard operating procedures are tomorrow’s unsafe practices and the earth changing flash of inspiration becomes the norm in no time at all.

Businesses which succeed in this environment are imbued with a special magic which drives them to levels of success far beyond what is predictable from their balance sheets, their products or even the qualifications of their people; in other words the infrastructure, technology, people and processes of those businesses have been combined in a unique way to produce outstanding results.

What does it take to scale that magic to other organisations?

From the human point of view, that magic translates into super competency -- the ability of each team member to add very high levels of value whilst at the same time having the ability to effect change (or at least adapt to it) very quickly.

In these times of massive transition throughout the world, many of which are happening at an exponential rate, there are both tremendous opportunities and feelings of uncertainty. Each team member in the organisation must be able to make sense of all of this

What makes people who are successful in such a world? Certainly, some technical skills are the starting point but even this raises some interesting ideas. For example, we see civil engineers morphing into extremely successful end to end supply chain solutions developers and lawyers transforming into credible business development managers.

Both academic and occupational institutions seem unable to satisfy these demands – employers complain that academic graduates can’t apply theory to practical problems and that that those with occupational qualifications can’t think out of the box and come up with solutions when the rules change.

There is a newer approach in the occupational field which suggests that employer/ industry needs would be better served by structuring courses into theory, practice and workbased experience elements. This is unfortunately likely to produce more of the same (although possibly at a higher level) – people who can operate efficiently in today’s world but who don’t have what is necessary to adapt to radical and rapid change.

Whilst the necessity for technical specialists will always be there, what these examples show is the increasing need for more generalised skills: the ability to work in teams and build relationships, to solve problems, to think strategically, pro-actively and outside of  silos.

Are these skills which can be taught and, if so, how?

Radical change calls for radical adjustments and today’s Supply Chain industry needs a learning environment in which:

·       Learning is based on challenges which are structured to ensure that solutions are found through teamwork. Teams should comprise not only learner syndicates but mentors, subject matter experts and other real people.
·       Each challenge must require that a number of different solutions are presented with a fully motivated case for the adoption of one of them;
·       Recommended solutions presented must include the “what ifs” of contingency planning.

Since there are no correct answers to such challenges, they need to be assessed against:

·       Flexibility of approach
·       Extent of team involvement
·       Ability to transfer learning from one context to another
·       Workability of solutions
·       Adaptability of solution(s) to changing conditions
·       Application of new and relevant technology

Is this a system which could work in your environment?

If there are ideas here which have some appeal, how would you go about implementing them?

How could the current system be adapted to these ideas?


These answers will form the basis of subsequent discussions.

5 comments:

  1. If Charles is correct the way forward may well be to introduce training that helps any employee adapt to and even initiate change.

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  2. Couldn't agree with you more! Many valuable changes have been made to organisations by those at the coalface

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  3. The supply chain industry go hand in hand with education and experience, the have been a a significant change with companies moving to 4IS technologues that require some knowledge and researches and i think it's important for organisation to have graduates programmes that allow graduato share their ideas while they are gaining experiences.

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  4. Charles, you could not of said that any better. The supply chain industry is changing daily and we seem to be facing more challenges along with that. Us as supply chain leaders can not have an "it is what it is attitude" we need to work as a team and find solutions, we have to learn how to adapt to the changes as well as the challenges. 2 minds are always better than one and that is why I firmly believe in team work and training. What I lean today could assist you in these time and what you have learned could assist me.

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  5. You are correct Charles.I believe there is a Gap in industries from the older experienced pioneers of industry to the current era. Mentorship and internships are definitely in great need to close or at least tighten the gap and merge experience with education to achieve optimal results which would make us cutting edge. Training , learnerships and Mentorships are imperative as it provides employees with the opportunity to develop and become more competent in their roles as well as prepare for growth opportunities in the future which allows industries to remain agile. Jobabilty happens through succession planning , Succession planning is the process of developing talent to replace executive, leadership or other key employees when they transition to another role, leave the company, are fired, retire or die. It is relevant to all companies.
    To ensure there are no gaps and that the industry and companies are sustained and sustainable.

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