Continued demand for supply chain & logistics professionals is once again stripping out the available talent pools according the findings of the Logistics Executive Global Employment Report. Talk to any CEO in Asia and they will tell you the same thing. Attracting and retaining talent is one of the top three business risks they are facing. This is particularly the case in Logistics and Supply Chain, where Asia is well established as the factory to the world and as Professor Martin Christopher highlights, “one of the biggest impacts on the supply chain of the future will come from global demographic change combined with a re-distribution of discretionary spending power”. In other words, Asia consumers have available discretionary income to spend. ntra-Asia continues to boom with exports from ASEAN countries to China and India having almost tripled over the last decade. Trade volumes are projected to climb even higher as Chinese and Indian consumers gain more purchasing power. From a talent perspective this trend, coupled with factors like the need for companies to remain competitive has meant Asian based Freight Transport & Logistics companies, operating on low margin/high growth models are in a constant need for people - local people!

1. CEO EXECUTIVE SERIES
3 OCTOBER 2011
Out of stock!
Continued demand for supply chain & logistics
professionals is once again stripping out the available talent pools ac-
cording the findings of the Logistics Executive Global Employment
Report, Darryl Judd writes
Upcoming Events
Supply Chain in Vietnam:
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17, 18, 19 October 2011, HCMC.
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This is particularly the case in Logistics and From a chain event! Join 400+ delegates
Supply Chain, where Asia is well established as the talent and 50+ speakers expected to
factory to the world and as Professor Martin perspective attend this year!
Christopher highlights, “one of the biggest impacts this trend,
on the supply chain of the future will come from coupled with
global demographic change combined with a re- factors like the need for companies to remain
distribution of discretionary spending power”. In competitive has meant Asian based Freight
other words, Asia consumers have available Transport & Logistics companies, operating on low
discretionary income to spend. margin/high growth models are in a constant need
Intra-Asia continues to boom with exports for people - local people!
from ASEAN countries to China and India having As a response to the Global Financial Crisis
almost tripled over the last decade. Trade volumes (GFC) in 2008, companies were under pressure to
are projected to climb even higher as Chinese and cut costs and the fastest way of achieving this was
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PAGE 1

2. CEO EXECUTIVE SERIES
3 OCTOBER 2011
by reducing was now harder to find
headcount. However quality staff than ever
as economic before.
stabilisation takes The results
hold and businesses demonstrate a
anticipate growth, widening gap between
particularly in Asia, Employer expectations
organizations are of fair and reasonable
looking to high annual pay increases
performers to help and those demanded by
lead them out of the Employees. This is
storm and onto the particularly evident in
winning side. Asia, where 56.7% of
The problem of a employees received an
talent shortage is annual average salary
compounded in increase greater than
emerging markets 10% (33.1% greater
because qualified than 20%).
people, among them As a result, one of the
logistics greatest challenges for
professionals, are business leaders in Asia
still in short supply. is the growing need to
The economic crisis move to high
may have eased the performance, localized
shortage a little, but teams, in tandem with
with Asia seemingly managing the financial
back on a growth challenges of increasing
path, finding and payrolls. The key to
keeping the right this is retaining the
talent may become talent you have. Easy to
difficult again – and say, but hard to do in
Findings &om Logistics Executive’s 2011-2012 Global Employ-
many companies may ment Market Report markets where skills are
not yet have the deep short.
pockets to pay top The report revealed that
dollar. including a greater willingness of
candidates to move nationally whilst most Employees are not
The Logistics Executive’s looking for another job, the large
2011-2012 Global Employment and internationally to attain
desired executive positions in at majority would be open to offers
Market Report (due to be from other companies. So with
published November 2011) for times challenging employment
external opportunities rising and
the Supply Chain and Logistics conditions. The survey also
underlined the fact that career career preferences tending
sectors shows that whilst in toward career opportunism, what
2008-2009 the GFC had advancement continues to be a
can organisations do to retain
significant impact on confidence primary consideration for their top talent?
and therefore the demand for executives joining another
organisation. Although when it Logistics Executive’s
talent, 2010 -2011 has seen a Employment Market Report
return of confidence in talent comes to leaving an organisation,
particularly in emerging markets, indicates that the top five drivers
demands with 58.1% of business of Employee retention are:
leaders forecasting increases in money still is the number one
motivator as to why people • Career Development
head count for 2012.
depart. • Competitive Pay and Rewards
The annual survey which is
sent to over 70,000 supply chain Of those business leaders • Employer Values & Work-life
& logistics executives in 82 surveyed, 53.2% had increased Balance
countries (with a 15% response staff numbers in 2010-2011, with • Effective Leadership
rate) identified key trends 63.7% of respondents claiming it
• Job Security
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PAGE 2

3. CEO EXECUTIVE SERIES
3 OCTOBER 2011
Logistics Executive
www.logisticsexecutive.com
Australia
Sydney
Phone: +61 2 8262 9800
Melbourne
Phone: +61 3 9863 9488
Asia
Shanghai
Phone: +86 21 6427 6697
Singapore
Phone: +65 6818 9745
Hong Kong
Phone +852 3125 7654
India
Phone +91 22 4090 7053
One of the most obvious ways developing people cross-
Middle East
to retain local talent is to give culturally.
United Arab Emirates - Dubai
Employees solid and defined career Not to be lost is the fact that Phone: +971 4 361 6275
opportunities, including formalised undue levels of stress can drive
learning and development people away, especially if the Europe
programs, opportunities to try new The Netherlands - Rotterdam
additional effort is not
challenges and of course, Phone: +31 10 818 0699
sufficiently tied to reward or
opportunities to move up to higher efforts are not properly New Zealand
levels. A less obvious recognised. Wellington
consideration is for Employers to Organisations need to Phone: +64 4 496 6730
acknowledge the change that is ensure that the work
occurring as Supply Chain shifts to environment does not lend
more of a strategic business itself to undue stress or For a copy of the 2011
management tool, rather than a inefficiency, as people will leave
functional business response. As -2012 Logistics Executive
because of burnout or
expected, competitive pay is frustration. Global Employment
required in recognition of this and Report email:
In summary, with Asia now
to keep talent from leaving.
comprising 60% of the world’s darrylj@logisticsexecutive.com
Further analysis shows that it’s not
population and encompassing a
only the amount of pay but also the
blend of mature and emerging
internal and external equity in
economies, the demand for Darryl Judd
which pay is administered that
good talent is not going to cease Chief Operating Officer
keeps the talent group satisfied.
anytime soon. For business Logistics Executive Group
Local employees are seeking leaders this means getting your With more than 20 years of
more effective leaders in terms of Human Resource response right, executive experience in Aviation,
people skills, relationship building in place and effective. Finding the Supply Chain and Logistics
and being aware of how their right specialist HR partner to Transport Industry, Darryl has held
behaviour affects others. work with, who understands your executive positions within the
Leadership that is hands on and airline & aircraft leasing/charter
business and more critically than
communicates effectively plays a industry and major logistics
ever before who understands and organizations. He is regularly called
critical role in bringing all of the has a well-developed response to upon to manage key human
drivers together. This can be the markets they work in so they resources consulting projects and
achieved through setting effective can meet the new and ever supporting business to drive
work priorities, communicating constant challenges these factors changes, particularly around M&A
clearly, fairly differentiating and represent to achieve business activity and international executive
rewarding effective performance, management.
success.
fostering trusting relationships, and
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PAGE 3