Supply Chain Competancy Models

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SCM 591 final project

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Supply Chain Competancy Models

  1. 1. [ Team Fly By ]Rohit Sarin,Danny Court,Laura Winger andRefugio FernandezSCM591
  2. 2. Analysis of the LiteratureLiterature Strengths WeaknessesAPICS Model Tiered structure showing different levels ofcompetencies; addresses breadth of skillsrequired (not limited to education, for example)Some of the competencies seem overlygeneric.SCOR 10ModelFramework as a basis for discussion is very clearand easily navigated; specifics for jobs can beeasily identifiedIdentification of trainings, aptitudes,etc., seem fairly random and arbitrarilyassigned at best.AMR Model Clear and specific identification of required skillsand attributesClear vision and direction for developing supplychain talentDoes not address continued professionaldevelopmentThe model is heavily academic and couldencounter real world obstaclesGartnerDomainModelUses two frameworks to identify the uniquechallenges of assignments as well as thecompetencies of individualsProvides a sample of how to actively, systemicallydevelop talentThere is no real link between the variousframeworksThe sample talent development cannotbe implemented directlyT ShapeModelThe building block structure runs parallel to asupply chain managers career pathMinimally identifies skills required forglobal supply chain operations -Globalization
  3. 3. Comparison of the LiteratureAPICSModelSCOR 10ModelAMRModelGartnerDomainModelT-ShapeModelCommentsDepth & detail 4 10 7 4 4SCOR 10 goes into excruciating detail, and while we questionthe accuracy of the specifics described, it does give us a basisfor discussion like no other.Breadth & applicabilityto supply chain field as awhole7 7 7 10 7While most models cover the job requirements for variousroles in supply chain, Gartner went above and beyond byalso defining the challenges of specific assignments andcomparing these to existing competencies of individuals.Applies torecruiting/hiring4 10 7 4 1The SCOR 10 model gives detailed training requirements,experiences and skills that can easily be identified from aresume or in an interview.Applies to talentdevelopment10 10 7 4 1While the APICS, SCOR 10 and AMR Models all provide pathsfor development, we felt that the AMR Model didnt givequite as clear of a picture for further professionaldevelopment as the other two did. The Gartner Modelprovided a sample of how to systemically develop talent,which is a great idea, but it wasnt very clear how to utilizethat sample across the board.Easy to understand 4 7 10 4 1We found the T-shape Model to be the most confusing, asthere were so many layers and levels that didnt seem tonecessarily connect to one another. The SCOR 10 Model isperhaps too thorough, while the AMR model is just right.Total (Product) 4480 49000 24010 2560 28
  4. 4. Application• Who?– Purchasing Manager• Where?– The Airline Industry• What?– Jet Fuel• How?– Plan, Source and Deliver
  5. 5. Skills and Attributes• Plan Function– Demand Management– What If Analysis / Modeling• Source Function– Risk Management• Stressed By ATA– Negotiations and Contracting• Relationship Management– Total Cost Analysis
  6. 6. Skills and Attributes Cont’d• Deliver Function– Delivery Management– Inventory Management and Control
  7. 7. Skills and Attributes Cont’d• Deliver Function– Delivery Management– Inventory Management and Control
  8. 8. Project Manager Program ManagerTools:Project Management* CRMPlanning* ERP*Reporting Performance Metrics*Scheduling* Reporting*Skills:Coordination Management Account ManagementNeeds Analysis Audit*Process Documentation* Performance ManagementRequirements Gathering Techniques Process Management*Risk Management Product Lifecycle ManagementTask Management* Trust BuildingAttributes:Collaborator Accountable*Communicator* AttentiveDetailed* Communicator*Leader* Customer Oriented*Negotiator* Leader*Prioritization Negotiator*Problem Solver/Creative Problem Solver/CreativeSelf Motivated*Time ManagementAVNET Skills and Attributes Model
  9. 9. Comparison & Critique• Project Manager– Deliverables & Deadlines• Program Manager– Client Relations– Process Improvement– New program identification
  10. 10. Comparison & CritiqueAvnet’s Descriptions- Our team generally concurs- The positions are uniqueRecommendations- Additional tools to consider- Additional skills to consider- Additional attributes to consider
  11. 11. Project Manager Program ManagerTools:Project Management* CRMPlanning* ERP*Reporting Performance Metrics*Scheduling* Reporting*Skills:Coordination Management Account ManagementNeeds Analysis Audit*Process Documentation* Performance ManagementRequirements Gathering Techniques Process Management*Risk Management Product Lifecycle ManagementTask Management* Trust BuildingAttributes:Collaborator Accountable*Communicator* AttentiveDetailed* Communicator*Leader* Customer Oriented*Negotiator* Leader*Prioritization Negotiator*Problem Solver/Creative Problem Solver/CreativeSelf Motivated*Time ManagementAVNET Skills and Attributes Model
  12. 12. [ Questions? ]Additional resourcesAPICS OMBOK 2ndEdition (AppendicesMIT Study: Are You Prepared for theSupply Chain Talent Crisis?

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