A presentation by Abe Eshkenazi CSCP, CPA, CAE, Chief Executive Officer, APICS, USA. Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa. Today’s global marketplace is changing the way supply chain, logistics and operations management professionals think about their human capital. As organizational structures advance and evolve, new and often challenging talent requirements arise. This presentation will explore corporate supply chain capabilities and how to : Ensure you have the competencies needed to achieve organizational and professional goals Expand your skills so the supply chains you manage have critical impact on the bottom line Identify and train talented staff to gain a competitive advantage APICS CEO, Abe Eshkenazi, will share insights from APICS research and detail how APICS continues to contribute to both corporate and individual success through its education and certification programs.

1. 1 © APICS Confidential and Proprietary
The APICS Standard: Raising the Bar
apics.org/youtube

2. Serving the Continuing
Education Needs of Today's
Supply Chain Professionals
Abe Eshkenazi, CSCP, CPA, CAE
Chief Executive Officer
June 13, 2016

3. The Growing Importance
of Supply Chain

4. 4 © APICS Confidential and Proprietary
Supply chain
starts
with people.

5. 5 © APICS Confidential and Proprietary
The Importance of Supply Chain
Supply chains are becoming
Part of the corporate business model - as important to finance
and marketing as to production
Distinguished by the close collaboration with supply chain
partners
Driven by customers playing a more active role at every stage
Global, local and increasingly transparent

6. 6 © APICS Confidential and Proprietary
Leaders Needed
Supply chain professionals will increasingly be leaders
in their corporations, but firms are struggling now to
acquire and develop high potential supply chain talent.
“It’s a different type of talent that we’re going
to need if we’re going to keep up with
the pace of change.”
-2015 APICS and MSU Beyond the Horizon Study, interview participant

7. 7 © APICS Confidential and Proprietary
Global Trends
There are multiple factors that will deeply shape and effect the
future of supply chains. Global trends that will impact us include
Increasingly urban populations
Large populations of both young and elderly people
Elevated role of women in global society
Technological autonomy and intelligence
Exponential growth of data
Consumer demand for transparency
Speed of change
Rise of Africa

8. 8 © APICS Confidential and Proprietary
The Rise of Africa
African nations have to shape their own visions of development
in the context of their historical experiences. These should
encompass the challenges and opportunities stemming from
their growing ties with China and India against a backdrop of
controversies over capitalism and development.
African development: Challenges and opportunities
Dr Sumit Roy

9. 9 © APICS Confidential and Proprietary
The Rise of Africa
Since the industrial revolution, very few national economies
have been able to grow and accumulate wealth without the
contribution of a strong manufacturing sector.

10. 10 © APICS Confidential and Proprietary
The Rise of Africa and Supply Chain
With high (and growing) numbers of individuals of working age, an
abundance of natural resources, and desirable geographic location,
Northern and Central Africa are attracting a good deal of attention in the
supply chain.
The interest in Africa is intense and companies are working with a
number of enabling partners to contribute to the growth of manufacturing
and distribution in Africa.

11. 11 © APICS Confidential and Proprietary
The Rise of Africa and Supply Chain
However, workforce development is an imperative for government and
business leaders.
According to the United Nations Human Development Index, 38 out of 46
of the world’s lowest-ranking countries are in Africa.
Education must ramp up quickly to meet the demand for talent resulting
from rapid economic growth.

12. The Talent Gap and
Employee Development

13. 13 © APICS Confidential and Proprietary
GE Commercial: What’s the Matter
with Owen? – “Hammer”
.youtube.com/watch?v=3xGoBlI_fdg

14. 14 © APICS Confidential and Proprietary
(Mis)Perceptions Cost Us Workers
Source: 2015 Manufacturing Institute and Deloitte Public Perception of Manufacturing Study
RankingofIndustryPreference

15. 15 © APICS Confidential and Proprietary
Challenges Related to Knowledge Workers
CSCO Report 2012, SCM World
There is a growing gap between job openings and the number
of workers qualified to fill them. The talent wars have begun.

16. 16 © APICS Confidential and Proprietary
Employers Are Having Difficulty Filling Jobs
14
10
6
8
31
0
5
10
15
20
25
30
35
2011 2012 2013 2014 2015
South African Employers: Percent Having Difficulty
Source: 2015 ManpowerGroup Talent Shortage Survey

17. 17 © APICS Confidential and Proprietary
Top 10 Jobs South African Employers Are
Having Difficulty Filling
1. Skilled Trades
2. Engineers
3. Management / Executive (Management / Corporate)
4. Accounting & Finance Staff
5. Sales Representatives
6. Administrative Support Staff
7. Drivers
8. Technicians
9. Teachers
10. IT Personnel
All of these roles are relevant to supply chain
(including teachers), and many are directly related.
Source: 2015 ManpowerGroup Talent Shortage Survey

18. 18 © APICS Confidential and Proprietary
Technical Expertise Is Not Enough
Supply chain subject matter experts still must have
solid technical expertise but also need...
Cross functional management skills
International exposure
Organizational support

19. 19 © APICS Confidential and Proprietary
Talent and High-
Performing Supply
Chains, Gartner
2011

20. 20 © APICS Confidential and Proprietary
Talent and Skill
Despite the potential of dramatically
improved processes and technology for
material handling and logistics systems in
the coming years, much of the work in the
industry will continue to be done by a
human workforce in the year 2025.
Moreover, other aspects of this
[technology], such as mass personalization,
will require levels of operational flexibility
that can only be handled by a skilled and
creative workforce.
U.S. Roadmap for Material Handling and Logistics, 2014
In other words, people will continue
to be vital to the industry in 2025.

21. 21 © APICS Confidential and Proprietary
Mind the Manufacturing Gender Gap
Respondents ranked opportunities
for challenging and interesting
assignments, attractive pay and
work-life balance as the top three
most important priorities.
26 percent of respondents rated their
companies’ retention efforts as poor or
very poor.
Two-thirds of respondents indicated
standards of performance are not the
same for men and women.
84 percent of executives responding to
the skills gap survey agree there is a
talent shortage in U.S. manufacturing.

22. Integration of the Three
Pillars: People, Process
and Technologies

23. 23 © APICS Confidential and Proprietary
Are You Asking the Right Question?
Alan Milliken
Senior Manager,
Supply Chain Capability Development
BASF
A: “More importantly, what if we don’t
educate them and they stay?”
Q: “What if we certify all these people
and they leave?”

24. 24 © APICS Confidential and Proprietary
APICS Case Study: GE
With materials management a strategic
lever, GE aligns with APICS partner JPS
to develop a team that improves on-time
deliver by 30 points-the highest
performance in business unit history.
GE Oil & Gas improves customer service and enhances operational efficiency

25. 25 © APICS Confidential and Proprietary
GE Oil and Gas Video
apics.org/ge

26. 26 © APICS Confidential and Proprietary
Spice maker transforms supply chain into a global function and strategic asset.
Created a collaborative, seamless,
end-to-end supply chain organization
Conducted APICS education and
applied SCOR model to align people,
process, organization and technology
Established global standards that
empowered employees
Achieved business goals and realized
significant and positive results in
process and continuous
cost improvements
Supply chain transformation
contributed to increased shareholder
value
APICS Case Study: McCormick

27. Career and Workforce
Development Strategies

28. 28 © APICS Confidential and Proprietary
High School
and Skilled
Labor
University/
Students
Early Career
Professionals
Mid-Level
Managers
Senior
Managers
Executives
Support
Provide access
to content
Develop career
video/materials
Invest
Free student
membership
Special programs
Assurance of
Learning Exam
ASTL GLA
SCOR content for faculty
Strengthen
CPIM
Strengthen
CSCP
New! CLTD
Invest
SCOR-P
Advanced
management
university
collaborations
Invest
APICS SCC Exec
Summit
Research
collaborations
Education at Every Career Stage

29. 29 © APICS Confidential and Proprietary
The APICS CLTD Program
CLTD topics include
– Logistics and Supply Chain Overview
– Capacity Planning and Demand Management
– Order Management
– Inventory and Warehouse Management
– Transportation
– Global Logistics Considerations
– Logistics Network Design
– Reverse Logistics and Sustainability
The APICS Certified in Logistics, Transportation and Distribution
(CLTD) program is coming in July!
APICS is preparing the logistics professionals of tomorrow.

30. 30 © APICS Confidential and Proprietary
What You Can Do
If you’re already working in the supply chain field, continue to
grow your knowledge and skills.
Take advantage of professional development and training opportunities
offered at your company.
Participate in continuing education courses on soft skills or topic specific
courses.
Consider certification programs – they can boost your title as well as your
salary.
Join a professional association to gain access to important career
resources and to grow your network.
You’re in charge of your career development.
Make a plan and stay with it.

31. 31 © APICS Confidential and Proprietary
How You Can Lead
If you’re managing a team, ensure you’re expanding their
expertise. It’s easier and faster to train existing talent than to
recruit new talent.
Offer your team opportunities to learn about different operational areas
and departmental functions
Encourage employees to collaborate with other areas of the business,
such as marketing and finance
Provide continuing education, certification and professional development
opportunities
Consider team training to foster collaboration
Supply chain leaders are not born. They’re made.

32. 32 © APICS Confidential and Proprietary
People first.
Strategy second.
Jack Welch,
Former CEO of GE

33. 33 © APICS Confidential and Proprietary
Technical Expertise is Not Enough, You Need
Supply Chain Super Heroes
“… many participants sought what they deemed a
“super-human” combination of people who have
technical depth, business breadth, and the soft skills
to be a leader, influencer, and diplomat. Modern
supply chains call for deep subject matter expertise,
an integrated understanding of broader business
imperatives, and the ability to lead coworkers while
operating across countries and cultures.”
~ MIT Center for Transportation and Logistics Roundtable, October 2010

34. 34 © APICS Confidential and Proprietary

35. Thank You