The document discusses the "war for talent" in supply management and argues that traditional views of talent based on skills and experiences are outdated. It suggests competencies that include knowledge and attitudes better capture the abilities needed. The summary defines competencies and outlines the World Class Supply Management model, which identifies stages of evolution and variables that can help reframe supply management talent needs.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
While talent management has received renewed focus, the same problems persist. An exclusive focus on select individuals risks demotivating others and neglects organizational culture. True talent development requires opportunities for all staff and aligning individual talent with organizational needs through leadership, structure and culture. Metrics are also needed to evaluate social capital development beyond individual human capital.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document provides an overview of Future Achievement International, which offers proprietary predictive analytic technologies and intellectual properties to help organizations optimize their human capital investments. It describes FAI's mission to help create character-driven cultures that maximize human capital and business outcomes while minimizing risks. FAI's solutions address talent acquisition, employee development, and succession planning by assessing individuals' character attributes and linking them to key performance indicators and organizational values. The solutions are designed to improve culture, performance, productivity, and return on human capital investments through an integrated predictive analytics approach.
This document provides information about human resource management trends in the 21st century. It discusses how the role of HR professionals is evolving from administrative tasks to strategic business partners. Motivation and developing talent will be key focus areas for HR. The document also outlines several competency models for HR professionals, including skills related to business management, leadership, change management, and technical expertise. Looking to the future, the document discusses how HR will need to help organizations address issues like attrition, retention, quality, and innovation through new policies and initiatives.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
While talent management has received renewed focus, the same problems persist. An exclusive focus on select individuals risks demotivating others and neglects organizational culture. True talent development requires opportunities for all staff and aligning individual talent with organizational needs through leadership, structure and culture. Metrics are also needed to evaluate social capital development beyond individual human capital.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
The document discusses research on the human resource management practices of 60 large multinational companies. It finds that more successful MNCs had flexible policies and practices, included HR as a strategic partner, and developed global leaders. These companies recognized that to compete globally, organizations must adapt their human assets as readily as other business areas. Flexible practices allowed for cultural variation across countries while upholding core values like non-discrimination. Effective global HR management contributed to stronger financial performance.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document provides an overview of Future Achievement International, which offers proprietary predictive analytic technologies and intellectual properties to help organizations optimize their human capital investments. It describes FAI's mission to help create character-driven cultures that maximize human capital and business outcomes while minimizing risks. FAI's solutions address talent acquisition, employee development, and succession planning by assessing individuals' character attributes and linking them to key performance indicators and organizational values. The solutions are designed to improve culture, performance, productivity, and return on human capital investments through an integrated predictive analytics approach.
This document provides information about human resource management trends in the 21st century. It discusses how the role of HR professionals is evolving from administrative tasks to strategic business partners. Motivation and developing talent will be key focus areas for HR. The document also outlines several competency models for HR professionals, including skills related to business management, leadership, change management, and technical expertise. Looking to the future, the document discusses how HR will need to help organizations address issues like attrition, retention, quality, and innovation through new policies and initiatives.
This document discusses making talent management a priority for human resources departments. It outlines several key issues: 1) An organization's talent and business strategies must be integrated and aligned. 2) Talent management must be positioned as a strategic decision to improve productivity and competitiveness. 3) All stakeholders must be engaged in developing the talent management agenda. 4) Benchmarks and metrics like HR scorecards should be used to measure talent management success. The document emphasizes that talent management is a proven methodology for effectively managing talent, and critical for achieving competitive advantage in today's global economy.
This document summarizes a case study of problems faced by a large financial organization in Pakistan in managing its human resources, specifically its Management Trainee Program. Interviews with 45 management trainees revealed issues like lack of proper on-the-job training, trivial work assignments, long working hours, and lack of pay increases despite high demand and better compensation elsewhere in the industry. This led to low morale, increased turnover, and a "mutiny" among trainees. The case was analyzed through the lenses of motivation theories like equity theory, Herzberg's theory, Maslow's hierarchy of needs theory, expectancy theory, and McGregor's Theory X and Theory Y. It was found that trainees felt undervalued compared to peers elsewhere,
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document discusses establishing skills supremacy as a strategy for sustaining competitive advantage. It suggests that companies build a sizable skills inventory that can be reskilled quickly to achieve growth objectives. Having only one competitive factor like technology or design is not a sustainable long-term strategy, as seen with companies like Blackberry and Nokia. The document reviews literature supporting the link between workforce skills and organizational performance, finding that higher skilled employees increase productivity and qualifications serve as a proxy for skills. It proposes that developing a skills-centric culture and translating skills dominance into market dominance can help companies achieve long-run market leadership.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
1) The document discusses talent management and identifies several issues that suggest it is a "puzzle" for organizations. It finds a lack of clarity around defining both talent and talent management.
2) There are contradictory perspectives on what constitutes talent and talent management is often not clearly distinguished from traditional human resource practices.
3) While the need for talent management is supported by its role in organizational success, the uncertainties and lack of common definitions surrounding it contribute to misunderstandings and difficulties with effective talent programs.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
1. The document discusses the importance of talent strategy and "conscious hires" for competitive intelligence and readiness in today's rapidly changing business environment. It argues that past companies failed because they lacked the talent to understand and respond to changes, not because of a lack of data collection.
2. It highlights how some companies are now making more strategic, expansive hires from diverse fields to develop new capabilities. Talent reviews are also being treated as more critical and linked to competitive strategy.
3. Talent strategy firms are increasingly partnering with clients on organizational design, assessment, and leveraging predictive analytics and benchmarks to help plan for future talent needs based on a company's strategic goals and operating environment.
Are we ready for the HR and Social Revolution?HRBoss
Malla Latif, CEO of PortalHR.com, recently spoke at a HiringBoss event in Jakarta Indonesia about the local trends in employment, workforce conditions and talent in general. Mrs Malla highlighted how the social culture in Indonesia is shifting with social networks like Twitter, Facebook and other social media being well adopted by Indonesians. Ironically though, despite employees being high adopters of social media, organisations are generally being slow to adopt these new social behaviours. Businesses that fail to keep up with the social revolution will see their competitors taking their talent and market advantage.
The document summarizes a discussion held by HR professionals from various multinational companies on establishing industry standards for human resource management in China. Key points from several attendees included: the need to develop quantitative metrics to evaluate HR's impact and efficiency; adapting global HR practices to local contexts; utilizing case studies in developing standards; and the challenges of standardization given differences across industries and regions. The group aims to establish a professional association and standards to guide HR practices and development in China.
The chapter discusses a company's internal environment and core competencies. It explains that a company's resources and capabilities can be combined to form core competencies. Core competencies provide strategic value if they are valuable, rare, costly to imitate, and non-substitutable. The chapter also discusses using a SWOT analysis and value chain analysis to identify a company's strengths, weaknesses, and areas that add value in order to discover its core competencies.
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
Human resource management seeks competitive advantage through strategic workforce deployment. There are two views of HRM: hard HRM focuses on using people to achieve goals through control, while soft HRM values employees and seeks commitment through cooperation. The standard HRM agenda includes employment relations, performance management, and training and development. Integrating HRM practices supports organizational goals. Managing the employment relationship depends on expectations and security. Developing potential involves training cycles and reward management motivates performance.
Nec smart enterprise_trends_2014-slidesTodd Landry
The document summarizes 10 strategic drivers that will empower the smart enterprise according to NEC Corporation in 2014. The drivers are: 1) Integrated Mobility, 2) Instant Collaboration, 3) Beyond Virtualization, 4) Hybrid Cloud, 5) Modularity, 6) High Availability, 7) Software Defined Anything, 8) Sensing & Biometrics, 9) Contextual Analytics, and 10) Smart Energy. Each driver is discussed in 1-2 paragraphs on how it will impact organizations and operations.
Here are the steps to solve this EPQ problem:
1) Demand per year = 48,000 wheels
2) Production rate per day = 800 wheels
3) Setup cost = $45
4) Carrying cost per wheel = $1
5) Number of working days per year = 240
6) Using the EPQ formula:
EPQ = √(2 * Demand * Setup cost / Carrying cost per unit)
= √(2 * 48,000 * $45 / $1)
= √432,000 = 208 wheels
7) Cycle time = EPQ / Production rate per day
= 208 / 800 = 0.26 days = 6.
Demand & Supply Management in a Multi-Sourcing EnvironmentJean-Pierre Beelen
The document discusses demand and supply management in a multi-sourcing environment. It covers various maturity models for assessing business and IT alignment. It also discusses topics like virtualization, service-oriented architectures, data management strategies, and security monitoring in distributed environments. Finally, it examines demand and supply management approaches and the need for business and IT to work together on strategic roadmaps.
APICS Country Supply Chain Award - 19/02 - Milan - Presentation of Alberto Della Chiesa, CPIM, STMicroelectronics, Group Vice President, Company Supply Chain Management
This document discusses making talent management a priority for human resources departments. It outlines several key issues: 1) An organization's talent and business strategies must be integrated and aligned. 2) Talent management must be positioned as a strategic decision to improve productivity and competitiveness. 3) All stakeholders must be engaged in developing the talent management agenda. 4) Benchmarks and metrics like HR scorecards should be used to measure talent management success. The document emphasizes that talent management is a proven methodology for effectively managing talent, and critical for achieving competitive advantage in today's global economy.
This document summarizes a case study of problems faced by a large financial organization in Pakistan in managing its human resources, specifically its Management Trainee Program. Interviews with 45 management trainees revealed issues like lack of proper on-the-job training, trivial work assignments, long working hours, and lack of pay increases despite high demand and better compensation elsewhere in the industry. This led to low morale, increased turnover, and a "mutiny" among trainees. The case was analyzed through the lenses of motivation theories like equity theory, Herzberg's theory, Maslow's hierarchy of needs theory, expectancy theory, and McGregor's Theory X and Theory Y. It was found that trainees felt undervalued compared to peers elsewhere,
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document discusses establishing skills supremacy as a strategy for sustaining competitive advantage. It suggests that companies build a sizable skills inventory that can be reskilled quickly to achieve growth objectives. Having only one competitive factor like technology or design is not a sustainable long-term strategy, as seen with companies like Blackberry and Nokia. The document reviews literature supporting the link between workforce skills and organizational performance, finding that higher skilled employees increase productivity and qualifications serve as a proxy for skills. It proposes that developing a skills-centric culture and translating skills dominance into market dominance can help companies achieve long-run market leadership.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
1) The document discusses talent management and identifies several issues that suggest it is a "puzzle" for organizations. It finds a lack of clarity around defining both talent and talent management.
2) There are contradictory perspectives on what constitutes talent and talent management is often not clearly distinguished from traditional human resource practices.
3) While the need for talent management is supported by its role in organizational success, the uncertainties and lack of common definitions surrounding it contribute to misunderstandings and difficulties with effective talent programs.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
1. The document discusses the importance of talent strategy and "conscious hires" for competitive intelligence and readiness in today's rapidly changing business environment. It argues that past companies failed because they lacked the talent to understand and respond to changes, not because of a lack of data collection.
2. It highlights how some companies are now making more strategic, expansive hires from diverse fields to develop new capabilities. Talent reviews are also being treated as more critical and linked to competitive strategy.
3. Talent strategy firms are increasingly partnering with clients on organizational design, assessment, and leveraging predictive analytics and benchmarks to help plan for future talent needs based on a company's strategic goals and operating environment.
Are we ready for the HR and Social Revolution?HRBoss
Malla Latif, CEO of PortalHR.com, recently spoke at a HiringBoss event in Jakarta Indonesia about the local trends in employment, workforce conditions and talent in general. Mrs Malla highlighted how the social culture in Indonesia is shifting with social networks like Twitter, Facebook and other social media being well adopted by Indonesians. Ironically though, despite employees being high adopters of social media, organisations are generally being slow to adopt these new social behaviours. Businesses that fail to keep up with the social revolution will see their competitors taking their talent and market advantage.
The document summarizes a discussion held by HR professionals from various multinational companies on establishing industry standards for human resource management in China. Key points from several attendees included: the need to develop quantitative metrics to evaluate HR's impact and efficiency; adapting global HR practices to local contexts; utilizing case studies in developing standards; and the challenges of standardization given differences across industries and regions. The group aims to establish a professional association and standards to guide HR practices and development in China.
The chapter discusses a company's internal environment and core competencies. It explains that a company's resources and capabilities can be combined to form core competencies. Core competencies provide strategic value if they are valuable, rare, costly to imitate, and non-substitutable. The chapter also discusses using a SWOT analysis and value chain analysis to identify a company's strengths, weaknesses, and areas that add value in order to discover its core competencies.
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
Human resource management seeks competitive advantage through strategic workforce deployment. There are two views of HRM: hard HRM focuses on using people to achieve goals through control, while soft HRM values employees and seeks commitment through cooperation. The standard HRM agenda includes employment relations, performance management, and training and development. Integrating HRM practices supports organizational goals. Managing the employment relationship depends on expectations and security. Developing potential involves training cycles and reward management motivates performance.
Nec smart enterprise_trends_2014-slidesTodd Landry
The document summarizes 10 strategic drivers that will empower the smart enterprise according to NEC Corporation in 2014. The drivers are: 1) Integrated Mobility, 2) Instant Collaboration, 3) Beyond Virtualization, 4) Hybrid Cloud, 5) Modularity, 6) High Availability, 7) Software Defined Anything, 8) Sensing & Biometrics, 9) Contextual Analytics, and 10) Smart Energy. Each driver is discussed in 1-2 paragraphs on how it will impact organizations and operations.
Here are the steps to solve this EPQ problem:
1) Demand per year = 48,000 wheels
2) Production rate per day = 800 wheels
3) Setup cost = $45
4) Carrying cost per wheel = $1
5) Number of working days per year = 240
6) Using the EPQ formula:
EPQ = √(2 * Demand * Setup cost / Carrying cost per unit)
= √(2 * 48,000 * $45 / $1)
= √432,000 = 208 wheels
7) Cycle time = EPQ / Production rate per day
= 208 / 800 = 0.26 days = 6.
Demand & Supply Management in a Multi-Sourcing EnvironmentJean-Pierre Beelen
The document discusses demand and supply management in a multi-sourcing environment. It covers various maturity models for assessing business and IT alignment. It also discusses topics like virtualization, service-oriented architectures, data management strategies, and security monitoring in distributed environments. Finally, it examines demand and supply management approaches and the need for business and IT to work together on strategic roadmaps.
APICS Country Supply Chain Award - 19/02 - Milan - Presentation of Alberto Della Chiesa, CPIM, STMicroelectronics, Group Vice President, Company Supply Chain Management
Consumer driven supply chain with ONE networkNicole Walker
Why Every Company in the Value Chain Should Care About the End-Consumer
One Network can help your company become consumer-driven.
Why is that important?
Let’s begin with today’s consumer. There’s you, me, and about 7 billion others...
Today’s consumers want the right price, the best quality, and they want it now. What does that mean for your business?
Consider that your success - or failure - eventually depends on whether your end consumers are satisfied. This is true for all companies, in every industry, delivering every kind of product or service. They all exist to eventually serve an end consumer.
Shouldn’t your company be doing all of the right things to ensure success – and the consumer’s satisfaction?
The problem is, you've inherited a tangled mess of disconnected software system that focus on your internal processes and immediate trading partners. This is actually IGNORING the end consumer!
Continuous replenishment and vendor managed inventoryDr. Tapish Panwar
This document discusses the implementation of a vendor managed inventory (VMI) system between a global energy management specialist company and its distributors. Key benefits included decreased stockouts and inventory levels for distributors through improved forecasting, as well as workload and cost reductions. The VMI system provided visibility into sales data to help manufacturers plan production more efficiently. The implementation led to stronger partnerships between companies in the supply chain.
Vendor Managed Inventory turbocharges your inventory management and order fulfillment.
Profit from more efficient ordering, reduced inventory and logistics processing costs, better replenishment and demand planning
This document discusses different types of strategic partnering (SP) between suppliers and retailers, including quick response, continuous replenishment, advanced continuous replenishment, and vendor managed inventory. It provides examples of SP implementations between companies like Milliken and department stores, Walmart and suppliers, and Dillard's, JC Penney, and Walmart with their suppliers. The document also outlines advantages and disadvantages of SP, as well as requirements, issues, implementation steps, and examples of both successful and unsuccessful SP arrangements.
Vendor Managed Inventory (VMI) is an approach where the manufacturer or vendor monitors and manages the inventory levels at the distributor or retailer. The key aspects of VMI are:
1. The vendor has access to the customer's inventory data and is responsible for maintaining the required inventory levels.
2. It optimizes supply chain performance by pushing decision making responsibility upstream to the vendor.
3. Benefits include lower inventory costs, fewer stockouts, improved information sharing and customer satisfaction.
VMI is an inventory management strategy where the manufacturer monitors and manages inventory levels at the distributor/retailer. It shifts decision making responsibility upstream to better support integrated supply chain objectives. Typical benefits include lower inventory costs and better planning for manufacturers and fewer stockouts and optimal product mixes for retailers. Key success factors include top management commitment, effective information systems, trust between partners, and competent forecasting abilities.
Demand management is the process of ensuring customer demand and a company's capabilities are aligned. It involves capturing all work proposals in one system, guiding proposals through governance, helping customers approve proposals, and tracking approved projects. The goal is to enable customers to propose, prioritize, select, and track projects while streamlining approval processes. Demand management is based on forecasting future demand and planning production to meet those forecasts, as manufacturing managers are responsible for production planning but not forecast accuracy. The key benefits are control over product availability, confidence for sales, smoother introductions, flexibility to change, and using a single set of demand numbers.
Vendor managed inventory (VMI) is a supply chain strategy where manufacturers are responsible for maintaining inventory levels at distributors. The manufacturer has access to the distributor's inventory data and generates purchase orders. VMI can reduce costs through lower inventories and smoother demand. Implementation requires agreement on replenishment and data exchange between suppliers and retailers. While VMI provided benefits for companies like Walmart and Procter & Gamble, obstacles to implementation include concerns about information sharing and operational changes required.
2013 building the_right_high_potential_pool_white_papertheglobalist2003
This document discusses how organizations define, assess, and calibrate their high potential talent pools. It begins by outlining the challenges of an aging workforce and intense competition for skilled talent. It then examines how leading organizations define high potentials, focusing on an individual's potential for future roles with greater scale and scope, strong performance while upholding company values, and key competencies. These include cognitive and personality foundations, growth factors like learning orientation, and career indicators like leadership capabilities. The document provides frameworks for defining high potentials and assessing them using multiple dimensions. It also notes that high performers are not always high potentials, and potential must be evaluated separately from performance.
How do i_create_a_distinctive_performance_cultureSudeep Majumdar
The document discusses how to create a distinctive performance culture through a three step process of diagnosing cultural opportunities and barriers, designing cultural interventions focused on a few key themes, and managing an integrated program using leadership levers to influence culture and deliver business impacts. It provides examples of how companies have applied a rigorous problem-solving approach to cultural issues to improve engagement, innovation, and financial results.
Applying HR Analytics To Talent ManagementDereck Downing
This document summarizes an article about applying HR analytics to talent management. It discusses three key areas for applying metrics and analytics in talent management: 1) data about individuals, including measures of capability, performance, and developing personal capability profiles; 2) the effectiveness and efficiency of talent processes, including choosing metrics related to business KPIs; and 3) the supporting organizational culture and environment. It also discusses different definitions of "talent" that organizations use, ranging from only high potentials to all employees. The goal of metrics in talent management is to understand human capital, assess performance and potential, and track the impact of talent processes.
The document discusses three key problems with the concept of "best practice" in talent management:
1. Many studies of successful companies have actually looked at companies that were lucky rather than genuinely remarkable, so the practices identified may not be what truly led to their success.
2. Research in the field often confuses causes of success with consequences, attributing practices to success when they may have just resulted from it.
3. Understanding the practices of currently successful companies has not helped predict future success, so the "best practices" approach has not proven useful for improving performance over time.
This document outlines nine best practices for effective talent management. It discusses how talent management has become a critical organizational function and competitive advantage. Organizations must identify talent gaps, develop a talent management plan integrated with business strategies, and ensure accurate hiring, promotion, performance management, and development. Effective talent management leads to higher business performance, earnings, and financial outcomes. It is driven by factors such as changing employee and demographic trends, increasing complexity, and expectations from boards and investors for leadership to create value through talent.
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENTD-Sides
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Supply Management Talent Wars
1. “The Supply Management Talent Wars: Moving From Skills to
Competencies”
James D. Reeds
C.P.M., CPSM, CFPIM, CIRM, CPCM
President, Learning Solutions International
and
Past President, ISM Silicon Valley, Inc.
Introduction.
When we consider the many issues related to finding the “right person(s) for the
job,” one reality that seems counterintuitive is that there is at the moment a global
economic crisis that suggests a very real and large corporate “shedding of jobs.”
When viewed through the lens of supply and demand, there should be a more
than an ample supply of talent to fill almost any entry and management level
position in Supply Management. On the other hand, there is evidence that
corporations are “starving” for sufficient numbers of competent, qualified talent to
pursue their strategies for growth and profitability. How can this be? To offer a
useful consideration of this issue, it would prove enlightening to examine this
“war for talent” in terms of the unique position offered by the talent needs of
contemporary Supply Management. In this analysis, we will discover that the
underlying issues are more complex than often assumed. From recent research
in the quest for “World Class Supply Management,” a more comprehensive view
of Supply Management talent needs and how these needs can be fulfilled to the
satisfaction of both the Supply Management professional and the business
enterprises that employ them is offered.
The Talent Conundrum in Supply Management.
It may surprise many that the notion of a general “war for talent” as viewed by
the world’s corporations is nothing new. In the 1990’s, the consulting firm of
McKinsey & Company aptly identified the problem of a talent ‘shortage.” A
recent update of the issue through a survey of business leaders revealed the
following frustrations regarding talent acquisition and retention:
1
2. 1
McKinsey “War for Talent” Findings :
For many businesses that seek “the best and the brightest” talent in the Supply
Management profession, the problems are perceived in much the same way.
This was revealed in the latest research from the Aberdeen Group in their 2008
survey, “CPO Rising – The CPO’s Agenda for 2008”2:
2
3. The responses in the Aberdeen Group study are revealing. They suggest that
there are two key underlying issues that have yet to be fully addressed: (1) The
current Supply Management talent pool does not possess the appropriate “job
skills,” and (2) they cannot find Supply Management talent with appropriate
educational preparation. How can we help solve this critical problem? Let us
focus on the issue of the “job skills deficit.”
We Must Reframe Our Concept of Supply Management Talent.
It is difficult to properly fill talent needs if our conceptual “framework” of what
constitutes Supply Management talent or skills is somehow outdated or
misaligned from current (or even future) reality. Specifically, “Frames are mental
structures that shape the way we see the world. As a result, they shape the goals
we seek, the plans we make, the way we act, and what counts as a good or bad
outcome of our actions…we also know frames through language. All words are
defined relative to conceptual frames. Because language activates frames, new
language is required for new frames. Thinking differently requires speaking
differently.3”
Thus, the broad view of what thinking is linked with the terms “talent” or “skill” is
necessary.
The New Oxford American Dictionary defines the term “talent” as4:
1. natural aptitude or skill: he possesses more talent than any other player | she
displayed a talent for garden design.
• people possessing such aptitude or skill: I signed all the talent in Rome | Simon
is a talent to watch.
In this widely-held view, “talent” is often used synonymously with “skills,” “skill
sets,” or “aptitudes.” In this approach, Supply Management top leadership as
well as the Supply Management Professionals too often view the attributes of
talent or skills (skill-sets) as a mere list of accumulated experiences. The
majority of corporate job descriptions and most resumes or CV’s that are part of
the “talent wars” reflect this traditional stance. This framework might well suffice
if the demands for Supply Management talent were unchanging or static.
However, this approach most often fails when we find ourselves looking forward
to drive organizations toward vastly changed and unfamiliar business
relationships. This is especially true when a Supply Management organization
finds itself tasked with the wholesale shift in individual and group behaviors from
traditional “Procurement” to that of Supply Management, and ultimately “World
Class Supply Management.”
3
4. The Notion of Competence.
To help us reframe the thinking associated with the views traditional “talent” or
“skills,” it is more useful to consider the concepts related to “competencies.” A
Competence, as contrasted with a “talent” or “skill” is “the ability to do
something successfully or efficiently.” The link between skills and
competencies may be described as:
“A competence is the efficient, effective and proper application of skills
based upon appropriate knowledge.” 5
In addition to necessary skills, “competence” includes aspects of knowledge and
attitude. It is only by having an appropriately positive attitude that skills can be
efficiently, effectively, and properly applied. No matter how superior an
individual’s knowledge or how impressive their skills, a firm would be unwise to
employ them or use their expertise unless there was confidence in their proper
attitude.
This is, of course, a much more nuanced view, but the notion of Supply
Management competence is more appropriate in helping us bridge the “talent
gap.” This is especially true in organizations that aspire to World Class status.
The World Class Supply Management Model6.
What would this universe of Supply Management competencies look like?
Research into the attributes of “World Class Supply Management“ by Dr. David
N. Burt, Ph.D. (Emeritus) of the Supply Chain Management Institute at the
University of San Diego, suggests a more holistic landscape against which to
gauge the Supply Management talent needs of both business and Supply
Management Professionals. A review of the variables and stages of this forward-
looking model and the attributes within each can help us successfully reframe
Supply Management competencies.
The Burt-Lynch Model offers us a powerful study of the many nuances in breadth
and depth for a detailed review of Supply Management competencies. For
example, one may view the variables and stages of this framework in terms of
behavior orientations of the individual and at the same time, the organizational
needs of the business organization:
4
5. A Behavior Orientation View of Supply Management Competencies
Looking beneath the surface of “traditional” Procurement talent needs reveals a
varied, complex, yet straightforward set of attributes of Supply Management
competencies. It helps us to “reframe” our thinking and thus to gain a more
thorough understanding of just what is required of individuals in the Supply
Management profession and the companies that seek to employ them.
5
6. Endnotes.
1
Guthridge, Matthew, Asmus B. Komm and Emily Lawson. “Making Talent a Strategic Priority,”
The Mckinsey Quarterly. 2008. No.1. The original year-long study, entitled ”The War for Talent,”
was conducted in 1997. Its authors later published a book of the same name, which was based
on updated research conducted during 2000. See Ed Michaels, Helen Handfield-Jones and Beth
Axelrod, The War for Talent, Boston: Harvard Business School Press, 2001.
2
CPO Rising: The CPO’s Agenda for 2008. The Aberdeen Group. Boston, Massachusetts.
February 2008. p. 11.
3
George Lakoff, Don’t Think of an Elephant: Know Your Values and Frame the Debate.
Chelsea Green Publishing Company. White River Junction, Vermont. 2004. p. xv.
4
The New Oxford American Dictionary. The Oxford University Press. New York, N.Y. 2001.
5
John Lorriman. Continuing Professional Development – a Practical Approach. The
Institution of Electrical Engineers. London. England. 1997. p. 37.
6
Dr. David N. Burt Ph.D., and Robert Porter Lynch. Engines of Innovation. Burt-Lynch Model
of Supply Management Evolution & Competitive Strategy: Building to World Class. The
Warren Company and the Strategic Supply Management Institute. Providence, Rhode Island.
2006. http://www.enginesofinnovation.com/
6
7. Burt-Lynch Model of World Class Supply Management
STAGE 1. STAGE 2. STAGE 3. STAGE 4. STAGE 5
Clerical Behavior Transactional Process-Based Strategic Behavior Systemic Behavior
VARIABLES Behavior Behavior
Transactional Bid- Supply Chain Value Chain Value Network
Tactical Buying
Based Buying Management Management Management
Innovation, Top & Total Value Impact,
Timely Quality, Bottom Line, Innovation,
Availability, Just-in-Time.
Value Driver Purchase Price
Total Costs, Revenue,
Convenience Total Cost of Ownership
Internal Integration Speed
Revenue & Bottom
Line Impacts, Present & Future
Improve Bottom Improve Bottom
Increase Revenue,
Overhead-Cost Line, No Line, Some
Bottom Line,
Shareholder Value,
Financial Impact Center Consideration of Consideration of
Transform Supplier & Stakeholder
Revenue Impact Revenue Impacts
Innovation Into Impacts
Value
Moderate
Partial Internal Integration. Internal
Full Internal and
Functional & External
External Integration:
Integration Low Internal
No Internal Integration Integration: Supply,
Level & Integration Supply, R&D,
Integration (Procurement, R&D, Logistics,
Logistics, Operations,
Functional Procurement and
Logistic,
Purchasing Operations,
Engineering,
Elements Logistics
Operations, Engineering,
Customer’s Strategies
Engineering) Customer Service,
Marketing
Coordination &
Hyper-Competition,
Basis of Leverage Size of Buyer Synchronicity,
Throughput, technology Hybridization,
Competitive Power Dynamics
Do the Job Interconnectedness
Global Impact Speed, Innovation &
Advantage Between Buyer & Seller vs. Relationships and
Customization
Trust
On Time Delivery, Low Speed, Effectiveness, Innovation, Synchronicity,
Performance Timeliness & Coordination & Cost,
Component/Unit Cost Monitor Supply synergy, Monitor Customer
Metrics Efficiency Supplier Development
Environment Environment
Process Innovation,
Internet, Auctions, Speed and Integration,
Innovation Develop Requirements, New Processes, Systems
Squeeze the Vendor Design Supply Base,
None
Focus Solutions, Leverage
Integrated Supply
Near Defect-Free Supplier Technologies
Strategy
Supply
Anticipate Customers’
“Should Cost” Analysis,
Internet Understand Markets, Future Needs, Anticipate
e-Commerce Understand Suppliers
Knowledge Phone Book Industries, Supply Base Industry Trends,
Connectivity
7
8. Multi-Dimensional
Relationships,
Transactional, Collaborative &
Supplier Adversarial & Transactional &
Collaborative, &
Personal Networked
Relationships Transactional Collaborative
Alliance Relationships, Vision
and Value-Based
Relationships
Isolated from Reactive to Responsive to Proactive to “Preactive” with
Time Focus
Customer Customer Customers, Customer Customers
Proactive As “Preactive” with
Considered as Part
Market Customers to
Not Considered Added Cost Factor of Total Cost of
Environmental Differentiator For Reengineer as Added
Ownership
Customer Value
1
8