Talent management and leadership
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This document summarizes topics from a talent management and leadership peer group discussion including generational differences in the workforce, hiring for accountability and fit, building talent through mentoring and training, and understanding results from the Predictive Index assessment. It outlines drivers and barriers to talent acquisition such as compensation, career progression, and company culture. It poses questions about maintaining employee engagement, preparing for change, and moving from reactive to proactive team culture. Drivers and barriers to talent retention like mentoring, career paths, manager skills, and company culture are also listed. The discussion focused on providing experiences to drive retention of the next generation and empowered leadership for engaged employees and long-term satisfaction.
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This document discusses a strategy to execution model for assessing supply and value chain performance. It identifies six key drivers of value chain performance: risk and sustainability, talent and resource management, ideation and innovation, internal integration, partnership integration, and information technology. It then presents an assessment model that evaluates these drivers along with cost, quality, speed, technology, and their impact on customers, internal processes, suppliers, and competitors. The document concludes by posing questions about which capabilities have the greatest impact on specific performance metrics like cost, service, speed, and technology, as well as overall performance.
Inventory 9.6.18
The document summarizes a call between Dave Burnett, Dave Closs, Steven Ruane, and Amy regarding developing a value chain model and research topics. Dave C. shared a value chain model that examines how various factors impact supply chain performance. The group discussed interviewing supply chain companies about their experiences with new product launches, end of life inventory strategies, and inventory rebalancing to provide qualitative data on how the value chain model applies in different situations. Amy proposed demonstrating the model through a case study of a company doing a rapid two-day product launch. The next steps are for Dave C. to revise the discussion topics and send questions to the group for feedback.
The hackett-group-state-of-procurement-digital-transformation-part-1
The document discusses how digital transformation is becoming a critical imperative for enterprises across all industries. It summarizes that procurement organizations need to develop digital strategies to leverage emerging technologies like artificial intelligence, big data, and the internet of things. This will allow procurement to provide more strategic insights into supply relationships and meet increasing customer demands. The document then provides examples of how procurement can develop use cases for emerging technologies in areas like spend analysis, sourcing, contract management, and supplier management to improve processes and drive benefits.
Scwa 8.29.18 notes
The document summarizes notes from a SupplyChain Women in Action call on August 29th, 2018. Key discussion points included:
- Encouraging members to connect on LinkedIn and utilize the platform to promote their work and expertise.
- Sharing strategies for how individuals can effectively market themselves and their company on LinkedIn to establish thought leadership.
- Debriefing on the success of a past conference session and collecting ideas for future sessions, including potentially focusing on developing nimble supply chains.
- Discussing challenges women face in promoting their accomplishments and finding ways to help women leaders tell their stories and highlight their strengths with more confidence.
Sourcing 8.1.18 notes
The document summarizes discussions from a meeting regarding supplier collaboration best practices. Participants discussed exploring options like bringing in consultancies like Gartner to provide an independent review of supplier systems or having solution providers attend to meet with interested parties one-on-one. They also discussed reaching out to members of the peer group to identify systems they use and share best practices to help evaluate options before implementation. The group will reconvene in September to further discuss how to help members address this issue.
Transportation 8.2.18 notes
The transportation executives discussed three key issues: technology applications in transportation/logistics like blockchain; the ongoing driver shortage and strategies to address capacity issues; and developing long-term relationships between carriers and shippers. They also discussed using data and analytics to better predict demand and improve forecasting, visibility and fluidity. Attracting and retaining talent, especially drivers, was another challenge discussed as well as how trade uncertainties could impact transportation networks.
Talent pg
1) The call discussed developing talent management programs and retaining engagement within companies.
2) Attendees shared examples from their own companies of conducting employee surveys to assess culture and engagement. They agreed sharing best practices could be a session at an upcoming event.
3) The group will work on populating their LinkedIn group with notes and updates from the calls. Volunteers will review notes and add synopses.
Logistics strategy 7.31.18
- The document summarizes notes from a logistics strategy meeting that included representatives from various companies discussing short, intermediate, and long-term issues.
- For next steps, a smaller follow up call was planned with Amy to develop a session on digitization journeys with presentations from Starbucks and Lenovo.
- The large group would be divided into sub-peer groups focused on intermediate and long-term topics like demand planning, forecasting best practices, and digitization.
Inventory notes 7.31.18
The group discussed developing a conceptual model and framework for making inventory and supply chain decisions that considers total costs. They aim to present this decision-making model at next year's meeting along with examples. Currently, companies have some separate tools for tasks like product launches and cost-to-serve modeling, but lack a single integrated approach. The group will further develop the session concept and engage other companies to gather insights on how they approach these issues to help advance the framework.
Distribution pg
The document summarizes a conference call between members of the SCLA Distribution peer group to discuss reverse logistics and returns management. Key topics discussed included workforce retention challenges like turnover in second shift operations, the need to develop talent pathways to reduce turnover, and engaging local communities to diversify the workforce. Members also discussed the growing problem of managing reverse logistics and returns as e-commerce has increased return volumes and flexibility. Many companies feel unprepared to handle returns at scale, manually sorting returns in unused warehouse space. Members agreed to benchmark current return practices, share metrics on unsalable inventory, and explore automation solutions from third-parties to better manage the "redheaded stepchild" of returns.
Demand planning 8.2.18 notes
The document summarizes notes from a demand planning peer group discussion. The group discussed potential topics for a 2019 lab presentation, including the art and science of demand forecasting, demand forecasting versus adaptability, and applying AI to demand planning algorithms. Other discussed topics included predicting demand more accurately through data correlations, redesigning products and supply chains to reduce lead times, new product introductions, and sharing case studies and best practices around demand sensing and planning. The group agreed to further explore these topics and provide short summaries of challenges and solutions for their next meeting in September.
Crm notes 7.31.18
1. The group discussed developing a session for the 2019 conference focused on customer relationship management (CRM) best practices.
2. Options proposed for the session included case studies from companies using CRM software like Salesforce and Microsoft Dynamics, and presentations from smaller companies that integrate with existing systems.
3. Members agreed to further discuss the session format and identify potential presenters, including champions from companies like BNSF that could share real-world examples of successful CRM implementations.
Talent pg
1) The call discussed developing talent management programs and retaining engagement within companies.
2) Attendees shared examples from their own companies of conducting employee surveys to assess culture and engagement. They agreed sharing best practices could be a session at an upcoming event.
3) The group will work on populating their LinkedIn group with notes and updates from the calls. Volunteers will review notes and add synopses.
Distribution pg
The document summarizes a conference call between members of the SCLA Distribution peer group to discuss reverse logistics and returns management. Key topics discussed included workforce retention challenges like turnover in second shift operations, the need to develop talent pathways to reduce turnover, and engaging local communities. Members also discussed the growing problem of managing reverse logistics and returns, with many companies currently handling returns manually in unsorted corners. Participants agreed this was an important issue to benchmark best practices on and share experiences to improve current approaches.
Peer group summary
Increased freight volumes have strained transportation capacity across rail, trucking, air and shipping. This has resulted in tight capacity and higher rates. Shippers are seeking more visibility and partnerships with carriers to better manage costs. New technologies like blockchain may help provide more information sharing across the supply chain to enable optimization. However, many carriers lack the resources to invest in new technologies. The driver shortage also continues to be a major challenge exacerbated by high demand.
Peer group summary
The document discusses increased freight volumes across all transportation modes including rail, trucking, air and shipping. This has led to tight capacity and higher rates. Shippers are seeking more visibility and closer partnerships with carriers to manage costs. Inventories are also down, leading to more frequent smaller shipments. The driver shortage continues to be a major problem exacerbated by higher volumes. Carriers are pursuing various strategies to attract more drivers including improving pay and conditions. Technology adoption is increasing but many small carriers lack resources for investment. Relationships between shippers and carriers need focus on continuous collaboration to drive efficiencies.
2018 demand planning
1) The document summarizes discussions from a demand planning peer group meeting about challenges with demand forecasting and opportunities to improve processes.
2) Key topics included how to forecast demand for new products, coordinating marketing and sales to shape demand, using different supply chain strategies depending on a product's lifecycle phase, and balancing investments in demand forecasting versus supply chain agility.
3) The group was particularly interested in advancing both the "art" and "science" of demand forecasting, evaluating the value of more accurate forecasts, and determining whether to focus on forecasting improvements or product/supply chain designs that reduce the need for accuracy.
2018 process improvement peer group summary
The peer group discussed challenges with the adoption and use of technology. They were divided into two subgroups to develop problem statements. Group A's statement was that they cannot establish baseline standards before technology changes again. Group B's statement was that employees are resistant to change. On the next day, each group discussed factors related to their problem statements and potential solutions. Key issues to explore in future meetings included challenges of technology selection, deployment, and adoption as well as using technology for visualization and analytics.
Crm notes
The document summarizes notes from a peer group discussion on approaches to customer relationship management (CRM). Key takeaways included integrating CRM tools like Salesforce across departments for better information sharing, using customer surveys more frequently to drive continuous improvement, and developing customer scorecards to better segment the customer base and measure profitability. Future opportunities discussed capturing more customer data, analyzing it for strategic insights, and empowering customers with self-service options.
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The hackett-group-state-of-procurement-digital-transformation-part-1
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- 1. Talent Management & Leadership Peer Group Acquisition,Retention,andTalent Development Topicsincluded: Generational differences,talentgapscausedbythem, andthe impact these “differences”have on yourworkforce Hiringthe right kindof talent – how to lookfor accountabilityinthe hiringprocess,examining “fit”and the impact thishaswithretention Buildingyourtalent –utilizingmentoringprogramsandtrainingemployeestoempowerthem and keepthemaccountable The Predictive Index–Understandingyourresultsandthe impactonyour managementstyle Talent Acquisition:Driversvs Barriers Drivers 1. Demonstratingvalue 2. Flexible workarrangements 3. Recognition(ThankYou’s) 4. Person – Job fitcompetencies 5. Onboard/Mentoringprogram 6. On-the-jobTraining/Job“coach” 7. Identifiedcareerpath Barriers 1. Lack of skillsorpractical experience 2. Competition 3. Compensation(expectations) 4. Careerprogression(notstructured) 5. Culture 6. Work environment 7. Desire forflexibility Questionscomingfromthe group: How doyou maintainemployeeengagementthroughthe lifecycle –drivingretentionand satisfaction? How dowe trainmanagers/employeesandprepare ourculture andworkforce forchange? Celebrating“fire drills”–how doyou move a teamculture fromreactive toproactive?
- 2. Talent Retention:Driversvs Barriers Drivers 1. Mentoring 2. Careerlattice 3. Advisorycouncil 4. Gamification 5. Training/Certification 6. Personal networking 7. Communityoutreach 8. “Badge” training Barriers 1. Don’tgive themexperiences 2. Don’tfeel challenged/empowered 3. No careerpath 4. Lack manager skills(directsupervisor) 5. Betterofferwiththe competition 6. Poorcompany culture/bureaucracy 7. Notenoughsupport Predictive IndexDiscussion To drive retention,howdowe provide the ‘experience’thatthe nextgenerationis lookingfor? There are trulynogenerational differencesinthe PIIndex –self-awarenessandawarenessasto whatyour teamvaluesiscritical. Potential InnovationLab Topic: How do we get to… Empowered leadershipthat drives engagedemployees & long-termsatisfactionwhilefostering opportunitiesforgrowth throughoutthe employee’slifecycle.