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Registriert: So 27. Dez 2020, 12:02
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Supply Chain Talent Is More Important Than Ever
Supply Chain Talent Is More Important Than Ever
According to one survey, only 27% of leaders believe that they have the talent needed to meet current supply chain performance requirements. What should supply chain leaders be looking for to close the talent gap?
AGCO has received well deserved acclaim for the agility with which they navigated the pandemic (How They Did it: AGCO and COVID-19). AGCO is an agricultural equipment manufacturer. They are a public company with over $9 billion in revenues. Greg Toornman - vice president global materials, logistics and demand planning at AGCO – told more of this story in a panel at ARC’s Supply Chain Forum. But when I listened to his remarks, what I found more interesting were his comments on supply chain talent.
Here is what Mr. Toornman said at the conference. “We need people that are adaptable. We need problem solvers, people that can work with data from a data analytics perspective. People that understand things happen, and that if things don't happen exactly the way the process is laid out, they don't just stop. They are entrepreneurs. They figure it out! They fix it!”
As Mr. Toornman points out, if you have the right talent, you can have a process that is not quite locked down, and your people can still figure it out and make things work.
When Mr. Toornman was asked if they had a pandemic playbook, Mr. Toornman responded that they did not have a playbook to cover all potential headwinds. They did have robust processes and technologies around supplier risk management. Further, in their global supply chain, with plants and suppliers all over the world, their global team did have visibility to the issues. Their global team is talking a minimum of once a week in terms of the global supply and demand situation. “That forum allows us to understand the risks that are coming up. The actions that we need to be taking.”
When a supply chain disruption occurs, it is not uncommon for complex equipment and automotive manufacturers to have different plants in their company fight each other for the same components. When key components are in short supply, it is key that the prioritization of which plants get which components is predetermined. At AGCO when there is an allocation of supply decision to be taken, there is just one person communicating with a particular supplier and telling them how the tight supply will be allocated among the AGCO factories. Because of that, even though AGCO’s supplier risk playbook did not have a 75-point program spelling out exactly what needed to be done, they were not paralyzed. From Mr. Toornman’s perspective, you can’t have a playbook for every possible risk contingency. “So, then you're down to your people to take the appropriate steps. And how effective are your people at effectively working together to efficiently develop and execute a recovery plan?” In AGCO’s case, they were very effective.
Read More : pg
According to one survey, only 27% of leaders believe that they have the talent needed to meet current supply chain performance requirements. What should supply chain leaders be looking for to close the talent gap?
AGCO has received well deserved acclaim for the agility with which they navigated the pandemic (How They Did it: AGCO and COVID-19). AGCO is an agricultural equipment manufacturer. They are a public company with over $9 billion in revenues. Greg Toornman - vice president global materials, logistics and demand planning at AGCO – told more of this story in a panel at ARC’s Supply Chain Forum. But when I listened to his remarks, what I found more interesting were his comments on supply chain talent.
Here is what Mr. Toornman said at the conference. “We need people that are adaptable. We need problem solvers, people that can work with data from a data analytics perspective. People that understand things happen, and that if things don't happen exactly the way the process is laid out, they don't just stop. They are entrepreneurs. They figure it out! They fix it!”
As Mr. Toornman points out, if you have the right talent, you can have a process that is not quite locked down, and your people can still figure it out and make things work.
When Mr. Toornman was asked if they had a pandemic playbook, Mr. Toornman responded that they did not have a playbook to cover all potential headwinds. They did have robust processes and technologies around supplier risk management. Further, in their global supply chain, with plants and suppliers all over the world, their global team did have visibility to the issues. Their global team is talking a minimum of once a week in terms of the global supply and demand situation. “That forum allows us to understand the risks that are coming up. The actions that we need to be taking.”
When a supply chain disruption occurs, it is not uncommon for complex equipment and automotive manufacturers to have different plants in their company fight each other for the same components. When key components are in short supply, it is key that the prioritization of which plants get which components is predetermined. At AGCO when there is an allocation of supply decision to be taken, there is just one person communicating with a particular supplier and telling them how the tight supply will be allocated among the AGCO factories. Because of that, even though AGCO’s supplier risk playbook did not have a 75-point program spelling out exactly what needed to be done, they were not paralyzed. From Mr. Toornman’s perspective, you can’t have a playbook for every possible risk contingency. “So, then you're down to your people to take the appropriate steps. And how effective are your people at effectively working together to efficiently develop and execute a recovery plan?” In AGCO’s case, they were very effective.
Read More : pg