to manage supply chain risk? required Training
In the past two years, jobs in procurement and supply chain management have both grown in importance and become more challenging. These roles require dedication and resilience from the individuals that perform them and they, in turn, need support, investment and clarity.
Our findings regarding the skills and competencies required makes it clear what the role demands and how difficult this is to fulfil without investment in people development. The events of the past few years have added yet another dimension to the role. For this reason, organisations need to invest more in people and skills development. Unfortunately, it’s an area where investment is still failing to take place. Our research and engagements with companies reveal an inconsistent and incomplete approach. There is often investment in training without a defined description of the role or an analysis of the skills and competencies required. Where this work has taken place, rarely have individuals or teams had their skills assessed; therefore, training isn’t often targeted. The optimum organisational and resourcing model for SRM remains open to much debate. However, it’s clear that organisations continue to work under significant resource and budget constraints and while there will be ideal models, most organisations will need to compromise. This emphasises the importance of carefully defining the role and ensuring that workload and objectives can be balanced.
What was thought to be a relatively short-term disruption resulting from the Covid pandemic has extended into a long-term period of uncertainty and elevated risk. Our research has revealed a worrying lack of the skills needed to manage supply chain risk. This has to be taken seriously and addressed through a more structured and systematic approach to people and skills development, as well as through the use of process and technology. Key opportunities for improvement: • Create a more structured and robust approach to people development and invest more in training. • Re-examine the way in which supplier management is resourced and engineer a move to more dedicated roles. • Ensure that role definitions reflect what the business expects supplier management to deliver. • Critically review the skills and competencies required for effective risk management and develop the requisite training solutions.
Create a structured and robust approach to people development. Boost resilience with training for superior supplier management. Check out the
There is a significant gap between the skills considered most important for supplier management (demand) and the training provided (supply).
different training courses on offer.
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