CLSC Dale Ross

8/3/2019 CLSC Dale Ross

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Strategic HR Study of the Supply Chain Sector


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Overview

In-depth national study of humanresources/skills development requirements inthe supply chain sector

Initiated through the Lean LogisticsTechnology Roadmap Research Project

Funded by the Government of CanadasSector Council Program


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Canadian Logistics Skills Committee

Serge Alexandre, Domtar

Jim Bergeron, Lafarge Canada Inc.

Don Borsk, Supply Chain Management Inc.

John Chipperfield, Bellville Rodair International

Tracy Clayson, In Transit Personnel Inc.

Bryan Cox, Source Medical Corporation

Hanaa El-Alfy, Ontario Ministry of EconomicDevelopment and Trade

Darren Gorman, Transport Canada

Dwayne Hihn, BAX Global Canada

Frances Humphreys, Laurier School of Business& Economics

Louis Joncas, Thales Avionique Canada Inc.

Susan Krausz, Humber Institute of Technology& Advanced Learning

Stephan Lauzon, 4L2 Consulting Group

Philippe Leblanc, Metro Canada Logistics

Paul Lobas, ITN Logistics Group

Drake MacDonald, SMART Technologies

Pierre Massicotte, L'Oral Canada

Mark Matheson, National Defence Headquarters

Craig McLean, UPS Supply Chain Solutions

John McMurray, Colgate-Palmolive Canada Inc.

Al Norrie, SAP Canada Inc.

Michel Ravacley, The Hockey Company

Philippe Richer, Industry Canada

Pierre Rodrigue, Gouvernement du Qubec

Derrick Ronayne, The Brick Warehouse LPDale Ross, Effem Inc. retired

Deborah Shaman, HRSDC

Con Taillon, United Farmers of Alberta

Branko Tosic, Danex Systems Limited


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APICS - The Association for Operations Management

Association of Canadian Community Colleges

Canadian International Freight Forwarders

Association Canadian Institute of Traffic and Transportation

The Logistics Institute

Purchasing Management Association of Canada

Supply Chain & Logistics Canada

Steering Committee Supporting Associations


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To understand the importance of the supply chain

sector to the Canadian economy, and the critical roleplayed by a skilled workforce in the maintenance andgrowth of the sector

To create a common perspective of the future and to

understand the existing and emerging humanresource issues of the sector

To consider Canadas role in the global industry,analyzing current and future market challenges andtheir impact on the domestic industry and its

workforce Occupational categories: managerial, tactical and

operational supply chain occupations were studied

Objectives


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Methodology

Consultant selection

Deloitte Consulting

Secondary data analysis

Primary data collection

Four surveys

1,129 participants

Employers representing 110,000 supply chainemployees

Interviews: 31 organizations

Focus groups: 50 employees

Industry validation roundtables

Montreal, Toronto, Calgary

Final report

Industry action plan


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Key Research Findings

The nature of work in the sector is changing as supplychains become more complicated and strategic, andorganizations try to manage the full supply chain ratherthan its individual parts

Technology and the resulting information managementrequirements are identified as key business driverscurrently impacting the supply chain function andexpected to maintain a presence in the future

Only 12% of employees indicate that they currently havethe requisite skills to fully employ technology


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The supply chain workforce in Canada had approximately630,000 people in 2001 and has grown since then

Annual demand for employees is expected to beapproximately 86,330 employees

Increased demand for:Strategic business managers

Supply chain specialists

Logistics information systems positions

Supply chain-specific customer/client-focused positions


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66% of employers suggest that higher education with alogistics- or supply chain management-related major isessential when considering new recruits

Academic sector indicates an increased demand for

supply chain trainingA wide range of skills education and professional-

development opportunities

No clarity as to the criteria to consider in selecting the

most appropriate combination of formal education,professional development or certification


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58% of employers are having difficulty finding people withthe required skills

Students have limited or no knowledge of most if thecurrent supply chain functions and career opportunities

Only 9.7% have full knowledge of warehousing andlogistics information functions and career opportunities

Only 11% of firms are involved in career awarenessactivities

Relatively few employers had recently implemented any

initiatives specifically targeted at attracting and/or retainingsupply chain employees


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Nationally focused integrating mechanism/sector council must be established:To explore common concerns related to human

resource development, and identify possible

solutions and implement themTo identify the current and future requirements for

human resource development that will enable thesector to become more globally competitive

To improve the quality of the Canadian supply chainlabour force, and to assist firms to be more flexiblein meeting changing competitive demands

Key Recommendations


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Create an information repository of post-secondaryacademic programs and industry associationscertifications and career option information

Developa marketing strategy to provide web-based

access and promotion for learners and career changersEncourage more effective co-ordination between post-

secondary academic institutions and industry

Better educate and promote the sector to those making

career and education decisions

Key Recommendations


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Next Steps

Formation of the Canadian Supply Chain Sector Council

Establishment of a national representative Board of

Directors

Implementation of the study action plan

Continued support by sector members on various projectsteering committees


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Visit www.logistics-skills.org

Contact CLSC: 416-648-3413

[email protected]

Access to Final Report

CLSC Dale Ross

Documents

Transcript of CLSC Dale Ross