North American Results of Talent Survey

© 2008 AMR Research, Inc. |

Supply Chain Talent ResearchSurvey ResultsFinal – North America

August 11, 2008


Scope of Work Review

Survey Results

• Demographic Data

• Skills

• Universities

Agenda


Underlying Issue and Focus of Work

Many organizations are concerned about the lack of sufficient as well as trained supply chain talent. It is believed that industry or academia alone cannot independently solve the issue of establishing the functional standards or creating key cross university partnerships focused on teaching critical supply chain skills.

Scope of Work Commissioned

The Global Supply Chain Professional Development Committee commissioned AMR to develop, conduct and analyze a cross industry survey intended to highlight current organizational priorities, gaps, and opportunities for industry and academia to consider towards clarifying the requisite skills and competencies needed in educating a supply chain professional

Work Conducted per Commission

Survey jointly developed with committee

Survey jointly advertised and promoted by the extended team through AMR client lists as well as the SCC, SCMR, CSCMP, CGT and other avenues

Survey managed by AMR with 287 completed surveys collected via our 3rd party Vendor

Survey data cleansed, aggregated and analyzed

Presentation deck with graphics and tables developed for distribution

Project Overview


1. Geography of Respondents

2. Industry Breakdown

3. Company Characteristics

4. Job Function

5. Job Level of Respondents

6. Span of Influence

7. Historical Hiring

Demographic Data


Geography – Total Market

North America74%

Other4%

Oceania1%

Western Europe13%

Asia Pacific (including India, China, Japan)

5%

Latin America (Central/South

America & Caribbean)

1%

Africa / Middle East2%

Region LocatedRegion Located

S2. In which region of the world are you currently located? N=287


Industry Breakdown – North America

212 completed surveys

8.5%

2.8%

3.8%

4.7%

5.2%

6.1%

6.1%

8.5%

9.0%

11.3%

12.7%

21.2%

0% 5% 10% 15% 20% 25%

Other

Wholesale

Automotive

Consulting svces/BPO

Chemicals

Industrial Mfg

Life Sciences & Pharma Mfg

Transportation

Retail

Aerospace & Defense

High Tech & Consumer Electronics

Food & CPG


Total Revenue Total Employees

Company Characteristics

17%

6%

5%

20%

18%

34%

Less than $250 million

$250 - $499.9 million

$500 million - $999.9 million

$1 billion - $4.9 billion

$5 billion - $9.9 billion

$10 billion or more

12%

9%

9%

8%26%

26%

Fewer than 100100 - 9991,000 - 2,4992,500 - 4,999

5,000 - 9,99910,000 - 49,99950,000 or more

S4. For classification purposes, approximately what was you company’s annual revenue for 2007?

S3. Approximately how many full-time equivalent (FTE) employees are there in your entire organization, including all branches, divisions, and subsidiaries?

N=212


Job Function

Supply chain planning

30%

Logistics21%

Operations / manufacturing

9%

Sourcing / purchasing

5%

Other30%

Human Resources

5%

Other Job Functions

• IT (4.7%)

• Exec. Mgmt (3.3%)

• Sales / Bus. Dev. (3.8%)

• Other Mfg (2.8%)

• Consulting (1.4%)

• Supply Chain Management (End-to-end (1.4%)

• Other (13.7%)

S5. What is your role or job function?

N=212


C-Level8%

SVP/GM8%

VP21%

Dir./Sr. Director38%

Mgr/Sr. Manager19%

Other5%

Consultant1%

Job Level

S6. What is your job title?

N=212


9%

38%

41%

12%

Solely responsible for decision

Leader of a group responsible

Member of a group responsible

Otherwise participate/provide advice

33%

18%20%

13%

16%

Enterprise-wide worldwide

Enterprise-wide country level

Subsidiaries/divisions

Sites or locations

Dept./work groups

How Participate in Hiring DecisionHow Participate in Hiring Decision Span of InfluenceSpan of Influence

Span of Influence

S7. Which of the following statements best describes your level of involvement in your company’s strategy for hiring supply chain management professionals?

S8. Which of the following best describes your span of influence within your organization with respect for hiring supply chain management professionals?

N=212


Historical Hiring

How Many HiredHow Many Hired

No8%

Yes92%

16%

25%

17%

15%

7%

9%

11%1-2 employees

3-5 employees

6-10 employees

11-20 employees

21-50 employees

51-99 employees

100 or moreemployees

S9a. Has you company hired supply chain management professionals in the last 3 years?

S9b. And how many have you hired?

N=196N=212


1. Projected Supply Chain Design

2. Span of Control versus Performance (using Model Framework)

3. Critical Skills Priorities Now and in 2010

4. Skills Desired versus Availability

5. Level of Competency Desired

6. Skills Available from the Current Talent Pool

Skills Section


Projected Supply Chain Organizational Design

40%46%

24%

28%

20%

17% 16%

10%

0%

20%

40%

60%

80%

100%

Now 2010

We do not have an existing governance body/specific policies in place

Decentralized mgmt w/autonomous SC processes by region or by facility

Central management with regional Supply Chain processes

Central management with common Supply Chain processes

Projected Organizational Design

Q16a. Which statement represents your company’s manufacturing governance structure now?

Q16b. Which will likely best represent your company’s manufacturing governance structure in 2010?


Major Stations of Attribute Model Defined

Element Element Definition

New Product Design and

Implementation

Functional Processes which focus on new product and service innovation that span research and

development as well as cross functional implementation

Plan Functional Processes that balance aggregate demand and supply to develop a course of action which best

meet sourcing, production and delivery requirements

Source Functional Processes that procure goods and services to meet planned or actual demand

Make Functional Processes that transform products to a finished state to meet planned or actual demand

Deliver Functional Processes that provide finished goods and services to meet planned or actual demand, typically

including order management, transportation management, and distribution management

(Post sales) Support Functional Processes associated with supporting consumer post purchase activities that include

maintenance, repair, inquiry, or returning products

Customer Management Functional Processes that support understanding, partnership and creation of value between the extended

supply chain and the customer

Technology Enablement Enabling Evaluation, selection, implementation and maintenance of critical technologies that facilitate the

achievement of each key facet of the value chain

Strategy and Change

Management

Enabling Activities and leadership that provide supply chain vision and support key changes necessary to

achieve long term business plan objectives

Performance

Measurement and

Analytics

Enabling Structure and processes that inform support and identify if key activities meet business plan

objectives or if corrective action is required. Activities that support deep business intelligence and

allow the ability to identify and capitalize on trends

Governance Enabling Organizational structure and processes that establish standard data elements, common operating

and reporting practices that ensure supply chain consistency, stability, and ethical practices


Span of Control and Performance: Using Model Framework

79%71% 69% 69% 67%

50%45% 44%

34%28% 27%

8.9 8.8

8.0 7.88.3

8.68.1

7.58.0

8.5

7.67.6

6.5 6.7 6.66.9

7.4 7.2

6.5

7.2

6.5

7.4

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

140.00%

160.00%

180.00%

200.00%

Deliv

erPla

n

Strat.

& Chan

ge M

gmt

Perf.

Mea

s. &

Anal

ytic

s

Sourc

e

Cust.

Mgm

t

Mak

e

Techn

. Ena

blem

ent

Govern

ance

New P

roduct

Support

1

2

3

4

5

6

7

8

9

10ProcessesResponsible For(%) (N=212)

Importance ofProcess (MeanRating*)

Performance ofCompany (MeanRating*)

Q1. Which of the following processes is your supply chain organization at your company responsible for?

Q2a. Please rate the importance of the following SC processes to your company on a 1 to 10 scale where 1=not important at all and 10=extremely important.

Q2b. Please rate your company’s performance on each of these on a 1 to 10 scale where 1=We do not perform well at all and 10=We perform extremely well.


Critical Skills Priorities: Now and in 2010

10%

14%

22%

20%

30%

32%

39%

42%

46%

50%

47%

11%

13%

19%

20%

29%

31%

38%

40%

38%

40%

50%

Support

Governance

Make

New Product

Techn. Enablement

Cust. Mgmt

Perf. Meas. & Analytics

Source

Deliver

Strat. & Change Mgmt

Plan

Now (N=190)

2010 (N=172)

Q4a. In which of the following process areas do you currently have a critical need for SC talent?

Q4b. And in which areas do you anticipate your company will have a critical need for SC talent in 2010?


Skills Sought vs Available

Skills Sought

Ski

lls A

vaila

ble

Leadership/StrategicBasic

Has ALL the skills

Has VERY FEW of the skills

Post Sales Support

Governance

MakeCustomer Mgmt

Performance Measurement & Analytics

New Product

Technology Enablement

Source

PlanDeliver

Strategy & Change Mgmt

Quality of Skills

Level of Competency Desired vs. AvailableLevel of Competency Desired vs. Available

Intermediate Advanced

Has

SO

ME

o

f th

e sk

ills


Quality of Skills

6%

14%

14%

15%

16%

17%

18%

28%

29%

29%

39%

18%

33%

35%

45%

46%

42%

38%

54%

31%

42%

50%

55%

57%

90%

59%

69%

64%

71%

59%

50%

61%

50%

64%

29%

37%

31%

39%

39%

32%

34%

52%

36%

28%


Governance

Techn. Enablement

Perf. Measur. & Analytics

Plan

Source

New Product

Deliver

Customer Mgmt

Make

Post Sales Support

Basic skills Intermediate Skills Advanced / Expert Skills Leadership / Strategic Skills

Level of Competency DesiredLevel of Competency Desired

Q6. For each SC process area, please indicate which level of competency(ies), if any, you are seeking to fulfill.

(Asked only for areas for which have a critical need for SC talent now)


Quality of Skills

4%

8%

8%

10%

11%

11%

21%

25%

71%

65%

88%

78%

81%

83%

84%

61%

82%

69%

63%

29%

35%

9%

17%

12%

8%

6%

29%

8%

10%

13%

3%

0% 20% 40% 60% 80% 100%

Post Sales Support

Governance

Make

Techn. Enablement

Customer Mgmt

Plan

Source


Deliver


New Product

Has ALL the skills Has SOME of the skills Has VERY FEW of the skills

Skills Available From The Talent PoolSkills Available From The Talent Pool

Q8c. You indicated that you reach out to Universities or colleges in search of new supply chain talent. For each of the following processes, please select the level of skills available from the talent pool offered.


1. Primary Sources of Recruitment

2. Supply Chain Stations Recruited

3. Regions Recruited From

4. Most Frequently Recruited Programs North America

5. Where Industry goes for SC Talent in North America by Station

6. Level Hired

7. Key Competency Station and Attributes

University Section


Primary Sources for Recruitment

25%

30%

40%

38%

37%

49%

47%

48%

53%

54%

55%

55%

32%

37%

11%

47%

45%

40%

26%

29%

42%

34%

25%

26%

26%

16%

40%

32%

35%

28%

23%

35%

29%

23%

30%

22%

38%

17%

14%

26%

25%

26%

17%

21%

0% 20% 40% 60% 80% 100% 120% 140% 160%


Governance

Customer Mgmt

Post Sales Support


Source

New Product


Make

Plan

Deliver

Universities/Colleges

Executive Recruiters

Assoc./Prof. Org.

Not currently seekingnew talent

Channels for Recruiting Supply Chain TalentChannels for Recruiting Supply Chain Talent

Q8a. For each supply chain process area below, please indicate where you go for new talent.(Multiple responses allowed)


5.9%

6.6%

12.5%

13.2%

13.2%

14.0%

25.0%

33.1%

33.8%

39.7%

44.9%

49.3%

0% 10% 20% 30% 40% 50%

Governance

Post Sales Support

New Product Design, Development and Launch

Customer Management


Strategy and Change Management

Make

Source

Performance Measurement and Analytics

Plan

Deliver

NO Particular Specialty

Supply Chain Specialty Areas Recruited For At N.A. Universities

Specialty Areas SoughtSpecialty Areas Sought

For each University you identified, please indicate which of the processes or specialties you recruit for.N=136


Regions Industry Recruits From

AP/Oceania/Africa/M. East

12%

Europe13%

Latin/S./Central America

7%

North America68%

Multiple responses allowed and percentages are based on total number of responses, not respondents.

Q9. In which of the following regions do you reach out to universities or colleges in search of new SC talent for ANY of your SC process areas? (Multiple responses allowed)


Most Frequently Recruited Programs for SC Talent in N. America

Industry Popularity for SC Talent: Top Tier

31.1%27.5%

16.8% 15.6% 16.2%

12.6% 13.8%

10.2% 10.8%

6.6% 5.4% 5.4% 4.2% 4.2%

0%

5%

10%

15%

20%

25%

30%

35%

Mic

hig

an

Sta

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n.

Pe

nn

Sta

te

Oh

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tate

Un

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Ge

org

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ec

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se

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MIT

Ari

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Arb

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Pu

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Un

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Un

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N=167Q10-14. Please indicate which universities or educational institutions you reach out to in [region]. Select up to 5 educational institutions within each region using the pull-down lists


Industry Popularity for SC Talent: Second Tier

3.6% 3.6%

3.0% 3.0% 3.0% 3.0%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.4%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

Ca

rne

gie

Me

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Un

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Un

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Wa

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Au

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Most Frequently Recruited Programs for SC Talent in N. America

N=167Q10-14. Please indicate which universities or educational institutions you reach out to in [region]. Select up to 5 educational institutions within each region using the pull-down lists


Supply Chain Specialty Area Recruited For, By University

Stations

recruited for:

NPD &

Launch

Plan Source Make Deliver Customer

Mgmt

Post

Sales

Support

N

Total 13% 40% 33% 25% 45% 13% 7% 135

Michigan State 14% 57% 43% 31% 47% 10% 8% 49

Penn State 8% 47% 40% 32% 58% 8% 3% 38

Ohio State 15% 44% 33% 37% 63% 15% 11% 27

Un. Of Tenn. 4% 54% 33% 25% 71% 21% 0% 24

Georgia Tech. 13% 39% 17% 30% 39% 17% 9% 23

MIT 19% 33% 24% 19% 33% 10% 5% 21

40%+

30% - 39%

20% - 29%

10% - 19%

Specialty Areas - FunctionalSpecialty Areas - Functional

Q10-14. For each educational institution identified, please indicate which of the processes or specialties you recruit for


Supply Chain Specialty Area Recruited For, By University

Stations

recruited for:

Governance Strategy &

Change Mgmt

Technology

Enablement

Performance

Measurement &

Analytics

N

Total 6% 14% 13% 33% 135

Michigan State 10% 14% 20% 37% 49

Penn State 5% 11% 5% 40% 38

Ohio State 4% 7% 11% 30% 27

Un. Of Tenn. 4% 17% 13% 46% 24

Georgia Tech. 4% 22% 13% 48% 23

MIT 5% 14% 14% 33% 21

Specialty Areas - EnablersSpecialty Areas - Enablers

Q10-14. For each educational institution identified, please indicate which of the processes or specialties you recruit for

40%+

30% - 39%

20% - 29%

10% - 19%


Recruits Hired by Level

43.0%

23.5%

67.1%

0% 25% 50% 75%

Undergraduate

Graduate

Both Undergraduates & Graduate

Q10b, Q11b, Q12b, Q13b. For each University you indicated in [region], please indicate whether you go to that educational institution or college for undergraduate talent, graduate talent, or both.

48.5%

18.9%

56.8%

0% 25% 50% 75%

Undergraduate

Graduate

Both Undergraduates & Graduate

All Regions (N=149)All Regions (N=149)

In North America (N=132)In North America (N=132)


Key Competency Stations and Attributes

1. Transportation, Strategic & Operational (76%)2. Logistics Planning and Control (73%)3. Warehousing, Strategic and Operational (56%)4. Delivery Management (56%)5. Inventory Management and Control (55%)6. Third Party or Outsource Management (42%)

No.1

Deliver

79% Of all respondents had this station in their

Supply Chain span of control

Attributes and Interest Level (N=66)

Q15. For each of the following attributes within the [process area], please indicate where specifically you have a need for SC talent (Multiple responses allowed)

1. Demand Management (88%)2. Inventory Planning and Optimization (84%)3. Sales and Operations Planning (67%)4. Modeling, “What-If” Scenarios (62%)5. Capacity Management (55%)6. Product Portfolio Analysis (34%)7. New Product Management (34%)8. Service Offering Development (20%)

No.2

Plan






1. Development of Dashboards (77%)2. Hierarchy of Performance Measures (65%)3. Presentation and Reporting (59%)4. Ad hoc analysis (56%)5. Exception Management (50%)6. Trade-off Management (38%)

No.3

Performance Measurement and Analytics





No.4

Strategy and Change Management




1. Best Practice Analysis and Benchmarking (68%)2. Change Management Techniques (62%)3. Global Manufacturing and Distribution (57%)4. Management Dashboards & Metrics (57%) 5. Lifecycle Management Strategy (52%)6. Business Process Design and Vision (50%)7. Process Integration (49%)8. Globalization (48%)




No.6

Customer Management




1. Order Management (62%)2. Relationship Management (60%)3. CPFR/VMI (47%)4. Customer Service(45%)5. Collaboration Techniques (42%)6. Negotiation Strategies (42%)7. Sales and Distribution Interface (40%)8. Joint Value Creation (40%)

1. Sourcing Strategies & Plans (71%)2. Supplier Selection & Development (71%)3. Total Cost Analysis (62%)4. Supplier Collaboration (60%)5. Relationship Management (60%)6. Negotiation & Contracting (60%)7. Risk Management (50%)8. Needs Assessment (37%)9. Order Management & Conflict Resolution (37%)

No.5

Source






No.7

Make




1. Materials Management (79%)2. Production and Inventory Control(73%)3. Master Production Scheduling (70%)4. Quality Management (58%)5. Process Control (55%)6. Product Conversion (55%)


No.8





1. Planning & Execution Systems Management Selection & Implementation (74%)

2. New Technology Adoption (62%)3. Enterprise Resource Planning System Management (60%)4. Statistical Analysis Tool (58%)5. EDI (50%)6. IT Communications with Suppliers & Customers (48%)



No.9

Governance




1. Organizational Planning (64%)2. Business Controls (64%)3. Risk Management (64%)4. Training (64%)5. Social Responsibility (46%)6. Federal, Governmental Controls (36%)7. Intellectual Property (32%)

No.10

New Product




1. New Product Design Planning & Logistics Execution (Workflow) (66%)

2. Demand & Capacity Planning (63%)3. Cross Functional Coordination with Ongoing Sales &

Operations (64%)4. Make Versus Buy Sourcing Decisions (37%)5. Network Design (34%)6. Postponement Strategies (31%)7. Service Offerings (17%)




No.11

Post Sales Support




1. Reverse Logistics (Returns Management (56%)2. Service Parts Management – Predictive Modeling (39%)3. Technical Service Support (39%)4. End of Life Management (33%)5. Maintenance, Repair and Overhaul (28%)6. Warranty Management (17%)


North American Results of Talent Survey

Business

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