Supply Chain Skills Crisis

A Reality Check

Ingrid du Buisson (TETA) & Tonya Lamb (SAPICS)

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What’s the Problem….

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Supply chain skills crisis

The Perfect Storm A chance or rare combination of individual elements,

circumstances, or events that together form a disastrous, catastrophic, or extremely unpleasant problem or difficulty.

It’s not coming, its here!

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Business is different – think Global

We want Experience

Brain Drain – jumping Ship

Demand Exceeds supply

Supply

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Demand

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Around when SCM was born

Transference of knowledge and skill

Bridging the changes between the old and

new

Train and equip future leaders

30% are

at retirement age

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Changing Job Requirements

Constantly Evolving & Changing

profession

Expansion of Skills Sets

Rapid introduction

of new Technologies

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Entry

20% Senior Management 5%

Middle Management

60%

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Academic Shortage

What Skills do we need

Fit for purpose

What does

industry want

Change is slow

“We want your help, we just

don’t want you to tell us what

to teach”

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It’s not all doom and

gloom, there is some light

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Coaching & Mentoring

In house training

Succession planning & Talent

Pooling

Youth Development

Rotational programs

Learning is about seeing, feeling

and experiencing and not just

about books and theory –

BLOK$CM & The Fresh Connection

Keep your Supply Chain Toolkit well stocked with the

right tools.

Certifications

P

Sourcing

Manufacturing

Reverse Logistics

Warehousing

Retail

Logistics Operations

(National/Cross Border &

International)

Compliance (Regulations/Legislation)

Infrastructure (Ports/Pipelines

/Road –Rail Network / Air)

Industry Applied

Competence

Procurement

Research &

Funding

Supply Chain

Enabler

International Trade

Supply Chain

Enablers

International Trade

Professionalization Interim Supply Chain Management Council (Oversight / Coordinating” Role)

Supply Chain Management Professional Body (Professional Designations)

SAAFF CILT CIPS National Treasury

CSCM ICS Ports?

TETA AQP for SCM (QP Agreements with all

Professional Bodies & Associations

Supply Chain Practitioner (NQF Level 5) Supply Chain Officer (NQF Level 6) Supply Chain Manager (NQF Level 7) Supply Chain Executive (NQF Level 8 & 9)

Workplace Approval Curriculum Development Material Development

QCTO Provider Accreditation Accreditation of Assessment Centres

Learner

Professional Designation

Learner Certification

Professional/Global Standards Summative Assessments Professional Designation

Collaborates with Industry Professional Bodies (QP MOU’s)

Facilitates Qualification Development

Provides Framework Workplace Approvals Discretionary Grant

Funding

Registration of Qualifications Accreditation of Providers Accreditation of Assessment Centres

Professionally Designated Employees Industry meeting global and professional standards Meet the SCM Council Requirements (Treasury Regulations)

Professionalization Interim Supply Chain Management Council

Professional /Industry Bodies

TETA

Providers

Public & Private Sector

Employees

60% of South Africa’s Imports / Exports

pass through the port of Durban;

This port has 58 berths;

Approximately 50 000 people are

employed

by the port and its related business;

Over 80 million tons of cargo are

handled at t

this port per annum;

(Source: Transnet National Ports

Authority)

Lets thinks about this for a

moment?

What capacity and skills do these 50 000 people have

or require?

Do the ports have the appropriate

skills for optimised performance?

How do the current

performances of port terminals

impact our economic supply

chains?

ANALOGY OF THE IMPORTANCE OF A “COMPONENT” WITHIN THE “SYSTEM OF SUPPLY CHAIN MANAGEMENT: PORT OF

DURBAN

Lets think about this for a moment, again!

• A Supply Chain is a “system” made up of components or “sub systems”;

• Each “sub system” has an impact on the “whole”, therefore if one applies the systems thinking approach, all

components within the Supply Chain should be integrated – your Supply Chain is only as effective and efficient as its

weakest “sub system” or component;

• Systems thinking can be defined as a holistic approach to analysis that focuses on the way that a system's constituent

parts interrelate and how systems work over time and within the context of larger systems.

What is the solution to integrating Ports operations into the broader supply chains of the economy?

• Define the occupations currently within Ports Operations;

• Define the future occupational requirements for Ports Operations;

• Research impact of technology and systems changes within the environments of Port Operation integration;

• Partnerships and collaborations are encouraged with all partners within Supply Chain Management & International Logistics;

HOW DO WE DO THIS?

TETA SKILLS DEVELOPMENT FRAMEWORK TO SUPPORT SUPPLY CHAIN MANAGEMENT

HIGHLIGHTS:

• In consultation with Industry, the career path and framework for Supply Chain

Management (International & National Logistics) has been developed;

• Research was conducted to identify the relevant skills need in the industry;

• Based on the needs identified, TETA applied to the QCTO (Quality Council for Trade &

Occupations) to obtain status as the AQP (Assessment Quality Partner) for to TETA;

• TETA revised the occupation and developed associated occupational qualification for

Supply Chain Practitioner (NQF Level 5); 7 (seven) learnerships are currently registered for

various specializations within this occupation and against this qualification;

• TETA to provide support & mechanisms for industry to review current Supply Chain

Management occupational qualifications at NQF Level 6 & 7;

• TETA to provide support for industry to develop associated learning material to enable

implementation of training and development along the career path framework;

• To enable the above, TETA will enter into multiple Assessment Quality Partnerships with various Supply

Chain Management related industries (associations and or professional bodies) to ensure relevance,

quality and assessments (examinations) of occupational qualifications and material developed; Currently

TETA has MOU’s in place with Dept. National Treasury and Dept. Trade & Industry relating to the

specializations; Transnet Ports Authority perhaps?

• International benchmarking of all development is imperative to ensure global competiveness of our

industries;

• Partnerships recommended to be developed between Industry, Universities and other HET institutions

for the delivery of the work integrated learning required within an occupational qualification;

Forwarding & Clearing Career and Learning Path Options

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Chief Operating Officer

Sales Director Customs Director

Forwarding Director

Sales Executive Customs

Executive Forwarding Executive

Business Dev Manager

Customs General

Manager

Forwarding General

Manager

Key Account Manager

Customs Manager

Forwarding Manager

Sales / Estimator

Customs Supervisor

Forwarding Supervisor

Sales Coordinator

Customs Controller

Forwarding Controller

Sa

les

/ Fi

na

nc

e /

HR

/ IT

/ R

isk

Sales Administrator

Customs Clerk Forwarding

Clerk

F & C Sales Customs Clearing

Forwarding Operations

Allied / Functional Processes

Employment Equity Occupational Levels

Qualifications

NQF Level

Junior OFO 2015 33310

Middle OFO 2015 33310

Senior OFO

Generic Leadership 2015 13240

Top Management Directors Board Members 2015 1121

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NQF 2 International Trade NQF 3 Freight Forwarding & Customs Compliance NQF 4 Freight Forwarding & Customs Compliance NQF 5 Freight Forwarding & Customs Compliance NQF 7 Customs Compliance Manager

Transport Logistics Operations Career & Learning Path Options

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Chief Operating Officer Operations

Ops/Logistics Director/Exec / Snr Ops Managers

Regional Exec Ops GM

GM Branch

Manager/

Ops Manager /

Regional Ops

Manager

Branch Manager/

Ops Manager /

Regional Ops

Manager

Regional Exec Ops GM Warehouse

Facility

Branch Manager/

Ops Manager

Branch Manager/

Ops Manager In-house Manager

Distribution

Manager

Senior Ops

Supervisor

Ops Sup / Team

Leader / Channel

Manager/ Ops

Officer

In-house Supervisor Distribution

Supervisor

Data Capturer /

Ops Assist/Admin

Support

In-house Controller Warehouse Team

Leader

Courier Sorter / Scanners / Checkers

In-house Clerk Service Agent

NB

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od

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Van Assistants /

Crewmen

General Worker/

Loader/ Packer

General

Worker/Picker

Packer

Picker/Packer

Operations External

Warehousing Production

Employment Equity Occupational Levels

Qualification NQF Level

Junior OFO Code 2015 333905

Middle OFO Code 2015 333905

Senior OFO Code 2015 132401

Top Management Directors Board Members 2015 112101

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NQF 7 B Com SCM

NQF 5 SCM Learnership; Freight Handling Diploma;

Generic Management ;

NQF 4 Generic Management;

NQF3 NC Freight Handling Diploma; NC Road Transport,

NC Professional Driving

NQF 1 GETC Transport Operations

Ops Sup / Team

Leader / Channel

Manager/ Ops

Officer

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Operations Internal

Supply Chain Management

NQF Level 5 (QCTO)

Material Dev

Supply Chain

Practitioner

Supply Chain Management

NQF Level 6 (QCTO) Material to be

developed

Supply Chain Management

NQF Level 7 (QCTO) Material to be

developed

Supply Chain Officer

Supply Chain Manager

Supply Chain Management NQF Level 8/9

(Qual Still to be developed)

Supply Chain

Executive

Updated on OFO

Current OFO: Procurement

Officer

Current OFO: Supply &

Distribution’s

Manager

Current OFO: None

Supply Chain Management (Generalist) - Specialisations

OFO Code descriptions to be revised and updated to accommodate

specializations

Multiple Assessment Quality Partnerships to address various

specialisations

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We need to collaborate, share and work together - It’s in all our best interests, to not only develop the profession by ensuring that we build capacity and skills in our existing supply chain professionals but also develop a pipeline of new and up and coming talent. If we’re going to face the talent crisis head on and shift our way of thinking, supply chain education needs to aspire to greatness.