CLSC Dale Ross
Transcript of 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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Key Research Findings
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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Key Research Findings
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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Key Research Findings
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
Access to Final Report