This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2011 Gartner, Inc. and/or its affiliates. All rights reserved.

Dwight Klappich

Dana Stiffler

Noha Tohamy

Talent and High-Performing Supply Chains

Supply Chain Talent:Even the Leaders Are Anxious!

• External pressures are

- Stretching supply chain's span of control

- Elevating the status of (and what business expects from) supply chain within the organization.

• Result: need for next-generation leaders skilled at synchronization across functions

Supply Chain Disciplines Are Moving From Inter-related to Interdependent; Span of Control Continues to Expand

(Gartner 2010 Survey of 450 Global Manufacturers) 2005 2010

Getting

Organized

Presence of a formal supply

chain organization75% 86%

Becoming

Mature

Supply chain organization in

place for two or more years52% 86%

Gaining

Relevance

Supply chain leadership reports

to CEO or President30% 68%

2008 2010

N= 212 N=100

Percentage of

respondents

Number of stations within the supply

chain span of span of control

>70% 2 5

50-70% 7 7

Gartner 2010

Comparison of 2008 and 2010 N.A. survey results

Gartner 2010

Key Issues

1. What are the gaps in current supply chain

capabilities?

2. How are today's university programs meeting

these needs?

3. What do supply chain leaders need to do now to

ensure future supply chain performance?

Key Issues

1. What are the gaps in current supply chain

capabilities?

2. How are today's university programs meeting

these needs?

3. What do supply chain leaders need to do now to

ensure future supply chain performance?

Integration and Interdependency Become the Rule

20th Century

• Structured Information Flow

• Assembly Line Supply

• Demand Point a Given

21st Century

• Unstructured Information Flow

• Networked Supply

• Demand Management

Talent Attribute Model Illustrates Span of Control and Interdependencies Necessary for Value Network

Leaders Are Changing, Redefining Supply Chains

Top 25 N = 9, All N = 198

Top 25 versus all other companies

…as value chains.

64%

52%

25%

31%

100%

67%

33%

44%

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

Strategy and Change Mgt

Customer Mgt

Post Sales Support

New Product Design and Launch

Top 25

77%

63%

68%

78%

67%

67%

0% 50% 100%

Deliver

Source

Plan

Top 25

Key Issues

1. What are the gaps in current supply chain

capabilities?

2. How are today's university programs meeting

these needs?

3. What do supply chain leaders need to do now to

ensure future supply chain performance?

Big Gaps in Problem Solving, Real-World Experience

64%

54%

52%

43%

31%

26%

17%

15%

14%

8%

8%

41%

55%

53%

55%

16%

27%

15%

5%

24%

4%

7%

Problem Solving

Ability to Work in Teams

Broad Understanding of Supply Chain Concepts

Analytics

Real-World Experience

Ability to Integrate Information

Balancing IT and Business Skills

Global Business Leadership Skills

Supply Chain Technology

Risk Management

Virtual or Matrixed Team Management

Should Have

Actual Strengths

N = 356

Top Programs Have Real-World Content, Exposure

Useful Techniques

N = 337

Additional Training Needed?

Q. What novel or particularly useful teaching techniques are used by this university?

Q. How much additional training is required for university recruits to develop basic or

moderate competency after hiring?

59%

67%

22%

41%

54%

13%

Case Studies

Internships / Co-Ops

Integration With IT Or Other Functions

Visiting Business Leaders

Industry Partnerships

Other (Please Specify )

30%

51%

18%

Excellent: (Best in Class)

Good: (Better Than Most of

Our Competitors)

Fair: (On par With our

Competitors)

Making the grade?Q. Please Grade Your Chosen University on Each of the Attributes Listed. Use the A = Excellent, B = Good, C = Fair, D = Poor, F = Failure Scale.

3.6

3.4

3.4

3.4

3.3

3.2

3.0

3.0

2.9

2.9

2.7

Broad Understanding of Supply Chain Concepts

Analytics

Ability to work in teams

Problem Solving

Ability to Integrate Information

Supply Chain Technology

Balancing IT and Business Skills

Real World Experience

Virtual or Matrixed Team Management

Global Business Leadership Skills

Risk Management

N = 302

A-

B

B+

B-

Assessment Criteria and Weightings (Undergraduate)

40%

20%

40%

Undergraduate Industry Value

> 400 Respondents in 2010 Survey of Industry Sentiment on University Supply Chain Program Effectiveness.

Recruit mentions Number of respondents indicating that they recruit from this program.

"Best" mentions Number of respondents indicating they view this as the best program.

54 University Respondents to Request for Information on Supply Chain Programs

Undergraduate internships Internships required for completion of an undergraduate program.

Average starting salary

Undergraduate Program Size

54 University Respondents to Request for Information on Supply Chain Programs

Number of full time professors

Number of supply chain majors

Program Scope

Using the Gartner Talent Attribute Model as the Target Framework

Number of stations taught How well does curriculum align with all eleven stations in the model.

Undergraduate Program Rankings

1 Penn State 14.5 Lehigh

3 Georgia Tech 14.5 Marquette

3 Arizona State 16 Syracuse

3 Rutgers 19.5 Indiana

5 Michigan State 19.5 South Carolina

6 University of Texas/Austin 19.5 Auburn

7.5 Ohio State 19.5 Texas Christian

7.5 University of Wisconsin/Madison 19.5 University of Nevada/Reno

9.5 Texas A&M 19.5 Kansas

9.5 Tennessee 23 North Texas

12 Maryland 24.5 Iowa State

12 Western Michigan 24.5 Rider

12 Stanford

Graduate Program Rankings

1 Penn State 14 University of Wisconsin/Madison

2 Michigan 15 University of Texas/Austin

3.5 Michigan State 16 Texas A&M

3.5 Rutgers 17 Indiana

5 Arizona State 18 South Carolina

6 Syracuse 19 San Diego

7 MIT 20 Florida

8 Ohio State 21 Maryland

9 Georgia Tech 22 NC State

10 Tennessee 23 Oklahoma

11 Stanford 24 Kansas

12 Lehigh 25 Auburn

13 University of Texas/Dallas

Key Issues

1. What are the gaps in current supply chain

capabilities?

2. How are today's university programs meeting

these needs?

3. What do supply chain leaders need to do now to

ensure future supply chain performance?

Dual Development Strategies Required

• Balance between process & people

• Formal managerial & technical skills training programs

• Early identification of leaders

• Mentoring and other development programs

• Co-ownership between SC and HR

• Formal approach to talent development

• Formal approach to global succession planning

• Promotion of supply chain on equal footing with other professions

Pri

va

te &

Pu

bli

c S

ec

tor

Pa

rtn

ers

hip

Talent Development

Cycle

Priv

ate

Se

cto

r

Re

sp

on

sib

ility

Talent Development Partnership

Gartner, 2010

Absolutes for Talent & Organizational Development

Recommendations

Revise competency models to include the

orchestrator role.

Focus on fewer, but deeper, relationships with a

short list of universities.

Encourage your partner university to create

cross-college curricula.

Be a supply chain ambassador.

Related Gartner Research

"Help Wanted: Two Leaders to Orchestrate Value in the Modern Supply Chain " Allen Johnson (G00209715)

"Is Supply Chain a Profession? To Attract Top Talent, It'd Better Be " Allen Johnson (G00207142)

"Do Process Industries Have the Formula to Create Supply Chain Leaders? " Allen Johnson, Paul Lord (G00209035)

"North American Supply Chain University Programs, Part 1: Why Co-Investment in Supply Chain Talent Is a Must " Dana Stiffler, Allen Johnson (G00211623)

"Supply Chain Talent: State of the Discipline " Dave Aquino, Lucie Draper (G00181555)

For more information, stop by Gartner Solution Central or e-mail us at solutioncentral@gartner.com.

mailto:solutioncentral@gartner.com

Action Plan for Supply Chain Talent

Monday Morning

- Determine your supply chain span of control.

- Locate your required competencies playbook(s).

Next 90 Days

- Update your required competencies playbook (30-60 days).

- Assess current staff for skills gaps according to revised playbook (60-90 days).

Next 12 Months

- Build experiential and knowledge-based development plans that address major skills gaps.

- Ensure individual goal alignment with broader functional and cross-functional performance goals and associated metrics.

- Partner with HR leadership to define skill ladders for functional staff and rotational programs to develop cross-functional leaders.

This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2011 Gartner, Inc. and/or its affiliates. All rights reserved.

Dwight Klappich

Dana Stiffler

Noha Tohamy

Talent and High-Performing Supply Chains