Apr 18

The Importance of You interviewing for Supply Chain Positions

Last month, a non-profit not related to my company or involved in the supply chain, was hiring in a senior position. I was privileged to watch final job interviews with for this position in that organization. Of the two finalists, one became nearly unanimous pick to be hired. I asked myself why? Both were talented people and both could have done the job. Was there anything that could be learned about this interview that might help people interviewing for supply chain jobs that would help candidates find the right job and the company to have a good hire? Spoiler alert, the winning candidate did a thorough self evaluation of herself to find out why she was successful in her career and clearly communicated that.

My career has been decades long and there were periods of unemployment. I have learned watching these interviews that in retrospect I spent too little time thinking about myself. But in part that was caused companies doing poor jobs of understanding what they needed in their future employee, so I will write about that aspect first.

In thinking about the job positions I applied in the past, I realized they were more focused on the transactions of the business, needing this skill and that skill, which yes needed to be done, but the skills alone would not lead to employee of high value to the company. I found myself focused on the words of the job description and not what was needed above and beyond that which leads to a valued employee. In those interviews, I did not distinguish myself.

Here is an example of what I mean by focusing too much on the job description and not what makes a successful employee. Many people are skilled programmers. But programming skills mean the employee has the tools to do the job, but that alone will not create a valuable employee. But the programmer value as employee goes way up if that person can understand what the business does and needs to be successful in the marketplace. They need to be able to formulate the right questions to learn what really needs to be done. The other part of this the programmer has to know the limitations of the software they worked on and be able to communicate that.

With an opening caused by a retirement, the non profit formed a committee to plan how the process for the job fulfillment process, and how it would be presented. Importantly they went out to the organization’s field to solicit what was necessary for the new employee’s job position. The result was seven major skills or attributes which were critical for success in that position. That led to questions about how could a person achieve success in these diverse seven fields. Some of the seven were skills, others were the attributes would lead to the candidates success in the job. That in turn led the committee to look for candidates who could meet this criteria.

The successful candidate needs to have more than the necessary skills for the job. They need to know why they were successful in the past. The successful candidate used her career choices to show why she would be successful for the position. As the interview went on, she used the road blocks in her career to show how she responded by the organizational challenges. These were excellent vignettes about challenges of this position and how she would fair in her position and her ability to move forward. A key points about her participatory nature were spelled out often in the interview.

This candidate almost perfectly fit the position offered. But I think just as important she would have ruled herself out from a position were her skills and performance would have clashed with the organization.

So yes, in a job interview document you have the basic skills for the job. Realize that does not set you apart from others. Look at your successes and realize that it was not the basic skill but how use this base to move forward and make the organization successful.

Posted in Management, Supply Chain Career, Supply Chain hires, Supply Chain Hiring, Supply chain interviewing | 1 Comment
Jan 10

Supply Chain Hype in a Post Covid World

So the vaccines have started to show up. What will the post Covid world look like. There will be a lot of hype on a post Covid world. But focus on your markets characteristics before going with the flow.

You probably heard or read that big cities will die because there workers will continue to work remotely in post Covid world. If your market graphic are on high end income workers maybe the hype has some validity. But if your market are lower income people they will not have the resources to move. They will stay in the cities.

Another hype will be e-commerce will virtually destroy retail in actual structural stores. E-commerce will be one of the hardest to predict, because somewhere there is ceiling and when people can back into brick and mortar stories it will slow the rapid growth of e-commerce. Look at clothes bought on e-commerce which have a very high return rate. There is incentive to retailers to get people into their stores because it is more cost efficient and likely more profitable. Again, take the hype of e-commerce and look at your markets to see what they are doing.

The hype is everybody will want e-commerce goods instantly, like in 2 hours or same day at least. If you are Amazon that is your market. Maybe your customers will wait a few days if the product is unique enough or less costly to buy, Know your market.

The hype is everything in the supply chain will be digital and blockchain technology. Yes there are good uses and processes using digital technology and blockchain. Just be aware, there will be markets which will more sophisticated in technology than others, and maybe the low technology markets are your specialty. Even among big companies where they spend their capital dollars may not be on superior technology but other market needs. Of course technology can fail due to hackers or just plain bad programming. Your playbook should have a plan in place should that happen and yes, there is very, very high probability it will.

So enjoy the hype, but from your business or organization prospective pit a critical eye to it.

Posted in Management, Process Management, Sales in the supply chain, Sustainability, Training, Transportation, Uncategorized | Tagged | Leave a comment
Sep 24

Preparing For the Unknown

On Tuesday, September 22, 2020 I watched a webcast of an educational session at the Council of Supply Chain Management Professionals (CSCMP) annual conference entitled: “Strengthening the Supply Chain: Pandemics, Hurricanes and Your Business”

Back in 2019, nobody was predicting a world pandemic in 2020. So, yes, that was not in your or anybody’s budget. Governments have not planned to devote resources to this. Plans were not made. The federal government actually disbanded one of units which deals with pandemics, because why waste money on something that was not going to happen.

So when the pandemic happened, there was little or no forethought on how to respond to totally unexpected event, most everybody ended just did an unplanned reaction. The presentation told about some government bodies who were had a planned crisis procedure while others were clueless.

The message of the educational session, you cannot plan for the unknown but you can be prepared. By preparing you can figure who needs to brought to together to respond to the event. In events like these, your computer data will not be available. So they suggested looking for “sentinels” of information, such as your employees who know what has happened in the past . Shipping clerks, customer service people, sales and finance will have that computer data in their heads. In a time of crisis, perfect information is not needed, but whatever good information you can get is always useful.

Many organizations have a crisis committee in place, for just such an occurrence as Covid 19. An inventory of the organization’s resources is useful in a dramatic and probably a black out period, where normal resources are not available.

It is possible to prepare for the “unknown unknowns” when they hit. You will be way ahead of the game is you prepare. Some crisis are limited to a just a small geographic area or a maybe just one plant. But preparing for these will be useful in a worldwide crisis like Covid 19.

Posted in Inventory planning, Management, Sustainability, Transportation, Uncategorized | Leave a comment
Sep 07

Vaccinating the Supply Chain

Coming to a national state near you is likely to be a mass vaccination program for Covid 19. DC Velocity had an interesting interview in their August 2020 with Dr. Clive Hohberger. The article focused on the supply chain vaccination change itself, but in a period of shortage of transportation supply, this will affect almost all of us in the field.

Here is the article: https://www.dcvelocity-digital.com/dcvelocity/august_2020/MobilePagedReplica.action?pm=2&folio=16#pg18

So let us from a ground level, first and the 30,000 foot level, next.

Most of us logistics/supply chain professtionals have spent a lot of time late last month and early this month (September 2020) responding to transportation cost complaints from our customers, customer service, finance, sales, and C level management. Truck equipment and intermodal equipment is in short supply causing doubling and some cases tripling of transportation rates.

That will die down a bit when produce season ends which will free up some truck capacity. Only to get tied up with the winter holiday season and probably soon thereafter vaccination transport which will take top priority.

My best information is that the vaccination product will need refrigeration, which will put at a premium refrigerated storage and reefer truck trailers. Everyone will know this is a priority and normal van drivers may be recruited over to the refrigerated side. One could make an educated guess that the federal government will be involved in this process and in the absence of lack of organized industry, would likely dictate the terms of this.

So that me means that additional safety stock of an organization might be something to plan for. Likely the shorter distance you can keep to your customers the easier it will be to meet customer expectations on delivery. It also means you can anticipate high transportation and warehouse costs to continue through mid-year.

Professional supply chain organizations can play a major role in this. On the basic level, they are in a position to start a conversation on this issue. There is not much conversation on it now. Secondly they can be a catalyst for getting an industry approach to this issue. There are lot of smart, capable people out there, who can think through the issues of vaccination transportation supply. They can suggest proposals to make the process more efficient

A third thing a joint industry effort can do is make the federal government more transparent on its thoughts and processes in this. It is know the Trump administration wants to fast track the vaccination program. Making the government process more visible gives time to respond to it. That response will make it a better process. Keeping secret as it is now does give the government benefit of surprise, but I do not think that benefit is anywhere near the benefit of industrial and local, state governments, all collocating on this. If Biden is elected, he will need to work with what is already there given the time constraints. He may not get full visibility of this process until after taking office,

So in summary: Plan for supply shortage in transportation market during the winter and spring vaccination season. Support and participate in the industry response to this issue.

Posted in Inventory planning, Logistics, Public Policy, Supply Chain, Sustainability, Transportation, Trucking, Uncategorized, Warehousing | Tagged | Leave a comment
Aug 07

Supply Chain Unknowns

Here is the famous quote from Donald Rumsfeld, then Secretary of Defense on February 12, 2002. Read it. Does not seem like your current job description these days:

Donald Rumsfeld

“There are known knowns. There are things we know we know. We also know there are known unknowns. That is to say, we know there are some things we do not know. But there are also unknown unknowns, the ones we don’t know we don’t know.”

Welcome to the Covid 19 pandemic. He was laughed at because syntax of the words in 2002. Now all of us are living this phrase, at work and at home.

So what is in our bag to deal with the known, the known unknows and the surprise unknowns which are hitting us.

Remember Supply Chain is a team sport. Yes we may be physically distancing from each other, but we can “zoom” in with people on our team, who might be able to see things we cannot. They might have experience doing things we have not done. And when something happens their minds working with your mind will make the best of the situation.

Your old, grumpy and outdated technology probably has data that you can use to determine where the heck you are in this process. What did ship to your customers in May 2019 and how does that compare to May 2020? What does your data imply? Your data may stimulate your imagination if you let it.

Maybe your data tells you your known unknowns. If there was data on this subject, the company could better serve the market and be more efficient. You may not be able to afford new technology now, but even in a pandemic the future is not permanently cancelled.

There are conferences, meeting, and periodicals, now mostly virtual, which might have clues about the unknowns and how to deal with them. I found sifting for gold in these is difficult. All it takes is one good idea, among the many ideas advocated to make the time in the search worthwhile.

Those of us who managed to survive our late teenage years, generally learn that our knowledge and skills are finite. That is not limitation. It is really opportunity to connect with the world and learn and be able to execute our work better. Being in the supply chain in team environment gives opportunities to grow and thrive others may not be so fortune to have.

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May 08

Plants and the Supply Chain post Covid-19

Maybe you heard in your career a company leader bragging, how he designed the new or rebuilt to have no room for inventory, to keep down inventory costs and yes, force a manufacturing discipline. Certainly I heard some of these type comments. Sometimes just viewing a production facility will tell you that was the way it was designed. While no inventory practices looked good then, times have changed.

No doubt the Covid 19 will lead to restructuring of the Supply Chain, when everyone can catch their breathe. Some of that effort should be spent looking at the operational facilities which your organization either owns or operates.

Certainly in the silo of manufacturing, it is darn easy to ignore other issues outside the basic production design, but supply chain should take a seat in the process (as well as other groups in the organization). Let’s take a look at inbound supplies, plant operation, and shipments to the customer.

One of the process change likely to occur is to go away from a single source supplier, which was urged upon us last century and early this. Does the single dock door for inbound supplies that many medium size facilities have work in an environment of multiple suppliers. Will there be a need to stock supplies in a nearby warehouse?

Production is likely to redesigned with physical distancing restraint’s in planning for labor operations in the plant. How will that affect dock space? If more inventory in needed in an uncertain environment, is worth the cost? How will it be handled?

Trucking today, spring 2020, is plentiful but that will not always be case. Many are predicted shortages in 2021. How do you make facilities driver friendly while maintaining security and safety? Signed documents probably will be a thing of the past except when there is exception which needs to be noted on the bill of lading. Computing power for electronic documents may need to be created.

How is customer demand likely to change? What service standards will be valued? What will be needed from a transportation

Certainly one wants to explore supply chain change outside your door of your operation. Plan also to take a seriously look inside to company production operation processes and determine how they need know be changed to reduce risk and decrease long term costs.

Posted in Inventory planning, Logistics, Process Management, Supply Chain, Sustainability, Transportation, Trucking, Warehousing | Tagged | Leave a comment
Apr 15

One Step into Future for the Supply Chain

When something like Covid-19 comes along, yes, we are scurrying just trying to survive the challenge. Steady suppliers, manufacturers and customers are no longer steady. But when a big change comes you will already have one step in the future. It will be a different future from the one you experienced and might have anticipated in the past. That future is now and we need to start asking questions so we can prepare.

There will be a lot of questions to ask. There will not be immediate answers in many cases. Here some thoughts on questions to ask.

We have all read about Supply Chain risk. Now, we are going through an active trial of supply chain risk. What have we learned from this trial? How will we deal with this risk in the future?

What do we learn about our own organization and dealing with risk and disruption? How have others handled the disruption? Did you give yourself time to think about the present and the future. You have already entered the future but not necessary the final version of the future.

How agile and prepared were your customers in handling changes in the supply chain? Was communication timely? Was it accurate? How will your customers response to the new future? How will that affect the supply chain? What value added services can you provide for this future?

How well did your suppliers do? Were they agile and prepared? What should be required of suppliers in the future? Does the organization have the right mix of suppliers?

How does all this effect you. What will work be like in the future? Are process changes needed? How will working with you co-workers change?

You might feel should get a crystal ball with good sauce music as background. The answers to these questions will not be clear, but merely by asking them you will get yourself ahead of the game.

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Mar 22

Supply Chain start up

Someday the Covid-19 mess will start to subside. Today, most people will still be dealing with each new day’s events as venues close down and government edicts affect the supply chain. But when you get a moment to breathe, it is worth giving some thought what the start up will look like once the crisis subsides.

In my youth, television ran on tubes and took awhile to turn on. As electronics came into play, television manufacturers started advertising “Instant On”. The return to normal life will not be Instant On. I choose the word “subside” deliberately because everything will not go back to normal at once. Some geographic areas will be slower to recover than others. The lost of income will affect some countries, businesses, and organizations more than others. There will be some significant changes in markets during startups . Can you guess how your markers will be affected?

There is a lack of historical data about recovery. The Spanish Flu of 1918 killed many people but how many is not clear. There is not much research on how things restarted after the epidemic. The end of World War II was somewhat analogous to what has happening now as almost all production was war related. Once the war ended, there were shortage of lot items because they had not produced during the war, and turning around to civilian market took time. In both cases two to three years later the economy was prosperous.

Another good data source is the business publication CSCMP’s Supply Chain Quarter 1, 2020 article entitled: “7 Steps to Counter Catastrophe”. If you are a member of CSCMP (Council of Supply Chaim Management Professions) this article can be found for free on the CSCMP website. The article is based on a catastrophe being limited area, not the whole country. It lists publicly available data sources and those data sources might helpt to model how restart might happen.

There is limitation of this article because of its geographic disaster assumption being only in a localize areas. The best approach is to have open and curious mind about how the market is starting up.

Once it is known what the market will look like even on a temporary basis, it is possible to map out flows and bottlenecks. Be prepared that the computer software your firm is using was not designed for country-wide, world-wide shut down like we are experiencing now.

Communication within and without your organization is key. Processes will not be normal. They will need to be explained. You may need help from government leaders to clear bottlenecks. Realize that while your organization is adjusting, so others are also and your organization may need their teamwork in the process also.

Posted in Logistics, Logistics Networking, Management, Supply Chain, Sustainability, Uncategorized | Tagged | Leave a comment
Feb 24

Sustainable Supply Chain Sustainability

How many Hollywood movies have you seen where the businessperson was the good guy? I can only think of one which is “It’s a Wonderful Life”. Many people want to operate an organization responsibly. Unfortunately, there is no help out there for you do from a wingless angel like the movie. So how do you approach this?

I was fortunate to attend a Corporate Social Responsibility panel discussion on February 21 sponsored by the Chicago Roundtable of the Council of Supply Chain Management Professionals (CSCMP). This blog post was inspired by that event. There was outstanding panel of people whose names I want to mention to give the sense of the deep interest in this topic.

  • Brandon Davis CNA Insurance Director of Public Relations and Corporate Social Responsibility Marketing and Distribution
  • Entheran Cousin Chicago Council on Global Afairs Senior Fellow, In her career she spent nearly 8 years as the US ambassador to the UN Agencies for Food and Agriculture in Rome
  • Dr Nezih Altay Professor of Supply Chain Management at DePaul. He has studied and written about humanitarian supply chains.
  • Sarah Iles Chief Ethics & Compliance Officer for Akorn Pharmaceuticals
  • Kenneth Mathieu who is the Vice President for Forensic Services for Charles River Associates was the panel moderator.

It was amazing to hear such a talented panel. They have been in weeds trying to do the stuff to make corporate social responsibility possible and work. My main take away from this event was to be successful in corporate responsibility, one needs to make it sustainable.

Before we get to how to make corporate responsibility sustainable, let’s answer some questions first: What are the acronyms of this process? What is its justification in the business process?

There two acronyms the speakers most often used were:

  • ESR – Environmental Social Responsibility
  • CSR – Corporate Social Responsibility

What are the business benefits of ESR and CSR? I remember what a new plant manager told me when I was discussing safety in the plant. He said when workers adopt procedural safety processes and they see the benefit of process thinking. They put process thinking in practice in work habits and become more efficient. Study after study shows companies with high ESR and CSR ratings make more money, because the processes led to more efficient and cost-effective operation.

Customers’ expectations on corporate responsibility are also increasing. Corporate responsibility can be an asset in the market place.

There is a recruiting benefit. People motivated by values are also motivated workers. I have spoken to millennials and General X and Y people who are looking for a responsible organization to work for.

How does organization make corporate responsibility sustainable as oppose to one which makes disappear on the first bad quarterly statement? Finding ways to measure sustainability is important. Employee and Management incentives must encourage this type of behavior. The processes put in place must have direct measurable benefits. There will be indirect benefits, as the discipline corporate responsibility will improve processes in general.

One more piece of advice. Look at this as a journey. Do not be discouraged by difficult periods. Keep corporate responsibility as one of the things that guide you.

If you do find a wingless angel to help, please put the contact information in LinkedIn. so more of us can use her or him.

Posted in Logistics, Management, Process Management, Supply Chain, Sustainability | Tagged | Leave a comment
Jan 22

Hiring in the Supply Chain

Virtually everybody trying to be hired finds the hiring process extremely frustrating. In the supply chain, those working in this field have heard for decades about breaking silos in the corporation, but yet the hiring process is almost completely transactional. Maybe it is time to rethink this.

The way most corporate hiring process is done is to write a job description. The description will require the candidate to do X number of things, computer literate, be trained in the supply chain, and history of doing such and such.

So yes the job description can be a baseline. However doing all does things in the job description will not make a successful candidate. The successful candidate will need to these things in conjunction with:

  1. Work with people within the organization
  2. Work with people outside the organization
  3. Deal with constant change, be additive in the process and not a determent to it.
  4. Be a person whose actions allow others in the department to perform betteer.

Let me give a sports example what I mean. There are way too many stories of a really good athlete who destroyed his team by being arrested, and not be available for the big games. There are other stories of a person being a great athlete but is terrible for team chemistry, which causes the team to lose games it should have won. This why the job description may be meant by the applicant but that person would be a really bad choice for the job.

So yes it is important to get out of the silo of the job description and looking at job holistically which includes corporate culture and interpersonal dynamics.

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