Strategic HR Study of the Supply Chain Sector

Overview In-depth national study of human resources/skills development requirements in the supply chain sector Initiated through the Lean Logistics Technology Roadmap Research Project Funded by the Government of Canadas Sector Council Program

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 Economic Development and Trade Darren Gorman, Transport Canada Dwayne Hihn, BAX Global Canada Frances Humphreys, Laurier School of Business & Economics 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 LP Dale Ross, Effem Inc. retired Deborah Shaman, HRSDC Con Taillon, United Farmers of Alberta Branko Tosic, Danex Systems Limited

Louis Joncas, Thales Avionique Canada Inc.

Susan Krausz, Humber Institute of Technology & Advanced Learning Stephan Lauzon, 4L2 Consulting Group Philippe Leblanc, Metro Canada Logistics

Steering Committee Supporting Associations

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

Objectives
To understand the importance of the supply chain sector to the Canadian economy, and the critical role played by a skilled workforce in the maintenance and growth of the sector To create a common perspective of the future and to understand the existing and emerging human resource issues of the sector To consider Canadas role in the global industry, analyzing current and future market challenges and their impact on the domestic industry and its workforce Occupational categories: managerial, tactical and operational supply chain occupations were studied

Methodology

Consultant selection Deloitte Consulting Secondary data analysis Primary data collection Four surveys 1,129 participants Employers representing 110,000 supply chain employees Interviews: 31 organizations Focus groups: 50 employees Industry validation roundtables Montreal, Toronto, Calgary Final report Industry action plan

Key Research Findings

The nature of work in the sector is changing as supply chains become more complicated and strategic, and organizations try to manage the full supply chain rather than its individual parts Technology and the resulting information management requirements are identified as key business drivers currently impacting the supply chain function and expected to maintain a presence in the future Only 12% of employees indicate that they currently have the requisite skills to fully employ technology

Key Research Findings

The supply chain workforce in Canada had approximately 630,000 people in 2001 and has grown since then Annual demand for employees is expected to be approximately 86,330 employees Increased demand for: Strategic business managers Supply chain specialists Logistics information systems positions Supply chain-specific customer/client-focused positions

Key Research Findings

66% of employers suggest that higher education with a logistics- or supply chain management-related major is essential when considering new recruits Academic sector indicates an increased demand for supply chain training A wide range of skills education and professionaldevelopment opportunities No clarity as to the criteria to consider in selecting the most appropriate combination of formal education, professional development or certification

Key Research Findings

58% of employers are having difficulty finding people with the required skills Students have limited or no knowledge of most if the current supply chain functions and career opportunities Only 9.7% have full knowledge of warehousing and logistics information functions and career opportunities Only 11% of firms are involved in career awareness activities Relatively few employers had recently implemented any initiatives specifically targeted at attracting and/or retaining supply chain employees

Key Recommendations Nationally focused integrating mechanism/ sector council must be established:
To explore common concerns related to human resource development, and identify possible solutions and implement them To identify the current and future requirements for human resource development that will enable the sector to become more globally competitive To improve the quality of the Canadian supply chain labour force, and to assist firms to be more flexible in meeting changing competitive demands

Key Recommendations
Create an information repository of post-secondary academic programs and industry associations certifications and career option information Develop a marketing strategy to provide web-based access and promotion for learners and career changers Encourage more effective co-ordination between postsecondary academic institutions and industry Better educate and promote the sector to those making career and education decisions

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 project steering committees

Access to Final Report

Visit www.logistics-skills.org
Contact CLSC:
416-648-3413 coordinator@logistics-skills.org