What is the State of the Discipline in Supply Chain Talent? Part II

In our last post, we discussed the conclusions drawn by AMR in their survey of 198 organizations to assess the state of the supply chain management discipline, identify key requirements to support a demand-driven curriculum, and construct the first functional talent attribute model (which can be downloaded from the Supply Chain Council). Today we’re going to discuss their new talent “model”.

“Model” is in quotes because I don’t know if “model” is the name for an intersection of seven (7) “functional” talent stations across four (4) “enabler” talent stations supported by three intersecting “networks”. Myself, I’d be tempted to go with “mess”. Take a look for yourself (and select the thumbnail to enlarge).

AMR Talent Model
Now, I’m sure you’re saying “this doesn’t look too bad”, and it doesn’t, until you dive into the sub-attributes, as compiled from respondents. Then you get:

Function Sub-Attributes
NPDL
  • NPD Planning & Logistics Execution
  • Cross-Functional Collaboration w/ Ongoing Sales & Operations
  • Demand & Capacity Planning
  • Network Design
  • Make-vs-Buy Sourcing Decisions
Plan
  • Demand Management
  • Inventory Planning & Optimization
  • Sales & Operations Planning
  • Capacity Management
  • Modeling / What-If Scenarios
Source
  • Sourcing Strategies & Plans
  • Total Cost Analysis
  • Supplier Selection & Development
  • Supplier Collaboration
  • Relationship Management
  • Negotiating & Contracting
  • Risk Management
Make
  • Materials Management
  • Production & Inventory Control
  • Master Production Scheduling
  • Process Control
  • Product Conversion
  • Quality Management
Deliver
  • Transportation – Strategic & Operational
  • Logistics Planning & Control
  • Warehousing – Strategic & Operational
  • Third Party or Outsource Management
  • Delivery Management
  • Inventory Management & Control
Customer Management
  • Relationship Management
  • Order Management
  • Customer Service

… and you wonder what happened to Post Sales Support, but you also get:

Enabler Sub-Attributes
Governance
  • Organizational Planning
  • Business Controls
  • Risk Management
  • Training
  • Fundamental Governmental Controls
Strategy & Change Management
  • Best Practice Analysis & Benchmarking
  • Change Management Techniques
  • Global Manufacturing & Distribution
  • Management Dashboards & Metrics
  • Life-cycle Management Strategy
  • Process Integration
  • Globalization
Performance Measurement & Analytics
  • Development of Dashboards
  • Hierarchy of Performance Measures
  • Presentation & Reporting
  • Ad-Hoc Analysis
Technology Enablement
  • Planning & Execution System Management, Selection & Implementation
  • New Technology Adoption
  • Enterprise Resource Planning System Management
  • IT Communications with Suppliers & Customers
  • Statistical Analysis Tools
  • EDI

And although all of this (and much more) is necessary, I think a layered model, that separates supply chain functions from supply chain technology, and that allows users to dive in on different areas of expertise, is needed – because not everyone needs to acquire such a broad understanding (and this is important because not everyone will be able to). Maybe something similar to what The Logistics Institute, which breaks the state of affairs down into a strategic view and process flow, is proposing.

Strategic View Process Flow
Although it’s arguable as to which model is more complete, the model from The Logistics Institute is easier to understand, and right now, I think that’s key.