Final Marketing Project on Colgate Palmolive Strategic HR Study of the

							Strategic HR Study of the Supply Chain Sector




                                            1
                   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 Canada’s
  Sector Council Program
     Canadian Logistics Skills Committee

Serge Alexandre, Domtar                             Paul Lobas, ITN Logistics Group
Jim Bergeron, Lafarge Canada Inc.                   Drake MacDonald, SMART Technologies
Don Borsk, Supply Chain Management Inc.             Pierre Massicotte, L'Oréal Canada
John Chipperfield, Bellville Rodair International   Mark Matheson, National Defence Headquarters
Tracy Clayson, In Transit Personnel Inc.            Craig McLean, UPS Supply Chain Solutions
Bryan Cox, Source Medical Corporation               John McMurray, Colgate-Palmolive Canada Inc.
Hanaa El-Alfy, Ontario Ministry of Economic         Al Norrie, SAP Canada Inc.
Development and Trade
                                                    Michel Ravacley, The Hockey Company
Darren Gorman, Transport Canada
                                                    Philippe Richer, Industry Canada
Dwayne Hihn, BAX Global Canada
                                                    Pierre Rodrigue, Gouvernement du Québec
Frances Humphreys, Laurier School of Business
                                                    Derrick Ronayne, The Brick Warehouse LP
& Economics
                                                    Dale Ross, Effem Inc. – retired
Louis Joncas, Thales Avionique Canada Inc.
                                                    Deborah Shaman, HRSDC
Susan Krausz, Humber Institute of Technology
& Advanced Learning                                 Con Taillon, United Farmers of Alberta
Stephan Lauzon, 4L2 Consulting Group                Branko Tosic, Danex Systems Limited
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 Canada’s 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 professional-
  development 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 post-
  secondary 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



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