Help wanted: Supply chain talent with a unique set of skills

When it comes to finding the right talent to meet rapidly shifting supply chain needs, an agile mindset and end-to-end vision are becoming top priorities — but companies are having difficulty finding people who fit the bill. 

According to a recent Korn Ferry study, 57% of respondents indicated challenges finding talent with “end-to-end supply chain knowledge.” Additionally, almost 80% of supply chain executives are looking for those with an “agile mindset,” which Korn Ferry experts say is a “non-traditional skill now required for this sector.”

Here, we’ll take a look at study results, what other experts are saying about similar challenges, and strategies to better ensure the right mix of supply chain talent within your ranks.

Korn Ferry 2023 Supply Chain Talent Study

Noting that the post-pandemic supply chain has largely recovered from the unique disruptions experienced at the height of that crisis, a summary of the Korn Ferry report says the adjustments made to achieve greater resilience have created new challenges when it comes to supply chain talent. 

“The industry has shifted so much that there isn’t a lineage of people with the skill sets to fill new roles,” says Melissa Hadhazy, a senior client partner in the global industrial practice at Korn Ferry who was cited in the summary. 

In addition to end-to-end supply chain knowledge and an agile mindset, study results revealed that 61% of supply chain leaders are also looking for candidates with expertise in communication, and 57% are seeking talent with team building or organizational design experience. 

“The results underscore how supply chain leaders are struggling to find talent with the diverse skill sets needed in today’s environment,” the summary says. “In fact, many of the roles and skills companies are having a hard time filling are among supply chain’s most critical.”

In addition to those previously mentioned, supply chain leaders are also struggling to find individuals with transformation experience (43%) — as well as data analysis and reporting capabilities (41%). Additionally, over 40% of those surveyed also reported “digital engagement gaps among middle, senior and executive management.”

Citing Hadhazy, the report summary notes the “move from siloed supply chain systems to more networked models, coupled with consumer demand for more insight into sustainability and social impact, requires soft skills that were not previously asked of supply chain leaders,” including “collaboration, communication, [and] the ability to work through ambiguity…”

Looking beyond the traditional

Korn Ferry says that since companies can’t count exclusively on internal training and development to fill talent gaps, nearly 60% of supply chain executives are looking beyond the industry for those with “relevant” skills, and 62% are looking “outside the function” for future supply chain leaders. 

An Executive Summary of the report describes related dynamics.

“Companies are looking inside and outside of the supply chain industry for new hires and are investing in the career pipeline of internal employees,” Korn Ferry experts say, noting that traditional career architectures are being altered by new supply chain roles, which underscores the need for supply chain talent to be “adaptable and agile.”

Additional key points within the Executive Summary include:

• A strong company culture is vital for attracting and retaining talent — as well as supporting supply chain resilience

• A team approach is growing in importance — “especially as the supply chain moves toward end-to-end solutions and digital integration”

• Organizations are investing in technology “to increase collaboration and visibility”

• Digital engagement gaps exist among “upper-level employees” and must be addressed

• Relationships within organizations and with “operating partners” are increasingly important due to a “networked model with increased collaboration”

“Key insights and takeaways from Korn Ferry’s 2023 Supply Chain Talent Study indicate organizations must prioritize supply chain talent initiatives and investments,” the Executive Summary says. “Attracting and developing talent is vital, especially as organizations work to meet the changing needs of today’s dynamic and rapidly evolving supply chain.”

The study examines six critical areas:

• Talent momentum

• Culture drivers

• Innovation, digitization and mobility

• Integration, visibility and relationships

• ESG in supply chain

• Consumerization

To learn more, please access the full report. 

The growing imperative for end-to-end knowledge

Kearney experts agree that possessing end-to-end knowledge is a growing priority within the supply chain skillset.  

“Pretty soon — and it’s happening already — supply chain leaders will need talent with strong end-to-end knowledge and cross-functional capabilities,” they write in a recent Supply Chain Dive article. “That’s because supply chains are rapidly transforming to meet their companies’ needs for resilience in a tumultuous world. …”

Referring to today’s operations management as a “complex web of interconnected processes and patchwork fixes” to keep supply chains moving, they underscore efficiency in this context as a make-or-break factor in organizational success. 

Additionally, they describe the potential losses that occur when the traditional supply chain processes of planning, sourcing, manufacturing, and distribution operate in silos instead of within a collaborative and coordinated framework. Such losses include:

• Duplicative efforts and delayed time to market due to “misaligned priorities between product management and supply chain planning teams”

• Shortages and overages due to “incompatible planning and production schedules”

• Unsatisfactory customer results due to “siloed manufacturing and delivery metrics”  

• Reduced savings due to “different cost goals between procurement and manufacturing” 

“These weaknesses stem from not only isolated supply chain functions, but also a lack of people with the ability to spot what’s happening and its impact,” the Kearney experts write. “That’s where end-to-end thinking, complemented by cross-functional skills, can make a huge difference.” 

Emphasizing the fact that expertise in traditional supply chain areas is still crucial, they also underscore the significant value of end-to-end vision: “…the ability to see, think and act end to end supports areas that supply chains are becoming more responsible for, including just-in-case resilience, an optimized network and a cohesive supply-chain business unit strategy.”

Underscoring the continued importance of “functional leaders,” the experts say they must be supplemented by “end-to-end thinkers.” They recommend an 80/20 ratio within the supply chain team and say the latter will play a “more strategic role” that focuses on collaboration and building connections to increase value. 

“In the end, the end-to-end view shows how work drives or loses value at each step in the process, leading to better coordination,” the Kearney experts say. 

5 ways to find the right supply chain talent

In a separate post for Supply Chain Dive, these same experts outline five strategies that can help supply chain leaders hire the talent they need:

• Upskill frontline managers to embrace the end-to-end mindset

• Build technical competence and instill a culture of curiosity

• Rethink the capabilities you are hiring for, going beyond the typical supply chain set

• Look outside of the traditional supply chain talent pool when hiring

• Value those who can lead with influence

“New hires will probably look different from typical hires in the past, given these changing job requirements,” they write. “Ideally, they’ll come in with a willingness to learn new skills and work closely with people within and beyond the supply chain — all valuable qualities that will shine in this new era.”