"Each of these practices is used by at least a third and in some cases more than half of supply chain leaders," Deloitte notes.
For example, consider the use of use of "multi-focus area competency models." As the phrase implies, this relates to the practice of competency modeling, or determining what competencies are necessary for successfully performing a given job or role. Instead of pigeonholing managers into roles with generic models associated with them, a "multi-focus area" approach allows competency models to be tailored to reflect the often idiosyncratic nature of jobs in times of disruptive change.
"Naturally this requires a greater degree of sophistication in human resources management - and a deeper conviction that talent development deserves the additional effort," Deloitte observes, noting the practice is used extensively at 47% of supply chain leaders, but only 10% of supply chain followers.
Even the practice firms are pursuing most actively - increasing diversity - is used extensively by only 17% of companies.
"As a profession, supply chain management finds itself in something of a crisis," the report concludes. "Just as it is gaining stature within enterprises, many organizations are confronting critical shortfalls of talent. Years of headcount reduction, training budget cuts, and the retirement of highly skilled individuals have hollowed out the ranks of veteran professionals."
In a decade when baby boomers will retire in droves, supply chain organizations will need to raise their game in recruiting, among other more advanced talent management practices, the report says.
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