Presentation Transcript

1. The Shippers’ Voice Seminars at Multimodal
2. Recruiting, training and staff retention in the supply chain Chaired by Larry Woelk, International & Business Development Director, BiS HendersonMick Jackson, CEO, Skills for LogisticsDavid Wilson, HR Development Manager, PD PortsChris Malyon, Director of Sales and Marketing, DSV Road LtdProfessor David B. Grant, Professor of Logistics and Director, Logistics Institute, University of Hull Dorothea Carvalho, Director of Professional Development, Chartered Institute of Logistics and TransportWill Chandler, General Manager Minworth Distribution Centre, Kraft Foods Europe Procurement GmbH – UK Branch

3. A CAREERIN THE SUPPLY CHAIN

   Larry Woelk International Director BiS Henderson www.bis-henderson.com
4. ProFDavid B. GrantProfessor of Logistics, Hull UniversityDorothea CarvalhoDirector of Professional Development, CILTMick JacksonCEO, Skills for LogisticsDavid WilsonHR Development Manager, PD PortsChris MalyonDirector of Sales and Marketing, DSVWill ChandlerG M Minworth D C, Kraft Foods Europe Larry Woelk International Director BiS Henderson www.bis-henderson.com
5. The Shippers’ Voice Seminars at Multimodal
6. Employee Training And Development within PD Teesport David Wilson Human Resources Development Manager, PD Ports
7. Company Overview
8. Historical Overview 1992 - 2004
9. Safety Passport Initiative Safety Passport Alliance (SPA) – Safety Passport for the Ports industry NVQ 2 Health and Safety in the Workplace Unique method of delivery: Participants had to implement what they had learned in the classroom as they would be assessed in the workplace as part of the NVQ2 Re-assessed every 3 years – opportunity to revisit and ensure skills/knowledge are current
10. Dock Operator NVQ 2 Modules selected to create a bespoke qualification dependent on area of operation namely: Bulks/General Services Unitised Confirms competence of employee against a national standard Provides a framework to establish required training interventions All internal training programmes developed to train employees to operate cranes and plant in line with RTITB standards
11. ILM Management Development Programme ILM Level 2 Certificate in Team Leading ILM Level 3 Certificate in First Line Management ILM Level 5 Certificate in Management Bespoke intervention developed with Middlesbrough College with Port related examples to anchor the learning
12. Foundation Degree – Leadership and Management Port specific Foundation Degree Master Class method of delivery - 2 days in the classroom every 6 weeks University Lecturer – Theoretical input Functional Director – Practical application with specific PD Ports examples Opportunity to complete full degree through ‘top up’ process
13. Dock Operator Apprenticeship Provide a career opportunity for the long term unemployed, or those who have never worked, who would not normally be considered through the normal recruitment process due to their lack of skills, knowledge and experience Apprentices recruited from local community Company specific pre-employment programme to prepare candidates for the world of work Post-employment apprenticeship framework lasting 18 months to ensure retention of participants on the programme 13 commenced apprenticeship programme in November 2011 – all 13 remain with the business
14. Outcomes Customers are now seeking information on staff training and development as part of the due diligence process Provide career pathway for our employees Improved communication between departments A management team who utilise modern management tools and techniques to more effectively manage their people, budgets and resources Improved morale – employees feel valued, some have never achieved any formal qualifications Provide opportunity for those who may have not had an opportunity in the past to enter the world of work
15. The Shippers’ Voice Seminars at Multimodal

16. Logistics and SCM:Let’s make this sector sexy...!

    Professor David B. GrantDirector, Logistics Institute
17. How many people are needed in logistics and SCM? The sector currently employs some 1.55m employees across almost 193k companies However, 76% of employees are male with 44% over 45 and only 9% under 25 Further, the UK Commission for Employment and Skills Working Futures 2010-2020 report indicates that we will need an additional 844,000 workers by 2017: 170k managers, 132k customer services, and 107k transport and machine operatives.
18. So, where can we find the people we need now and in the future? From every sector of education School - Opportunity to use apprenticeship structure to attract school leavers College - Cost of university education will lead to some very strong candidates seeking alternative education to prepare for work. University - Economic situation and growing realisation of the importance of logistics will assist recruitment From other industries – utilising people who have transferable skills
19. But, why can’t we currently attract them? There is a lack of recognition and an image problem as noted in an FTA member’s survey in the FTA/pwc’sThe Logistics Report 2011 Respondents’ perceptions about the government’s understanding of the role of logistics/SCM in the economy Respondents’ perceptions about the public’s understanding of the role of logistics/SCM in the economy
20. What do we need to do? We need to: Educate government, schools, teachers and society in general about the importance of logistics and SCM to the economy, i.e. £75 billion in GDP Look to include logistics on the school syllabus in areas such as geography and business studies Need to be honest and do things to make the industry more attractive to Generation Y in terms of training, work patterns, and remuneration In short, we need to “sex up the sector” and “share the love of logistics” as UPS suggests: Birmingham Karaoke
21. The Shippers’ Voice Seminars at Multimodal

22. Bringing Supply Chains to life

    Dr Mick Jackson
23. Manufacture Reverse Logistics Port & Terminal Logistics Wholesale Wholesale Consumer Retail Procurement & Sourcing Consumption Supply Chains Virtual flow of goods Global Shipping DomesticShipping Physical flow of goods
24. The Logistics Skills Mix Customer Service, Communication, Working with People Facilitating Change Literacy, Numeracy Language Functional & Behavioural Skills Logistics Craft Skills Supply Chain Specific Skills Driving Warehousing Traffic Office (Fleet Mgt) Commercial Moving International Trade And Logistics Supply Chain Management Mail Services Wholesaling Logistics Operations e.g. Food Temperature Regimes Cold store working Food Handling
25. Supply Chains for UK plc
26. Supply Chain Operations Management Management Operations Supply Chain Managing Self and Personal Skills Providing Direction Facilitating Change Working with People Using Resources Achieving Results Supply Chain Strategy Planning Procurement Specify supply criteria Analyse supply chain performance Monitor performance Getting the goods in Getting the goods out Managing global supply chains Managing environmental issues and compliance Collaboration within & between supply chains
27. The Shippers’ Voice Seminars at Multimodal
28. Supply Chain Manager as Superhero Ref: Lauren Bossers 21/01/11
29. Image Low profile, high fence Not glamorous even boring Low paid, dead end Seen as a technical job It’s not a job for women
30. Hot Jobs “2011’s hottest job you never thought of” Fortune Magazine 27 December 2010 Perceptions not changed, reality has! Rare combination of soft and hard skills Sophisticated technical skills, high level diplomacy, thrive on problem solving and ambiguity
31. What can employers do to recruit? Say “yes we can” – links with careers sites; agree to provide profiles for careers sites Put profiles of interesting people and posts from your staff on your own websites Market supply chain profession as one of choice
32. What can employers do to retain? Train to retain Develop both technical and soft skills Develop clear routes for progression for supply chain personnel Recogniseand reward the value of supply chain manager super heroes bring to your organisation
33. Supply Chain Manager as Superhero
34. The Shippers’ Voice Seminars at Multimodal
35. Global Transport and Logistics Training and Staff Retention in the Supply Chain
36. Graduate Recruitment August 2011 12 Graduates recruited as Sales Executives Started September 2011 began 4 month training process 10 – DSV Road 2 – DSV Solutions
37. Pareto Law Founded in 1995 Turnover of £9.4 million in 2010 / growth of 44% on last year Part of Randstad – 2nd largest HR solutions group globally Experience - placed over 17,000 sales graduates In excess of 7,000 applications per month Rigorous assessment process Sales specific
38. DSV Sales Academy 8 - 2 Day Modules Internal Trainers External Trainers Pricing to Win Profitable New Business Booking Meetings Products, Traffics & Competitor Positioning Building Client Relationships Business Economics & Finance Objection Handling Selling with Implementation Plans &SOP’s Reading Client Buying Signals Client Development Plans Negotiation Techniques Logistics Concepts & Terminology Client Needs Analysis Payment Terms & Invoicing Relationship Building Techniques Selling Value Added Services Selling Benefits versus Features Taking Control of Drop-Out & Early Churn Closing Techniques Understanding the Client’s Buying Process Managing Price Increases Supply Chain Analysis Presentation Skills Pipeline Management Insurance, ADR & Health & Safety
39. Apprentices South London Business Grimsby Institute £130 Salary to Apprentice per week £160 Cost to DSV per week 9 month Approximate NVQ cost of £6,250 NVQ – Customer Service level 2
40. Apprentices – Implementation Since February 2011 Current Status DSV Road – 13 14 – Apprentices DSV Air & Sea – 5 4 – Employed Full Time (3 in Road, 1 in Air & Sea) DSV Solutions – 3 6 - Resigned DSV Commercials – 3 Total – 24 Total – 18 currently at DSV Positions held Customer Service Operator Customer Development Operator Planning Operations Receptionist Administration Warehouse Operator
41. The Shippers’ Voice Seminars at Multimodal

42. Working in the Supply Chain

    2nd May 2012 Will Chandler
43. My Experiences so far Joined the Cadbury Supply Chain Graduate Scheme in 2006 Spent 14 months on the scheme, performed four very different roles: Export and Licensing Forecast Manager Customer Services Manager – Export Accounts Shift Manager – Minworth Distribution Centre Customer Services Manager – Cadbury Ireland Took first permanent role in Demand Management in Sept 2007 Worked in a number of Demand Management roles Became General Manager of Minworth Distribution Centre in July 2010 Current role has overall responsibility for the Health & Safety, Customer Service and Cost performance of a heavily unionised site with 150 people and an annual budget of £9.5M
44. Recruitment into the Supply Chain Variety of roles on offer Reading around the different graduate schemes on offer, the sheer variety of roles within Supply Chain was a major selling point to me, no two people’s experiences were the same This is part of the problem! My belief is that the breadth and variety within the Supply Chain is both a key strength and a key challenge when recruiting into the function Other sectors are much easier to describe in broad and general terms Some require specific qualifications which need to be worked towards during higher education Supply Chain attracts the generalist, the ‘Jack of all trades’, not people who have their heart set on working in the Supply Chain
45. Retention in the Supply Chain Since I joined in 2006, all other Supply Chain graduates have left the business! Started own business Business consultancy Investment banking Only one has moved into a Supply Chain role in another company Why is retention such an issue? Is it a side effect of the generalist people who are attracted to the Supply Chain in the first place? Why am I constantly being advised to work in another function? Even within my organisation the Supply Chain is not seen as a career choice Are Supply Chains still seen as subservient to the commercial side of the business? Is there a perception that commercial knowledge is necessary in order to deliver the business requirements of the Supply Chain?
46. Why am I still in there? There are two distinct ‘sides’ to working in the Supply Chain Firstly there is the understanding and management of the key Supply Chain processes: S&OP Cycles Demand Planning & Demand Management Logistics Planning Secondly, look at virtually any organisation and you will find that the Supply Chain has more people in it that any other function: Achieving through people is a huge part of working in the Supply Chain My warehouse employs 150 people, it is them that need to deliver these theories and processes! The combination of the intellectual and practical challenges within the Supply Chain is still the key selling point to me

47. Let’s Talk

    Larry Woelk International Director BiS Henderson www.bis-henderson.com
48. The Shippers’ Voice Seminars at Multimodal