How to Find, Maintain, and Motivate Top Talent

This is an excerpt of the original article. It was written for the May-June 2013 edition of Supply Chain Management Review. The full article is available to current subscribers.

May-June 2013

While supply chain planning based on end-user demand has been applied in the B2B arena for decades, it is only now becoming practical in retail channels. But as distribution resource planning tools and techniques emerge, trading partners can now coordinate their supply chain as if only one company were managing it—effectively connecting the consumer to the factory.

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Business leaders have long recognized that talented staff members are the true horsepower propelling their operations. Industrialist Andrew Carnegie once observed, “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.”

One of the greatest challenges for chief procurement officers, directors, and managers continues to be how to attract, develop, and retain top-performing supply chain talent. This challenge has long been recognized, of course, but it has attracted renewed attention in recent years in several studies and surveys performed by supply management research groups, trade associations, and consulting firms.1

To meet this challenge, many of the supply chain executives with whom my colleagues and I consult are re-orienting their business priorities to focus greater attention upon the human resources they manage. In this article, we’ll explore some of the techniques that innovative SCM leaders are using to recruit, motivate, and retain top performers.

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