Concentration of Supply Chain Talent Makes Small U.S. Cities More Attractive

This is an excerpt of the original article. It was written for the July/August 2015 edition of Supply Chain Management Review. The full article is available to current subscribers.

July/August 2015

When it comes to career development, supply chain managers have to execute a bit of jiu jitsu. They’re charged with nding and developing the next generation of talent while simultaneously advancing their own careers in a eld that is often overlooked by senior management. The biggest challenge of all is getting their agenda in front of the Board at a time when supply chain operations are more critical than ever to an organization’s success, but still largely invisible compared to sales, marketing, and product development. Remember: It’s your career—and your supply chain. We hope this month’s issue will help you make the most of both.

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While the glamour cities of New York, Boston, Los Angeles, and San Francisco may continue to attract the best and the brightest, a new generation of supply chain professionals may find that “second tier” urban centers in this country are becoming increasingly popular with Fortune 500 companies.

According to new research from The Hackett Group, Inc., scores of mid-size U.S. cities and outlying suburbs now represent viable alternatives to offshore locations as well.

Researchers say this is particularly true for companies keen to consolidate finance, IT, and other global business operations. The diminishing gap in labor costs, combined with factors such as lower turnover rates, greater business knowledge, proximity to customers and headquarters, and state tax incentives makes this proposition even more alluring.

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