It’s not that long ago when the job of a Supply Chain Manager was largely unknown as the collective function responsible for management of many key activities involved in bringing a product to market.
In the past organizations had an often disjointed mix of Warehousing, Transport, Procurement, Planning, Operations etc with each seen as a specific stand-alone function and in some cases reporting to very different departments or managers. This was the norm until a more holistic approach to Supply Chain eventually became the trend.
One of the best things to have happened for Supply Chain in recent years was arguably the beginning of the global financial crisis when organizations had no choice but look inwardly at cost saving initiatives without causing too much disruption to their business in general.
The Supply Chain Superstars were born…
Once organizations adopted this approach and put in place their Supply Chain leaders they were soon presented with a high level view of all “Supply Chain” activities bringing (in some cases) immediate cost savings and efficiency improvements whilst highlighting other areas where further cost savings and efficiency improvements could be made given more time and focus.
Now seen as one of the most important strategic business functions any company could have, Supply Chain finally took its rightful place in the boardroom, and we haven’t looked back!
A Supply Chain supported by clever software systems and automation, as well as practices and methodology such as Kaizen, and Lean 6 Sigma etc won’t work though unless the combined efforts of all the people involved in the chain actually make it work.
Back we go to “The People Supply Chain” this is where the HR Hero’s come in!
When all of the above can only be driven by people why do we still see many companies with their HR departments purely viewed as an admin function, we see more and more HR business partner titles but are those HR professionals really being brought in as strategic partners to the business, or are they just paper shufflers?
Are they involved in shaping the strategic and operational focus of the company? Are the HR processes, procedures and the overall talent management strategy aligned with the company’s overall vision and strategy.
Has that other empty seat in the boardroom been filled by a Chief HR Officer yet?
Leading organizations have developed all-encompassing talent management strategies which provide support and development throughout the whole employment life cycle of its employees whilst aligning perfectly with the strategic direction of the company.
The era of the CHRO’s and the CSCO’s is upon us!
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