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17 May 2013 The Changing Face of Outplacement by Diana Westlake
3 May 2013
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10 October 2012
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30 May 2012
12 July 2012 Would your team win gold? by Laura Oliver
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5 April 2012
14 May 2012 Don't Cut Corners on Job Analysis by Jerome Bull
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30 March 2012
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5 January 2012
18 November 2011 Women on the Board by John Dodd
9 November 2011 Collaborative Leadership by John Milsom
8 November 2011
10 October 2011 Does coaching make you too risky? by John Milsom
7 October 2011 Transparency with Candidates by John Milsom
5 October 2011
13 September 2011 Blinkers off - recruiting from other sectors by Jerome Bull
13 September 2011 Diversity - Make it work for your Board by John Dodd
23 August 2011
19 August 2011 The Future of Leadership by John Milsom
19 July 2011 The Fall of Rebekah Brooks by Melissa Davis
15 July 2011
11 July 2011 Brainpower Vital - Supply Chain Professionals by Keith Miller
17 June 2011 Becoming an NED - Look Before You Leap by Mike Spurr
15 June 2011
1 June 2011 New Media in Recruitment by Ian Richardson
27 May 2011 Adopting Commercial Values by Laurence Jackson
17 May 2011
15 February 2011 Psychological Assessment by Stuart O'Reilly
10 February 2011 Survival Leadership by John Milsom
7 February 2011
19 January 2011 Come Home, All is Forgiven by Keith Miller
12 January 2011 Standing Out From The Crowd by Jerome Bull
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28 October 2010 Hard, Soft or About Right? by Stuart O'Reilly
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11 October 2010
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Brainpower Vital - Supply Chain Professionals
Wickland Westcott has undertaken a number of global supply chain assignments over the last three years. The demand for supply chain executives is a clear indication of the function’s importance to business performance. Over the last two quarters, however, we have identified a subtle shift in thinking concerning the key priorities and challenges in such roles.
We define supply chain as the end to end process from design, SIOP through manufacturing/processing to delivery to customer. The trends we are seeing are as follows:
- Weathering the storm of the global financial crisis has been the focus of over the last three years. The best supply chain executives are able to demonstrate significant cost-down initiatives, bringing leaner practices into play resulting in measurable efficiency improvements.
- Unpredictability of customer demand has been a key challenge. Unlike previous post-recession recoveries it is as yet hard to detect a steadying of growth and demand trends. There are few signs of any consistency emerging, and managing this ambiguity will continue to differentiate the best executives from the also-rans.
- Volatility of raw material and other input prices adds further complexity to the mix, as does recent political instability in economies that are major raw material and energy producers, or are regarded as good low-cost production options.
- Increased pressure from global competition, combined with more stringent regulatory compliance in certain territories is a further dilemma.
- Although the global recession has shifted some emphasis onto the commercials and away from green considerations, there is an expectation that environmental concerns will again rise up the priority list in the near future.
- Product and service quality, and speed of response, continue to be the primary commercial drivers for businesses. Supply chain executives who have taken progressive steps to align their systems and processes with customer and market demands have been smart. Those that have packaged and represented these changes in a way that enables their commercial function to use them as a source of competitive advantage have been smarter still.
- A few companies are beginning to talk about Business Winning and Order Fulfilment as the two main ‘Super Functions’ of the future, whereby the supply chain and operations functions will merge to form the Order Fulfilment component. Those executives that are open to such changes, and have clear ideas about how to initiate and embed such cross-functional collaboration are at the leading edge.
In summary, the growing complexity of the issues surrounding supply chain management requires an increasing level of intellectual rigour. More than ever before, a wide range of functional and commercial considerations now underpin successful supply chain execution. Executives with these talents can be found, but you need to look in the right places, talk their language, and promise them a voice in the strategic and commercial debates.