Supply Chain Management is “hot”!

According to Fortune (on, a shortage of qualified supply chain managers makes it "2011's hottest job you never thought of".  Which is a double-edged compliment of course; who is to say that the reader never considered it as a career? It's not exactly an obscure role, you might have thought.

But it's good that it is featured so positively as a key business role.  The report goes on to explain how successful professionals have to combine 'soft' and 'hard' skills to be successful.

A new MIT white paper, ominously entitled "Are You Prepared for the Supply Chain Talent Crisis?," bears that out. Supply chain managers need sophisticated tech skills, sure, but they also have to be adept at "high-order diplomacy," expert at general business strategy and problem solving, and able to "thrive in ambiguity," the study says.

We'll take a look at that MIT paper as well and come back to it if there's anything of significant  interest... But in the meantime, if you've got the right skills, better get ready for being a ' hot property' in the 2011 job market!

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Voices (3)

  1. hassan iftikhar:

    Lets not forget that supply chain as a profession is still in its youth stage.Presently,we need to concentrate at the progress being made to earn due recognition in the professional market and not what we have achieved.I am optimistic that time is not far away when this profession will be leading the business not because we want it but for its very dynamic presence and involvement in all facets of the business.

  2. Philip Orumwense:

    … and yet Supply Chain managers have not quite made it to the Executive Boards yet! is it really that important I ask? In some private sector companies and definitely within the UK Public Sector – Supply Chain managers continues to play second fiddle to the Finance Directors to whom they largely report. It is paradoxically annoying especially when Finance managers are merely bean counters and the reall value add to Businesses and organisations are largely derived from the structure and management of their supply chains.

    It is doubly quixotic when one considers that a large proportion of the over all enterprise spend is managed by supply chain professionals within these firms and if Cox’s power paradigm is any thing to go by, ultimate accountability backed with a strategic seat at the top table must go some way at creating the appropriate leverage that is required to ensure that even more value can be so appropriated.

    I guess this is another fad – supposedly coming out of those American Business Schools – Harvard, Yale etc whose proteges in spite of their academic brilliance and HBR journal articles failed to forecast the economic downturn and the rate and ferocity of the number of foreclosures in the US Housing market.

    If Supply Chain as described is where to be right now – why are our leaders not on the Executive Boards?


    Philip Orumwense

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