The important thing to recognize about developing training plans for your supply chain staff is that there is no ‘catch all’ approach. Personnel all have different roles to play requiring different skills and different development plans. Whilst roles will have some ‘common areas’ (Ethics for example) most will have specific requirements necessitating careful thought and planning regarding both on the job and classroom based development.
It is important to think about training plans being something that is under constant review, they are not something that once created sits in a desk. This is a document used to drive an activity and therefore requires constant appraisal.

The first task is to review the role itself – for example that of a “buyer”. The role should be broken down into its various parts for example these may include

• Must be able to carry out supplier selection
• Must comply with corporate ethics policy
• Must record all purchase orders on ERP system

Once each element has been identified you should consider how you can assess effective execution of the task. By capturing each requirement within a specific job function and being able to assess how effective someone is in carrying it out you can then assess the individual’s training requirements/needs.

Training plans should also look at the individuals strengths and weaknesses. Historically some managers have sent all their supply chain staff to the same training simply because the training was geared towards supply chain staff. Yet if the training wasn’t particularly relevant to an individual or even to a small section of individuals then instead of enhancing the knowledge and skills base of the individual or section, it will have been a fruitless exercise. That is why it is necessary to offer training in according with need rather than simply because it has to be done.

The training plan should be written in conjunction with the individual. They may be able to suggest areas where they have been weaker and it can help if you look through their appraisal or review to ensure that any areas where training was highlighted as potentially being beneficial are included within the training plan. If the employee’s appraisal or review is not used to form the foundation for the training plan, then the two will be separate and neither will assist the other in terms of ensuring that any weaknesses in terms of performance are addressed through training.

The training plan should be subject to periodic review, at least annually. Reviewing the training plan can ensure that you do not ignore or forget requirements and ensure that any required training has been undertaken.

Consider for each function establishing a training matrix. A training matrix can not only assist in indentifying need but can act as a visual aid in planning training and assessing competencies over a team of people rather than just a specific individual.

Training can be an important facilitator of efficiency and effectiveness and a record of exactly how staff were trained and what investment was made in their performance is a key tool.

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