Mar
8
How To Develop Training Plans For Your Supply Chain Staff
Filed Under Blog | Comments Off on How To Develop Training Plans For Your Supply Chain Staff
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.
Mar
8
Is It Possible To Be Too Tough On Your Suppliers?
Filed Under Blog | Comments Off on Is It Possible To Be Too Tough On Your Suppliers?
For many supply chain personnel – the answer to this question is easy! – Not only is it possible to be too tough on your suppliers; it is actually quite easy to be too tough with your suppliers! The relationship between customer and supplier is often vicarious – in that whilst it is one that should be mutually beneficial, business issues often unforeseen can stretch that partnership to the limit.
One of the key tasks for supply chain personnel is to ensure stability for material flow. Establishing a reasonable working relationship to facilitate this whilst it wont manufacture parts for you, will help establish a framework in which to operate and one that provides for both parties.
One of the key areas of ‘robust management techniques’ often relates to price and contract negotiation. Old school procurement thought that if you screw your supplier to the lowest price you were getting a good deal. Clearly the supplier has to be motivated to deliver an effective service and where profits are minimal and risk is high – it’s unsurprising that issues (often in terms of quality and delivery) can occur.
What’s important is to strike a balance in the relationship – the supplier needs to be allowed to succeed – by creating a situation in which you constantly demand then you are likely to introduce problems. For example I’m sure that we’ve all placed demands on suppliers due to pressure in our own business in terms of:
• Inappropriate lead times
• Price reductions
• Re-priorities
• Drastic short term change to agreements/relationship
There are real advantages to having a productive relationship with suppliers. Avoiding roles of subordinates but instead utilizing suppliers as a partner can foster collaboration and ensure effectiveness.
Wrapping the relationship within the terms of a formal agreement that encompass business requirements, performance measurement and issue resolution is key. Given that the emphasis is now to have a relationship that is based on respect and rust, the obligations contained in the contract that exists provide the framework on which the relationship can develop. But the obligations not only have to be met by the supplier but by the customer too. Remember that the supplier can only function based on the information it has at its disposal.
Where there are problems in delivering requirement either through quality, missed delivery schedules or other quantifiable problems then clearly appropriate measured action needs to be taken. Effectiveness can be improved through establishing ground rules either for improvement activities or exit strategies where issues necessitate. Simply picking up the phone, however, and barking orders at the supplier is unlikely to deliver results over the longterm.
Relationships that are mutually beneficial, of which is typical of a supplier/buyer relationship, do not get anywhere if one party is too tough (or overly lenient) on the other. It may even be worth looking at the relationship between customer and supplier as being one that is a bit like a marriage or partnership. It needs to be respectful and effective or else there is little hope that it will manage to survive for any length of time.