Professional Documents
Culture Documents
Creating Supply Chain Team
Creating Supply Chain Team
SYNOPSIS
It is being said that this decade is going to be of supply managers who will
work like links of a chain (supply chain) around teeth of a rotating wheel
(business).
The flawless uninterrupted dynamism of the wheel would depend upon the
quality and hardening of links and its synchronization with the wheel
sprockets.
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RESEARCH OBJECTIVES
To evaluate and define ideal model of supply chain organograms across the
industry.
To understand different sub functions under the supply chain and sub
function specific traits/specialization required for the same.
RESEARCH METHODOLOGY
In the initial stage details of traits required for various level and functions of
supply chain would be studied from various references and thereafter a
questionnaire would be prepared and circulated thro e-mail/post to various
supply chain professional across the industry to have the feedback.
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EXPECTED RESULTS
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INTRODUCTION
Research project has been divided into 6 chapters. The brief detailing of
each chapter has been described as follows.
Once we know broadly the skill/trait combination next step is to find out
personality type. Holland’s classification of vocational typology and
personality theory was found to be most appropriate and is used worldwide
as a tool for selecting vocation for students on the basis of their personality.
Dr. John L Holland classified these personality types into six types which he
labeled realistic, investigative, artistic, social, enterprising, and conventional
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Based on that theory differentiations were studied to find what suits the
SCM best at various levels and functions.
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CHAPTER-1
Every job require certain skill set which are combination of individual’s
personality traits, the cultural values and the background , education and
training .The high expectations from the SCM professionals today call for
certain Personal qualities which will strongly influence the his personality
and thus his Work. A few are identified after the personal discussions with
the professionals and readings the articles of renowned supply chain
professionals.
- Integrity
- Intelligence
- Positive Thinking
In any walk of life, positive thinking comes from a positive perception of the
world as well as a positive attitude. This is important for being able to tackle
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- Dedication
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- Power of persuasion
- Flexibility
Working in today’s business environment often calls for fast and clear
decisions which may have to be made at short notice. This requires special
strengths and determination.
- Team skills
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- Leadership qualities
- Creativity
New markets, products and suppliers as well as the need to resolve complex
Problems call for a certain level of creativity in the SCM professional’s
thinking and approaches. Creative new ideas may lead to promising results
where traditional practical thinking possibly might not succeed.
METHODOLOGY
Survey results
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Survey results on skill-sets were divided into four categories as under The
questionnaire was mailed to aprox 200 professionals Reply was received
from 47 respondents as follows:
Departmental Heads 5
Middle managers 13
SCM executives 18
HRD Managers 11
As we can see from table average rating for the most important factor they
have chosen is 9.2 for ethical conduct followed by intelligence (8.8), attitude
(8.8) and analytical skills (8.8) .Least they have chosen is experience with an
average of 5.4.
They have also found ethical conduct at top with average rating of 8.5
followed by intelligence (8.1), attitude (8.0) and analytical skills (8.0) and
knowledge (8.0). They have given better weightage to experience (7.2)
SCM Executives: They have given top score to intelligence (8.5) followed
closely by ethical conduct (8.4). Other factors they have found important
are analytical & dedication with 7.8 each.
HRD Managers: HRD professionals are looking for intelligence factor (8.7)
as most wanted followed by analytical (8.5). They have given fewer score to
dedication (6.4), flexible (6.5) and creative (6.6).
Overall averages are higher for intelligence, Ethical values & being
analytical and are lower for pay driven and experience. The analysis of
survey is given in Annexure 1 A
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QUESTIONAIRRE-1
Please rate following statements on 1-10 scale. 1 being the lowest and 10 the
highest.
3a) Supply chain Professional’s attitude plays most vital role in solving a
SCM problem.
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manager.
CHAPTER-2
Dr. John L Holland suggested that "people can function and develop best
and find job satisfaction in work environments that are compatible with their
personalities. Holland based his theory of personality types on several
assumptions. He classified these personality types into six types which he
labeled realistic, investigative, artistic, social, enterprising, and conventional
(often referred to by the acronym RIASEC). He suggests that the closer the
match of personality to job, the greater the satisfaction.
All types are part of each of us. However, one type is usually evidenced
most strongly. We may even resemble up to three of the types. Holland
developed a hexagon model that illustrates some key concepts: consistency,
differentiation, identity, and congruence.
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teacher
METHODOLOGY
Following were the results of the survey based upon maximum ticks
obtained in personality type . 12 responses were received and plotting of
points revealed the majority in each type in following order.:
Procurement: enterprising
Warehousing/inventory control: conventional
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Logistics/distribution: realistic
Planning / strategy: investigative
Systems/erp: investigative
Questionnaire-2
present or in past)
(present or past)
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Holland, J. L. 1994. SDS: Self-directed search, Form R. Odessa, FL: Psychological Assessment Resources, Inc.
Holland, J. L 1997. Making vocational choices. Odessa, FL: Psychological Assessment Resources, Inc.
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CHAPTER-3
TEMPARAMENTAL PROFILE
People are different from each other, and that no amount of getting after
them is going to change them. Nor is there any reason to change them,
because the differences are probably good, not bad.
People are different in fundamental ways. They want different things; they
have different motives, purposes, aims, values, needs, drives, impulses,
urges. Nothing is more fundamental than that. They believe differently: they
think, cognize, conceptualize, perceive, understand, comprehend, and
cogitate differently. And of course, manners of acting and emoting,
governed as they are by wants and beliefs, follow suit and differ radically
among people.
Differences abound and are not at all difficult to see, if one looks. And it is
precisely these variations in behavior and attitude that trigger in each of us a
common response: Seeing others around us differing from us, we conclude
that these differences in individual behavior are but temporary
manifestations of madness, badness, stupidity, or sickness. In other words,
we rather naturally account for variations in the behavior of others in terms
of flaw and afflictions. Our job, at least for those near us, would seem to be
to correct these flaws
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People can't change form no matter how much and in what manner we
require them to. Form is inherent, ingrained, and indelible. Ask a person to
change form--think or want differently--and you ask the impossible, for it is
the thinking and wanting that is required to change the thinking and wanting.
Form cannot be self-changing.
Jung (1923) disagreed. He said that people are different in fundamental ways
even though they all have the same multitude of instincts (archetypes) to
drive them from within. One instinct is no more important than another.
What is important is our preference for how we "function." Our preference
for a given "function" is characteristic, and so we may be "typed" by this
preference. Thus Jung invented the "function types" or "psychological
types."
At about the same time (the turn of the century) another European
psychiatrist, Kretschmer (1925), said that there are very basic differences in
temperament. We are divided into two opposed temperamental camps, the
"schizoid" and the "cycloid." In saying this Kretschmer was getting at pretty
much what Jung was, although their terminology and emphasis completely
obscured this common ground. Both Jung and Kretschmer were ignored as
far as their typologies were concerned, while those who spoke of sameness
dominated both clinical and lay thought.
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The differences of which Jung and Kretschmer spoke were known long ago.
The Greek Hippocrates (McKinnon, 1944; Roback, 1927) told of four
temperaments, easily recognized as schizoform and cycloform: Sanguine,
Choleric, Phlegmatic, and Melancholic. Many since have proposed basic
differences in personality, temperament, or character, each in turn ignored.
There would seem to be a kind of built-in reason for us to believe we are all
alike. Yet there is so much advantage to thinking of people as different from
each other in valuable ways, why neglect this approach? Typology is no less
and no more "scientific" than the (fruitless) efforts of academic psychology
to handle the problem of human differences. Science, after all, is no more
than careful study, with self-imposed safeguards to keep from presupposing
what one is setting out to prove.
Isabel Myers (1962) must be credited with bringing Jung's typology to life.
Her creation and refinement of a procedure for determining type in
individuals opened the theory of types to research. Her invention, the Myers-
Briggs Type Indicator, made possible the decades of research by Educational
Testing Services (a Research Institute) and the amassing of vast amounts of
information regarding the behavior and attitudes of the types in a wide
variety of enterprises and walks of life. The Myers-Briggs Type indicator
makes the Function Type theory of Jung available and personally significant
to any individual.
Suppose it is so that people differ in the ways that Jung and Kretschmer
believed. Then we do violence to others when we assume their differences to
be flaws and afflictions. In this misunderstanding of others we also diminish
our ability to predict what they will do. Likewise, we cannot even reward
others should we want to, since what is reward to us is a matter of
indifference to the other: "to each his own" is the old saying, now
modernized as "different strokes for different folks." To achieve the intent of
these sayings will take a lot of work in coming to see our differences as
something other than flaws.
The payoff of such work is that you can look at your spouse, for example, as
a different person; someone you don't quite understand, but someone that
you can, with a sense of puzzlement perhaps, gradually come to appreciate.
Similarly, you can gain an appreciation of your offspring, parent, superior,
subordinate, colleague, and friend.
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What is the "temperament," and what relation does it have to character and
personality? There are two sides to personality, one of which is temperament
and the other character. Temperament is a configuration of inclinations,
while character is a configuration of habits. Character is disposition,
temperament pre-disposition.
Thus, for example, horses are predisposed -- born -- to run fast, ants to team-
up, and owls to hunt alone in the dark. Each type of creature, unless
developed in an unfavorable environment, matures with the habit
appropriate to its temperament. We human beings are no exception.
Put another way, our brain is a sort of computer which has temperament for
its hardware and character for its software. The hardware is the physical base
from which character emerges, placing an identifiable fingerprint on each
individual's attitudes and actions. This underlying consistency can be
observed from a very early age -- some features earlier than others -- long
before individual experience or social context (one's particular software) has
had time or occasion to imprint the person. Thus temperament is the inborn
form of human nature; character, the emergent form, which develops
through the interaction of temperament and environment.
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The letter names of the sixteen types ("ENFJ," for example) are based on
four pairs of letters -- E-I, S-N, T-F, and J-P -- that represent the four Jung-
Myers dimensions of personality. Each pair of letters forms a spectrum, and
thus no single letter should be taken as naming a type of person (there are no
"Extraverts" or "Thinkers," etc., as such). A personality is a complex unity
of traits, and these letters merely suggest stronger or weaker tendencies in a
person's overall makeup. The pairs of letters stand for the following
concepts: E = Extroversion I = Introversion S = Sensation N = Intuition T =
Thinking F = Feeling J = Judgment P = Perception
Thus, the Artisans base their self-image on graceful action, bold spirit, and
adaptability to circumstance, these three traits evolving together of necessity.
Artisans are found in many places where the action is, out of total population
they could be between 35% and 40%
They are not only concrete in speech and utilitarian in achieving their goals;
they are also directive and expressive in their social interactions. They have
no hesitation at all in approaching strangers and persuading them to do
something. And others do their bidding, even on slight acquaintance.
They are men and women of action. When someone of this personality is
present, things begin to happen: the lights come on, the music plays, the
game begins. In a sense, they are able to handle people with much the same
skill as crafter handle tools, operate machines, or play musical instruments.
You might say that people are instruments in the Artisans' hands, and that
they "play" them with great artistry.
Life is never dull around them. Witty, clever, and fun, Artisans live life with
a theatrical flourish which makes even the most routine events seem
exciting. Not that they waste much time on routine events. Artisans have a
knack for knowing where the action is. They always seem to have tickets to
the "hot" show or "big" game (or can get them when others can't), and they
usually know the best restaurants, where the headwaiters are likely to call
them by name. To be sure, Artisans have a hearty appetite for the finer
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things of life, the best food, the best wine, expensive cars, and fashionable
clothes. And they are extremely attentive to others and smooth in social
circles, knowing many, many people by name, and knowing how to say just
the right thing to most everyone they meet. None are as socially
sophisticated as Artisans, none as suave and polished-and none such master
manipulators of the people around them.
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There are even more Guardians than Artisans around, at least 40% and as
many as 45% of the population.
Guardians take it upon themselves to arrange for the health and welfare of
those in their care and thus are the great nurturers of established institutions
such as schools, businesses, churches, social clubs, and civic groups.
Wherever they go, Guardians take up the role of social contributor, happily
giving their time and energy to make sure that the needs of others are met,
that traditions are supported and developed, and that social functions are a
success.
In their choice of careers, Guardians may lean toward sales and service
occupations. They have such pleasant, outgoing personalities that they are
far and away the best sales reps, not only regularly winning sales contests,
but earning seniority in any sales group within an organization. Observing
Guardians at work in a sales transaction reveals clearly how this type
personalizes the sale. They are visibly—and honestly—concerned with their
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customer’s welfare, and thus the customer is not simply buying the product,
but is buying personally from the Provider. This same characteristic causes
them to be good in many people-to-people jobs, as teachers, clergy, coaches,
social workers, office receptionists, and so on. Guardians seldom become a
source of irritation in the workplace; on the contrary, they are unflagging in
their devotion to their company, and show such personal loyalty to their
immediate superiors that they make invaluable personal secretaries.
Idealists are sure that friendly cooperation is the best way for people to
achieve their goals. Conflict and confrontation upset them because they
seem to put up angry barriers between people. Idealists dream of creating
harmonious, even caring personal relations, and they have a unique talent
for helping people get along with each other and work together for the
good of all. Such interpersonal harmony might be a romantic ideal, but
then Idealists are incurable romantics who prefer to focus on what might
be, rather than what is. The real, practical world is only a starting place for
Idealists; they believe that life is filled with possibilities waiting to be
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They are proud of themselves in the degree they are empathic in action,
respect themselves in the degree they are benevolent, and feel confident of
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themselves in the degree they are authentic. Idealist types search for their
unique identity, hunger for deep and meaningful relationships, wish for a
little romance each day, trust their intuitive feelings implicitly, aspire for
profundity. This is the "Identity Seeking Personality" -- credulous about the
future, mystical about the past, and their preferred time and place are the
future and the pathway. Educationally they go for the humanities,
avocationally for ethics, and vocationally for personnel work.
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As the organizing capabilities the Rational increase so does their desire to let
others know about whatever has come of their organizational efforts. So they
tend to take up a directive role in their social exchanges. On the other hand
they have less and less desire, if they ever had any, to inform others.
In some cases, Rationals simply find themselves in charge of groups, and are
mystified as to how this happened. But the reason is that Rationals have a
strong natural urge to give structure and direction wherever they are -- to
harness people in the field and to direct them to achieve distant goals. They
resemble .Rationals search more for policy and goals than for regulations
and procedures.
They cannot not build organizations, and cannot not push to implement their
goals. When in charge of an organization, whether in the military, business,
education, or government, Rationals more than any other type desire (and
generally have the ability) to visualize where the organization is going, and
they seem able to communicate that vision to others. Their organizational
and coordinating skills tends to be highly developed, which means that they
are likely to be good at systematizing, ordering priorities, generalizing,
summarizing, at marshalling evidence, and at demonstrating their ideas.
Their ability to organize, however, may be more highly developed than their
ability to analyze, and the.
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doing anything, and people's feelings usually are not sufficient reason. They
prefer decisions to be based on impersonal data, want to work from well
thought-out plans, like to use engineered operations -- and they expect others
to follow suit. They are ever intent on reducing bureaucratic red tape, task
redundancy, and aimless confusion in the workplace, and they are willing to
dismiss employees who cannot get with the program and increase their
efficiency. Although Rationals are tolerant of established procedures, they
can and will abandon any procedure when it can be shown to be ineffective
in accomplishing its goal. Rationals root out and reject ineffectiveness and
inefficiency, and are impatient with repetition of error.
.
REFERENCES AND RESOURCES USED
html version of the file http://nasw.org/users/RobWallace/making_team_work.pdf. Making teamwork work importance diverse
psychological types
Teamwork Work the Importance of Diverse Psychological Types by Robert W. Wallace Posted September 28, 2001 ·
Temperament: The How of Behavior (from The Center of Family and Community Partnerships)
The Practical Importance of Temperament (from bi.com; publisher for The New York Longitudinal Scales and Carey's Temperament
Scales)
The Practical Importance of Temperament (from bi.com; publisher for The New York Longitudinal Scales and Carey's Temperament
Scales)
Different Drummers (a look at temperament from David Keirsey) (from The Keirsey Web Site)
Assessing Temperament in Children and Adults (from bi.com; publisher for The New York Longitudinal Scales and Carey's
Temperament Scales)
Myers Briggs Types- a brief description of the 16 different types as determined by the MBTI.
Myers-Briggs Type Indicator - a skeptic's view of the MBTI, from The Skeptic's Dictionary, by Robert ToddCarroll.
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Association for Psychological Type - train and maintain standards for professionals who use type instruments.
TRI-Network - site of the Type Research Institute, a consulting firm that helps organizations recognize the value of diversity.
Consulting Psychologists Press - publishes the MBTI and other type instruments.
Temperament and Personality - examines insights into the functional organization of the brain systems underlying
CG Jung Page - extensive information, many online articles, and some intriguing links.
A Brief Introduction to C.G. Jung and Analytical Psychology - an introductory article on Jung, analytical Psychology, and Jungian
analysis.
.
Discover Your Personality - take the Myers-Briggs test online
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CHAPTER-4
THE LEADER
The supply chain chief has to interact with the seasoned sales and marketing
personnel from the industry and trade so must have an influencing
personality to make the things happen .
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functional level and is aligned with functional goals and supply chain
strategy.
Ideally the chief Supply Chain officer (CSO) should report directly to the
chief executive officer and even be considered for board status. The
important issue is to make sure that the chief Supply Chain Management
officer should be in next one level from the CEO and has regular access to
him. In a well-run company, you would expect the chief Supply Chain
Management officer also to make presentations at the board level. You
should have scheduled meetings with your chief Supply Chain Management
officer at least quarterly and on-demand access either way as needed.
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CSO should have the capability to look into the future and could predict
with higher level of accuracy that what way the world will move in short,
medium and long run. He is to evaluate the environment and its constraints
and accordingly decide what will work in his organization and what will not
work.
In today’s global economy he is to establish a global supply management
strategy. This will essentially require integration of people, processes,
resources, technology and information across the organiosation to achieve
optimum operational as well as financial performance.
A change manager
Today the systems and technology is changing fast and any CSO has the
responsibility to persuasiveness to sell whatever is required to be change
with time. There is resistance not only from the employees who are used to
work in a particular way for years together but the managements also
sometimes are not updated on latest trends and its gains in future so
unwilling to spend on technologies.
Service Oriented
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Relationship oriented
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When it comes to the personal values and ethical behavior of the leader to
stand tall like a tower. His character should inspire others in the system as a
role model. He should be beyond any doubt. He should not only be doing
right but should look right also. With effective spend management there is
no scope for dubious business practices. We have seen collapse of some of
the major companies (among the world leaders in energy and
communication) in this decade due to unethical behaviour of their leaders.
As written by Ashok Sharma the ethical management of supply chain is not
an optional extra, but an integral part of brand management. A study by
Roman, Hayibar and Agle (Business & Society) examined 51 research
studies done over the past25 years- and found that in 33 cases there was a
positive relationship between ethics and corporate financial performance.
Effective Communicator
One of the preambles for any SCM top boss is he should be excellent in oral
communication although written communication is also important but it can
be substituted by a specialist assistant. Major portion of his time is spent in
interacting with the people
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Team Leader
Essentially the SCM requires scores of personnel with variety of skill sets
for each sub-function as well as level. The skill sets/specialization required
for planners, buyers, warehouse personnel, logistics, distribution and
systems personnel are all different. The leader essentially should have
enough knowledge (if not specialization) of each sub-function.
CSO is not only expected to build and strengthen the team on the basis of
core competencies required for each job but also provide them motivating
environment and impartial reward system where they can give the superior
performance in their respective specializations.
Conclusion
It is not easy to find a person with of all the above ingredients but once
identified internally or externally organizations should ensure to prepare
a performing platform for such individuals. They should be given
adequate resources and appropriate authority to operate efficiently.
Above all the there should be recognition of supply chain as boardroom
function rather than backroom function.
The privilege of leadership - Anthony S Nieves in Supply Chain Management Review May 1, 2005
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CHAPTER-5
TEAM FORMATION
Once the team leader is in place the next job is to form the team.
Team here in SCM can be defined as a Small group of people with broadly
Common goals & complimentary skills.
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The most important aspect of any successful teams is its ability to attract key
players who are committed to the success of the team. These key players
need to demonstrate high levels of ability, leadership, loyalty and integrity.
Identify these key players, and bring them at one platform thro close
interactions, training and competency development
programme designed to equip them with the skills for
demanding SCM roles.
The SCM setup could vary depending upon nature of business and type of
industry. SCM Roles may also vary accordingly. However following are the
five basic SCM roles for any supply chain management to create the core
team.
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The person should fall into enterprising personality type and may be
temperamentally a guardian
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Scope of any supply chain starts from suppliers and ends at customers so
whatever comes in between is part of supply chain be manufacturing or
sales. Core competencies of these function would be different and can be
added in case of integrated approach.
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The next step is to assign the job roles. Job roles are to be
defined and simplified around the ‘core’ activities on the
basis of synergy and similarity of efforts. There could be
several sets of arrangements possible and it is required to
select one with optimum resultant output.
Once job roles are defined set the functional goals in quantitative measurable
terms. The goals should be realistic and achievable with efforts.
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If you want to win, you have to have fun. People don't have fun when they
are losing. They also don't have fun if they are blamed for failures,
backstabbed in communication, or treated poorly. So, eliminate poor
methods of management and replace them with empowering methods of
communication. People will rise to the occasion when you empower them.
How do we empower others? Let them know the expectation, create a sense
of fun, urgency, and doing something special, and then coach them by
letting them know they are believed in, supported, and will be looked after.
Love your employees, it goes against popular human resource opinion, but if
we are to create more abundance, we must create more love. And love is an
action word. What actions do we show? Care? Concern? Do we listen and
know what makes our team want to perform? What are individual needs?
This is also exactly the same what we are taught in Indian or broadly oriental
joint family system where facilitating environment is provided to get
participation/contribution from younger/elderly/sick/less performing
members of family rather than throwing them out as they might be drag on
family resources.
As a leader, one needs to show his own employees that they are part of
something special. If you are a new manager or have an organization where
you want to create a great team, you have these tools to add to your bag of
success.
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Did people fail before you? Is your organization in chaos? This is a good
time for you to implement your program, as people are looking for
leadership in times of chaos. In times of failure, we must learn. In times of
chaos, we must lead. Leaders raise the bar of expectations. Winning is the
objective. Building upon success is usually the strategy. So, find a small
goal, set it, and achieve it at all costs. But raise the bar. The first year, set a
goal for 30% improvement. The second year, raise it again. The third year,
set a goal for 100% success, with 200% effort, and watch your success grow.
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Promote and reward your performing and successful people. It will create
several leaders and would have a cascading effect of harvesting further
success.
For example in the case of successful sales setup. If you wish to achieve
sales success, give each salesperson an equal territory. See which one
performs the best during a test period of time, and you likely have your
nucleus of performers. Or, if the nucleus is established, the way to figure out
who will rise above the pack is to encourage each person equally, and place
them with mentors. Make sure the mentors are informed as to how to
‘coach’ their mentored team mate. The mentors will then let you know if
their team mate will make it, and also help them succeed by teaching them
their own secrets to success. If people do not succeed with mentors, they
might require special handling, but promoting people who repeatedly fail is
not likely to result in success. Learn from failure, promote from wins.
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How many of us who are in their forties and fifties remember importance of
computers and systems taught to us as at that time. Today these technologies
have changed the face of the business be it manufacturing, service industry
or banking.
Promotions and monetary rewards are very important as these increase the
stature and status of an employee. Promoting an employee is sometimes
organizational requirement too so that a performing employee should start
performing at higher platform where his output will add further value to the
organization.
Another powerful reward is recognition apart from the money. If you're not
convinced of this, start ignoring one of your highly paid stars, and watch
what happens. Most managers are aware that employees respond well to
recognition. Great managers refine and extend this insight. They realize that
each employee plays to a slightly different audience. To excel as a leader,
you must be able to match the employee to the audience he values most. One
employee's audience might be his peers; the best way to praise him would be
to stand him up in front of his coworkers and publicly celebrate his
achievement. Another's favorite audience might be you; the most powerful
recognition would be a one-on-one conversation where you tell him quietly
but vividly why he is such a valuable member of the team. Still another
employee might define himself by his expertise; his most prized form of
recognition would be some type of professional or technical award. Yet
another might value feedback only from customers, in which case a picture
of the employee with her best customer or a letter to her from the customer
would be the best form of recognition.
Given how much personal attention it requires, tailoring praise to fit the
person is mostly a manager's responsibility. But organizations can take a cue
from this, too. There's no reason why a large company can't take this
individualized approach to recognition and apply it to every employee. A
person's strengths aren't always on display. Sometimes they require precise
triggering to turn them on. Squeeze the right trigger, and a person will push
himself harder and persevere in the face of resistance. Squeeze the wrong
one, and the person may well shut down. This can be tricky because triggers
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come in myriad and mysterious forms. One employee's trigger might be tied
to the time of day (he is a night owl and his strengths only kick in after 3
PM). Another employee's trigger might be tied to time with you, the boss
(even though he's worked with you for more than five years, he still needs
you to check in with him every day, or he feels he's being ignored). Another
worker's trigger might be just the opposite -- independence (she's only
worked for you for six months, but if you check in with her even once a
week, she feels micromanaged).
Apart from the above steps to create a world class team for supply chain we
also require to identify their needs of training to have an competitive edge in
this era of fast changing technology.
The Human Resource Practices Development (HRPD) by Joan F. Rice, V.P. for Human Resources
Team Technology - articles, exercises, and links on team building using the Myers-Briggs test
.The Journal of Supply Chain Management :A Global Review of Purchasing and Supply
One on One ..An Interview with Kathleen R. Fuller
The Payoff Potential in Supply Chain Management (4/15/1999) Ascet Volume 1 By Frank Quinn, Cahners Communications
Career development Theory "Many things difficult to design prove easy to perform."by Samuel Johnson
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CHAPTER-6
SCM case studies in two different business segments were done in the
process of validation on all the parameters . The names of the companies are
not revealed here and symbols are used for those .The outcome of validation
are as under.
The team forming was done by professional HR consultants and present set
of people were evaluated for their core competencies.Most of them were
found to be suitable for Materials and Stores. Core team was formed of eight
Groups. Three Group Heads were selected from internal persons and
balance positions were filled by bringing experts in the area of Planning,
logistics, coordnation ,stores and commodity buying.
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The SCM leader helped the company to be profitable from loss making unit
by bringing professionalism in the function and cutting the wastes and
inefficiencies by delegating to the performing professionals . The leader
built an excellent team and scored very high on all the parameters. The team
worked well for Five years and set new performance standards in materials
and logistics. The detailing chart for the team formed are given in Annxure
6 A.
N auto Ltd was a medium scale loss making engineering company in the
business segmnt where the market leader(competetor) was making huge
profits due to demand supply gap. It was taken over by a large profit
making company in their efforts to diversify.SCM function was spending
almost three fourth of company,s turnover being a material intensive
business where market fluctuations also played a uncontrollable factor.
SCM leader was a professional skilful manager scoring high on several
counts except ethics and personal values. As the people look towards their
leader for values where the leader was scoring not very high hence not
proved to be a good leader.. The skill/trait detetais of the team are given
in.Annexure 6 B
Also the function was kept low profiled and lacked the support of CEO.It
could be the possible reason of selecting a SCM leader which was at best a
compromise candidate. The team consisted of young and dynamic people as
we can see from Annexure 6 B ,but got entangled in buerocratic delays due
to vested interests in highly polarised pillars of top management, although
The team selected was consisted of best performing professionals most of
them left demoarlised after spending some years ( several of them reached
unprecedeted heights in subsequent jobs).The company made huge losses
and failed and got closed in subsequent years.
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The above examples show how one company was turnaround with the help
of a balanced SCM team and the other although in good business segment
where the competitors were making huge profits failed misreably in lack of
cordinated efforts of SCM and support to the function by top management.
CHAPTER-7
Conclusion
The ultimate objective of the study was to find an ideal SCM team which
was achieved, going step by step starting from the broader traits and skills
of the leader and various sub-functional team members and thereafter going
into their psychometric categories and profiles.
The first step dealt with the skills and traits combination. There was an
excellent paper on The Profile of the Purchasing Function and its Future
Challenges authored by Dr. Joseph VLCEK Secretary General of Euoropian
Centre for research in Purchashing and supply Chain Vienna, Austria which
elaborates extensively Personal qualities and skills of buyers. The contents
mentioned in the paper were used as base material for the the 1st survey to
reach to conclusion that how these qualities are perceived by SCM
stakeholders as well as Human Resource experts in order of preference.
It is widely found that for most nos of SCM personnel the selection of
occupation was either due to somebody’s influence or it was incidental.
While in long term people with personality traits in line with SCM continue
to rise in profession and others either remain stagnant at lower rung or quit.
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However while building the best SCM team it is worthwhile to select the
people having personality traits required in profession. So several topics on
personality vs. occupations were studied. In that respect basic research by
John L Holland on vocational typology and decision on occupation selection
was found to me enlightening. Holland’s theory is used to classify
occupations; the distribution across the six RIASEC categories varies in
relation to the level of cognitive skill and ability required by the occupation.
In other words, occupations differ according to level. G. Gottfredson and
Holland (1996) created a Complexity Rating (Cx) to estimate the cognitive
skill and ability associated with an occupation. Further to go deep into the
personality aspects of various subsets of SCM categories questionnaires
were sent and analyzed to find guidelines towards studying of various kind
of personalities.
In building the team article How to Build a Great Team by Scott Andrews
was about steps to be followed for building a team. He went step by step to
build a core nucleus of key persons first and the build the team around them
with complimentary skill sets. The Dynamics of Team Formation by Robert
W. Wallace was also a good source to understand formation of a team. Dr
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The research paper has slightly gone further to start from the core that is
leader and then goes further building the rings around the core.
The study can also be used to build various application tools by designing
psychological tests and questionnaires to find the trait-skill-temperament
combinations which will be helpful to find and develop employees as per
prescribed parameters or to allocate them responsibilities as per their
competencies.
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