Logistics skills and competencies for supply chain managment

Journal of Business Logistics, 2001 by Gammelgaard, Britta, Larson, Paul D

Outsourcing implies downsizing, and Copacino (1997) urges logistics managers to consider several skill-building actions. First, logisticians must develop skills relevant to today's market. They must also work hard to keep current, enhance computer fluency, and get/stay networked. Third-party logistics (3PL) providers are competing with shippers for good people; competition for talent with technological knowledge is fierce (Richardson 1997). Indeed, lack of in-house expertise seems to be holding up the implementation of logistics technology. In discussing Canada's talent pool gap in logistics and SCM, Chow (1998, p. 17) suggests that "future employers will seek a new breed of logistics practitioner, who can analyze data and solve problems as part of a team." According to Minahan (1998), a supply chain manager needs to: be a team player, know everyone's business (across functions and organizations), and become an information expert. Pilnick and Gabel (1998a) observe that "end users (of enterprise systems) often become intimidated by technology and confused by the acronyms and jargon." They suggest four key skill sets for management of systems projects: project management, change management, business process improvement, and IT system development.

The logistics trade press discusses more key skills for today's logistics manager, including: negotiation (Karrass 1997) and creativity (Richardson 1998). In addition to creativity, Melbin (1997) mentions the following critical skills: networking, strong knowledge base, analytical, decision making, computer, and people skills. Young (1998, p. 27) asserts: "the pool of skilled employees is drying up," and argues that the following skills are now vital: IT, good grasp of the industry, and ability to tap into a company's culture. Other authors amplify the growing importance of organizational culture awareness (Pilnick and Gabel 1998b).

Johnson et al. (1999) suggest today's logistics manager must be both a technical expert and a generalist. They present the case of Dow Chemical, which seeks strong human relations and communications skills, cross-functional awareness, and the ability to make decisions quickly and independently. Johnson et al. also cite a 1996 Ohio State survey which found firms need people with microcomputer skills (spreadsheet, database, graphics, Internet, etc.) and technical knowledge of DRP, MRP, EDI, bar-coding, etc.

Le May et al. (1999) identify job training needs of supply chain managers. These needs are dominated by interpersonal skills (e.g., communication and meeting facilitation), cross-functional knowledge, and office equipment skills. They also suggest supply chain managers should be able to apply project management techniques, organize and coordinate meetings, conduct training, and use decision-making skills. Stank, Poist, and Murphy (1998) focus on the development of personal skills, such as assertiveness, passion, grooming, and dress. According to Bradley (1999), although "logistics grads are in demand," 42% of logistics professionals say those graduates are not adequately prepared.