Logistics skills and competencies for supply chain managment

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

RESEARCH METHODS: SURVEYS AND CASES

In this study, surveys and case studies are used as complementary methods. The surveys enable quantitative assessment of the importance of 45 context-independent SCM skill areas, with generally-accepted definitions. On the other hand, case studies provide for richer understanding of skills and context-dependent competencies. While surveys yield quantitative analysis of a limited set of variables across many observations, case studies involve qualitative, in-depth analysis of a small set of cases (Ellram 1996). Both methods focus on contemporary events beyond the researcher's control, but only case studies capture a "real-life" context in depth. The ability of surveys to investigate the context is quite limited (Yin 1994).

SURVEYS

Design

In their recent CLM-sponsored study of careers in logistics, Gibson, Gibson, and Rutner (1998) identified the following categories of universal logistics management skills: people, analytical, communication, and computer skills (1998). Flexibility is yet another skill category. These skill categories are not truly mutually exclusive, e.g., computer technology can be used to enhance communication between people. Of course, if communication skills are lacking, computer technology can erode effective communication in an instant (Cottrill 2000). People skills include teamwork, leadership, conflict management, facilitation (of meetings), and negotiation. Analytical skills involve quantitative and statistical skills, critical reasoning, and problem solving. Among the critical communication skills are writing, speaking/presenting, and listening. Finally, computer skills include database, spreadsheet, software, and programming skills. Other specific skills discussed by Gibson, Gibson, and Rutner pertain to technical knowledge of logistics issues and techniques (e.g., JIT, DRP) and managerial ability (such as project management, ability to organize and prioritize, etc.).

Earlier, Murphy and Poist (1991) asked a group of logistics "headhunters" to rate the importance of 83 skills/knowledge items for senior-level logistics executives. The 83 items were classified into three sets: business skills (33 items), logistics skills (18 items), and management skills (32 items). Only "business" and "management" skills are of relevance to the current study, since the "logistics" skills pertain to relative importance of specific logistics activities, e.g., transportation, customer service, warehousing, etc. Among the business skills/knowledge, Murphy and Poist found business ethics to be of great importance and foreign languages of little importance. Many of their "business skills" (such as purchasing, finance, production, and marketing) fall under cross-functional awareness or knowledge. Personal integrity was the top-rated management skill. Additional management skills of great importance included effective oral and written communication, and the abilities to motivate, plan, organize, delegate, manage time, negotiate, adapt to change, persuade, listen, and train subordinates.