Multiply your skills, or be left behind

Innovation in supply and demand networks is happening so quickly, that just learning the ‘new thing’ and going back to business is no longer sufficient. It’s not enough for companies, and employees, to learn about the new supply chain network reality, they must create ways to continuously learn, and learn rapidly. We must change our approach to learning – making it both continuous and challenge-based – to create better learners, rather than just better ‘doers’.


By Stephanie Crowe, Senior Director Global Learning & Development, Manhattan Associates

To keep up with today’s supply chain employees must multiply their competencies.  The reality is that supply chain has changed.  It’s not even a “chain” anymore – it’s a network, of suppliers, distributors, facility types, forms of replenishment, cycles of supply, types of demand, the fickle nature of consumers or buyers, and the readiness of information about price, availability and alternatives.  So supply chains have become more complex, and it is changing at an ever-increasing rate.

Teams can no longer specialize in a single silo, and expect to be rewarded for doing well only in their area of expertise.  They must think up the chain, down the chain, and in an integrated fashion across the entire supply and demand network.  How will my actions, processes, decisions and priorities impact this now magnified, super-fast, demand-driven world we now live in?

Productivity of repetitive tasks is no longer the differentiator in the supply chain.  It is the advanced decision-making, how we deal with exceptions, and the judgment that must be used to prioritize the company’s values that is now required to operate a supply and demand network – whether those values include customer satisfaction and responsiveness, environmental sustainability, team (employee) appreciation and engagement, or brand perception, to name a few.

Each operational component of the commerce chain must now be driven seamlessly, requiring a shift from ‘functional silos’ tointeroperable and conceptually aligned end-to-end flexible processes.


But there is one more factor:  employees have also changed.  Depending on the region and industry, 40% of the workforce is now millennials, and by 2017, approximately 70% of the workforce will be.  Millennials learn differently, have different values in terms of how they relate to their work, and therefore demand different management styles and resources of their employers.  In supply chain, integrated knowledge of how the networks operate is locked up in the minds of Boomers and Matures who teach the way they learn – by telling.  Yet, Millennials learn by doing.

So then, what type of new learning and development is required?  Firstly, it’s a new kind of learning.  It’s challenge-based, with real context about the real environment in supply chain.  We use online, interactive, game-based simulations for this because we are a global company with multiple locations.  Similarly valuable learning approaches can include stories, case studies, and examples, that have challenges for the learners to solve in them.

This is the complex decision-making context needed for great supply chain professionals.  In the day-to-day environment, you need real-time, just-in-time performance support which includes quick reference on how to perform tasks.  Finally, the greatest impact comes from aligning each employee, team, location and function across the organization with the metrics and goals, vision and values of the organization – with reinforcement across tactical day-to-day activities, and especially when any organizational or systematic change is being implemented.

What we are seeing is an increased rate of cross-training, knowledge management and knowledge transfer out of the minds of a few long-tenured experts into learning objects, real-time sharing of best practices for continuous improvement, and values- and priorities-driven simulations to challenge the cross-functional thinking, that build a base of how to approach complex supply chain issues in the context of the types of challenges that occur.  This type of learning enablement doesn’t create direct ‘if this, then do this’ responses in employees.  Instead, it creates good decision-makers, who can reference examples they’ve heard, and make good judgment calls when a clear, black-and-white answer, is not readily at hand. It’s a new supply chain-enabled world out there, and it is the cross-trained, context-enabled, integrated decision-makers that will make the difference.