Success in supply chain management has many facets. There's no single path to the top of the career ladder or any one competency that will guarantee success. Instead, like the management of the supply chain itself, career success is a complex proposition. There are many, intertwining components involved—not to mention a few twists and turns along the way.

Executive search consultant David MacEachern lays out the broad competencies he believes are essential for success today. His views are based on placements made recently by his firm as well as interviews conducted with recognized supply chain leaders. One could argue that certain of the competencies cited, like leadership and the ability to think strategically, have been core components of success for some time. But others—in particular, the need to have a global perspective and technology know-how—are newer competencies that reflect the realities of business life in the 21^st century.

One trait that certainly stands out among the folks who have risen to the top is a penchant for taking the initiative. Educators Glenn Richey and Daniel Bachrach relate the story of one supply chain executive who did just that. That individual—his disguised name is Ed Pearson, but he's a real-life manager in a real-life company—implemented an innovative program in his organization that produced remarkable results. Ed got the people closest to the quality problems to take the lead in developing solutions to those problems. And just like Edwards Deming, Tom Peters, and the other quality gurus said would happen, the approach worked!

The ability to develop and manage outside relationships is another critical factor in the success equation. But as Jane Linder of the Accenture Institute points out in her piece, not all outsourcing relationships are created equal. Conventional outsourcing can lead to cost and operational improvements, Linder says, but these are typically incremental and ultimately limited. "Transformational" outsourcing, on the other hand, can produce rapid and sustainable "step-change" improvements throughout the enterprise. In the context of career advancement, it's clear that the supply chain manager who succeeds at such transformation will get noticed.

Reflecting on career success, we often limit our thoughts to the private sector. But don't forget, the biggest supply chain in the world is not run by Wal-Mart or General Motors—it's run by the Department of Defense. And the individual who leads the supply chain for DoD, Air Force General John W. Handy, has obviously done quite well in his chosen profession. In her "Profile in Leadership" column for this issue, Lisa Williams describes the competencies and attitudes that helped General Handy reach the top.

We hope that the insights offered by these and the other authors in this issue will help you reach your career aspirations as well.

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