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May-June 2013
While supply chain planning based on end-user demand has been applied in the B2B arena for decades, it is only now becoming practical in retail channels. But as distribution resource planning tools and techniques emerge, trading partners can now coordinate their supply chain as if only one company were managing it—effectively connecting the consumer to the factory. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
Business leaders have long recognized that talented staff members are the true horsepower propelling their operations. Industrialist Andrew Carnegie once observed, “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.”
One of the greatest challenges for chief procurement officers, directors, and managers continues to be how to attract, develop, and retain top-performing supply chain talent. This challenge has long been recognized, of course, but it has attracted renewed attention in recent years in several studies and surveys performed by supply management research groups, trade associations, and consulting firms.1
To meet this challenge, many of the supply chain executives with whom my colleagues and I consult are re-orienting their business priorities to focus greater attention upon the human resources they manage. In this article, we’ll explore some of the techniques that innovative SCM leaders are using to recruit, motivate, and retain top performers.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
May-June 2013
While supply chain planning based on end-user demand has been applied in the B2B arena for decades, it is only now becoming practical in retail channels. But as distribution resource planning tools and techniques… Browse this issue archive. Access your online digital edition. Download a PDF file of the May-June 2013 issue. |
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Business leaders have long recognized that talented staff members are the true horsepower propelling their operations. Industrialist Andrew Carnegie once observed, “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.”
One of the greatest challenges for chief procurement officers, directors, and managers continues to be how to attract, develop, and retain top-performing supply chain talent. This challenge has long been recognized, of course, but it has attracted renewed attention in recent years in several studies and surveys performed by supply management research groups, trade associations, and consulting firms.1
To meet this challenge, many of the supply chain executives with whom my colleagues and I consult are re-orienting their business priorities to focus greater attention upon the human resources they manage. In this article, we’ll explore some of the techniques that innovative SCM leaders are using to recruit, motivate, and retain top performers.
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Sarah Petrie, Executive Managing Editor, Peerless Media
I am the executive managing editor of two business-to-business magazines. I run the day-to-day activities of the magazines and their Websites. I am responsible for schedules, editing, and production of those books. I also assist in the editing and copy editing responsibilities of a third magazine and handle the editing and production of custom publishing projects. Additionally, I have past experience in university-level teaching and marketing writing.
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