Current surveys indicate that there is a gap between the desire to keep and sustain talented employees and the attainment of that goal. Logistic companies agree that sustaining talent is critical in the success of the internal business process.
The success of the business activities and developments, project results, and internal systems depend on the professionalism and talents that are managing these processes.
Moreover, logistic companies keep high levels of professionalism and talent to attain increased management of the organization resources, sustain and meet the client needs and predict future demand (Burnson 26).
While these might be the ultimate goal for logistics firms, Cottrill and James assert that human resources management within these organizations has not managed to hire the right people 8. In other words, there is a disconnect between the organization goals and the people hired.
Supply and chain management companies must look for people who are skilled, efficient and effective in managing the organization core competencies and functions (Cottrill and James 12).
Within the context of the wider supply chain process, these core functions include shipping and haulage management, storekeeping, stock management, and reverse supply chain management.
Talented and professional employees are those people who can complete their given tasks at the same time deliberating on the incessant practical advancements of the company internal processes.
Also, experienced and talented professionals have a wide scope of skills in haulage redesign, which is the core competency within the logistics process (Burnson 26).
Researches indicate that logistics companies reward greater talents and professionalism simply because of the challenging tasks their positions demand and the increased competencies they add to the companies.
Besides, the supply and chain processes in most companies are complex and encompassing, covering almost every stage of the business processes. Therefore, its effectiveness and efficient manner in which it is handled is critical for the success of the business.
Generally, effective procurement helps the businesses reduce costs and help the business identify those products that satisfy the customer needs (Cottrill and James 12).
In other words, those components finally making quality products that satisfy the need of customers originate from the supply and chain management process. Procurement managers have the responsibility of identifying the best supplier that would provide quality components.
Besides, the purchasing and supply department must focus on sourcing for material components that are less costly, of the best quality and ensure timely delivery.
Essentially, effective purchasing of supplies and distribution of products and services will enable the firm to reduce costs, maintain quality and reduce risk to its supply chain. The success of all these will depend on the competencies of the supply chain managers.
Moreover, the suppliers’ capabilities help the company attain its competitive advantage by producing products that add value to its customers.
Besides, effective cost management and sourcing for the right components have a greater influence on the quality of services being provided or the final products the company offers to its customers.
In essence, most companies are looking for effective ways through which they can add to the number of components or parts of their products or services to give more attention to the area of their interest and competence (Burnson 27).
In essence, this will improve on the quality of their services and products that in effect will increase their competitive advantage. The success of all these relies on the quality and talent in the supply chain departments.
Generally, the purchasing and supply managers must be people of quality standards in terms of business management skills, sound rational, interpersonal skills, and be able to communicate efficiently at every stage in the business.
Works Cited
Burnson,Patrick.”Logistics Management 27th Annual Salary Survey: Ready to move up.” Logistics Management and Supply Chain Management Review, 27.5 (2011): 23-28. Print.
Cottrill, Ken and James Rice. “Supply Chain Talent Management: Addressing the HR Disconnect.” MIT White Paper, 5.2 (2012): 1-24. Print.