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Supply Chain Skills Crisis
A Reality Check
Ingrid du Buisson (TETA) & Tonya Lamb (SAPICS)
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What’s the Problem….
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Supply chain skills crisis
The Perfect Storm A chance or rare combination of individual elements,
circumstances, or events that together form a disastrous, catastrophic, or extremely unpleasant problem or difficulty.
It’s not coming, its here!
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Business is different – think Global
We want Experience
Brain Drain – jumping Ship
Demand Exceeds supply
Supply
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Demand
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Around when SCM was born
Transference of knowledge and skill
Bridging the changes between the old and
new
Train and equip future leaders
30% are
at retirement age
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Changing Job Requirements
Constantly Evolving & Changing
profession
Expansion of Skills Sets
Rapid introduction
of new Technologies
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Entry
20% Senior Management 5%
Middle Management
60%
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Academic Shortage
What Skills do we need
Fit for purpose
What does
industry want
Change is slow
“We want your help, we just
don’t want you to tell us what
to teach”
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It’s not all doom and
gloom, there is some light
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Coaching & Mentoring
In house training
Succession planning & Talent
Pooling
Youth Development
Rotational programs
Learning is about seeing, feeling
and experiencing and not just
about books and theory –
BLOK$CM & The Fresh Connection
Keep your Supply Chain Toolkit well stocked with the
right tools.
Certifications
P
Sourcing
Manufacturing
Reverse Logistics
Warehousing
Retail
Logistics Operations
(National/Cross Border &
International)
Compliance (Regulations/Legislation)
Infrastructure (Ports/Pipelines
/Road –Rail Network / Air)
Industry Applied
Competence
Procurement
Research &
Funding
Supply Chain
Enabler
International Trade
Supply Chain
Enablers
International Trade
Professionalization Interim Supply Chain Management Council (Oversight / Coordinating” Role)
Supply Chain Management Professional Body (Professional Designations)
SAAFF CILT CIPS National Treasury
CSCM ICS Ports?
TETA AQP for SCM (QP Agreements with all
Professional Bodies & Associations
Supply Chain Practitioner (NQF Level 5) Supply Chain Officer (NQF Level 6) Supply Chain Manager (NQF Level 7) Supply Chain Executive (NQF Level 8 & 9)
Workplace Approval Curriculum Development Material Development
QCTO Provider Accreditation Accreditation of Assessment Centres
Learner
Professional Designation
Learner Certification
Professional/Global Standards Summative Assessments Professional Designation
Collaborates with Industry Professional Bodies (QP MOU’s)
Facilitates Qualification Development
Provides Framework Workplace Approvals Discretionary Grant
Funding
Registration of Qualifications Accreditation of Providers Accreditation of Assessment Centres
Professionally Designated Employees Industry meeting global and professional standards Meet the SCM Council Requirements (Treasury Regulations)
Professionalization Interim Supply Chain Management Council
Professional /Industry Bodies
TETA
Providers
Public & Private Sector
Employees
60% of South Africa’s Imports / Exports
pass through the port of Durban;
This port has 58 berths;
Approximately 50 000 people are
employed
by the port and its related business;
Over 80 million tons of cargo are
handled at t
this port per annum;
(Source: Transnet National Ports
Authority)
Lets thinks about this for a
moment?
What capacity and skills do these 50 000 people have
or require?
Do the ports have the appropriate
skills for optimised performance?
How do the current
performances of port terminals
impact our economic supply
chains?
ANALOGY OF THE IMPORTANCE OF A “COMPONENT” WITHIN THE “SYSTEM OF SUPPLY CHAIN MANAGEMENT: PORT OF
DURBAN
Lets think about this for a moment, again!
• A Supply Chain is a “system” made up of components or “sub systems”;
• Each “sub system” has an impact on the “whole”, therefore if one applies the systems thinking approach, all
components within the Supply Chain should be integrated – your Supply Chain is only as effective and efficient as its
weakest “sub system” or component;
• Systems thinking can be defined as a holistic approach to analysis that focuses on the way that a system's constituent
parts interrelate and how systems work over time and within the context of larger systems.
What is the solution to integrating Ports operations into the broader supply chains of the economy?
• Define the occupations currently within Ports Operations;
• Define the future occupational requirements for Ports Operations;
• Research impact of technology and systems changes within the environments of Port Operation integration;
• Partnerships and collaborations are encouraged with all partners within Supply Chain Management & International Logistics;
HOW DO WE DO THIS?
TETA SKILLS DEVELOPMENT FRAMEWORK TO SUPPORT SUPPLY CHAIN MANAGEMENT
HIGHLIGHTS:
• In consultation with Industry, the career path and framework for Supply Chain
Management (International & National Logistics) has been developed;
• Research was conducted to identify the relevant skills need in the industry;
• Based on the needs identified, TETA applied to the QCTO (Quality Council for Trade &
Occupations) to obtain status as the AQP (Assessment Quality Partner) for to TETA;
• TETA revised the occupation and developed associated occupational qualification for
Supply Chain Practitioner (NQF Level 5); 7 (seven) learnerships are currently registered for
various specializations within this occupation and against this qualification;
• TETA to provide support & mechanisms for industry to review current Supply Chain
Management occupational qualifications at NQF Level 6 & 7;
• TETA to provide support for industry to develop associated learning material to enable
implementation of training and development along the career path framework;
• To enable the above, TETA will enter into multiple Assessment Quality Partnerships with various Supply
Chain Management related industries (associations and or professional bodies) to ensure relevance,
quality and assessments (examinations) of occupational qualifications and material developed; Currently
TETA has MOU’s in place with Dept. National Treasury and Dept. Trade & Industry relating to the
specializations; Transnet Ports Authority perhaps?
• International benchmarking of all development is imperative to ensure global competiveness of our
industries;
• Partnerships recommended to be developed between Industry, Universities and other HET institutions
for the delivery of the work integrated learning required within an occupational qualification;
Forwarding & Clearing Career and Learning Path Options
Ea
rly C
are
er
Ca
ree
r P
ea
k
Mid
dle
Ca
ree
r
Exe
cu
tiv
e
Pro
fess
ion
al
Ma
na
ge
ria
l En
try
Chief Operating Officer
Sales Director Customs Director
Forwarding Director
Sales Executive Customs
Executive Forwarding Executive
Business Dev Manager
Customs General
Manager
Forwarding General
Manager
Key Account Manager
Customs Manager
Forwarding Manager
Sales / Estimator
Customs Supervisor
Forwarding Supervisor
Sales Coordinator
Customs Controller
Forwarding Controller
Sa
les
/ Fi
na
nc
e /
HR
/ IT
/ R
isk
Sales Administrator
Customs Clerk Forwarding
Clerk
F & C Sales Customs Clearing
Forwarding Operations
Allied / Functional Processes
Employment Equity Occupational Levels
Qualifications
NQF Level
Junior OFO 2015 33310
Middle OFO 2015 33310
Senior OFO
Generic Leadership 2015 13240
Top Management Directors Board Members 2015 1121
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5
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8
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NQF 2 International Trade NQF 3 Freight Forwarding & Customs Compliance NQF 4 Freight Forwarding & Customs Compliance NQF 5 Freight Forwarding & Customs Compliance NQF 7 Customs Compliance Manager
Transport Logistics Operations Career & Learning Path Options
Ea
rly C
are
er
Ca
ree
r P
ea
k
Mid
dle
Ca
ree
r
Exe
cu
tiv
e
Pro
fess
ion
al
Ma
na
ge
ria
l En
try
Chief Operating Officer Operations
Ops/Logistics Director/Exec / Snr Ops Managers
Regional Exec Ops GM
GM Branch
Manager/
Ops Manager /
Regional Ops
Manager
Branch Manager/
Ops Manager /
Regional Ops
Manager
Regional Exec Ops GM Warehouse
Facility
Branch Manager/
Ops Manager
Branch Manager/
Ops Manager In-house Manager
Distribution
Manager
Senior Ops
Supervisor
Ops Sup / Team
Leader / Channel
Manager/ Ops
Officer
In-house Supervisor Distribution
Supervisor
Data Capturer /
Ops Assist/Admin
Support
In-house Controller Warehouse Team
Leader
Courier Sorter / Scanners / Checkers
In-house Clerk Service Agent
NB
C C
od
es
Van Assistants /
Crewmen
General Worker/
Loader/ Packer
General
Worker/Picker
Packer
Picker/Packer
Operations External
Warehousing Production
Employment Equity Occupational Levels
Qualification NQF Level
Junior OFO Code 2015 333905
Middle OFO Code 2015 333905
Senior OFO Code 2015 132401
Top Management Directors Board Members 2015 112101
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6
5
7
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NQF 7 B Com SCM
NQF 5 SCM Learnership; Freight Handling Diploma;
Generic Management ;
NQF 4 Generic Management;
NQF3 NC Freight Handling Diploma; NC Road Transport,
NC Professional Driving
NQF 1 GETC Transport Operations
Ops Sup / Team
Leader / Channel
Manager/ Ops
Officer
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Operations Internal
Supply Chain Management
NQF Level 5 (QCTO)
Material Dev
Supply Chain
Practitioner
Supply Chain Management
NQF Level 6 (QCTO) Material to be
developed
Supply Chain Management
NQF Level 7 (QCTO) Material to be
developed
Supply Chain Officer
Supply Chain Manager
Supply Chain Management NQF Level 8/9
(Qual Still to be developed)
Supply Chain
Executive
Updated on OFO
Current OFO: Procurement
Officer
Current OFO: Supply &
Distribution’s
Manager
Current OFO: None
Supply Chain Management (Generalist) - Specialisations
OFO Code descriptions to be revised and updated to accommodate
specializations
Multiple Assessment Quality Partnerships to address various
specialisations
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We need to collaborate, share and work together - It’s in all our best interests, to not only develop the profession by ensuring that we build capacity and skills in our existing supply chain professionals but also develop a pipeline of new and up and coming talent. If we’re going to face the talent crisis head on and shift our way of thinking, supply chain education needs to aspire to greatness.