by Jennifer Hart Yim | Jun 4, 2018 | Blog, Content Marketing, Current Events, Logistics, Manufacturing & Distribution, Marketing, Supply Chain
3-D printing opens up new revenue opportunities for supply chain, helping companies meet demand in real time, manage inventory without limiting products they offer, and increase lead time.
This article is part of a series of articles written by MBA students and graduates from the University of New Hampshire Peter T. Paul College of Business and Economics.
Spring has finally arrived in New England. However, with spring comes every vehicle’s most dreaded enemy, the pothole! My coworker Will recently fell victim to one such nemesis. His part-sourcing saga has me wondering how soon the narrative may change.
On what started as a normal morning, Will soon found himself calling a tow truck to get his car to the shop and a coworker to get himself to work. An unavoidable pothole caused one of his ball joints to fail, and limping anywhere was not an option. The silver lining of the day was that his very accommodating mechanic agreed that Will could source his own parts.
A sourcing saga ensued.
The layers of research he had to do was frustrating. Which manufacturers make the quality of product he wants? Then which distributors can provide him the quantity he needs when he needs them at the best price?
This meant calls to local auto part stores, price checking against online distributors, verifying brands & model numbers, accounting for lead times, stockouts, shipping and handling fees to determine how to get the best total value of quality, cost, and delivery.
Complex decisions like this are common in many sourcing scenarios.
But does it have to be?
What if distributors could better manage their inventory without limiting the products that they offer or increasing the lead times to their customers?
With 3-D printing, that may soon be attainable.
Rather than holding inventory from various manufacturers, a distributor could have license agreements with manufacturers to print parts on demand.
Revolutionary though this sounds, it’s not an unfamiliar model. Not so long ago, buying music meant going to a physical store to purchase or order an album. Now streaming services have license agreements with record companies to meet consumer demand in real time.
Jay Leno has been 3-D printing parts for his fleet of classic cars for nearly a decade. He admitted that initially the costs were prohibitive for most people. However now that 3-D printers are available at a wide range of price points, it is becoming more economical to print products on demand.
Printing parts with low inventory turns on demand would reduce inventory costs within the entire supply chain, having a positive impact on a company’s bottom line. High-value, low-volume parts like those of late model vehicles are the perfect candidates. In fact, BMW, Porsche, and Mercedes-Benz Trucks have begun 3-D printing spare parts older models and freight trucks.
3-D printing and logistics
The next logical progression to reduce overall supply chain cost is to move production as close to the customer as possible. Logistics companies are positioning themselves to be ready to integrate into this production model.
Both UPS and DHL have recognized the potential for end-of runway 3-D print capabilities and local 3-D “print shops.” UPS has partnered with SAP and Fast Radius to launch its On-Demand 3D Printing Manufacturing Network, which leverages 3-D printing technology, analytics and UPS’s global network to execute production at the location where capacity and logistics are optimum.
This summer, BMW Motorrad will provide spare-part printing capability directly to customers with BMW Motorrad iParts, a mobile 3-D printer designed to travel with you on the back of your BMW Motorrad motorcycle. Customers will use a mobile app to download a part file from the cloud-based library and print parts on the go. Although limited by the size of the printer, Motorrad rides will be able to replace small parts in nearly any location. Customers can even preload files so, no matter where they are — the side of a mountain or the middle of a desert — they can make spare parts.
These companies are not alone in seeing the value of 3-D printing on the go. Amazon made headlines when it first filed for a patent on a 3-D printing delivery truck. That patent was granted at the beginning of this year. Although a launch plan has not been announced, a major player with that capability is a definite catalyst for more innovation at the intersection of 3-D printing and logistics.
The future
[bctt tweet=”It’s clear that logistics and inventory management will not look the same 10 years from now. The question is: when and where it will be economical to print parts on demand?” username=”Fronetics”]
It’s clear that change is coming, logistics and inventory management will not look the same 10 years from now. The question is: when and where it will be economical to print parts on demand? Will it be at an end-of-runway distribution center, a local multipurpose 3-D printing shop, or on-site at repair shops? Will AAA be able to print a new ball joint in a roadside truck and change it out like it was no different than the services they offer for tires and battery today? I can’t wait to find out.
In the meantime, Will had to deal with today’s sourcing options. After many phone calls, dozens of emails, and multiple carpools to work, his car is back on the road. And he believes he got four new ball joints at a good value.
About the author
Ruth DeMott is a quality engineer at Pratt & Whitney currently pursuing an MBA at the University of New Hampshire. She holds a BS in Industrial Engineering from Worcester Polytechnic Institute (class of 2010). She has held roles of increasing responsibility in the manufacturing and quality engineering departments since joining Pratt upon completion of her undergraduate degree. She is involved in the New Hampshire Youth Rugby program, enjoys traveling, putting things together, and spending time with friends and family.
Related posts:
by Jennifer Hart Yim | May 30, 2018 | Blog, Content Marketing, Logistics, Marketing, Supply Chain
Larger societal changes are affecting the way companies are planning their Supply Chains of the future. Here are the five biggest fallacies in supply chain management right now.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
Lots of things are happening in Supply Chain Management. The field is becoming more digital, with end-to-end planning and blockchain technologies transforming the way products are coming to market. It’s becoming more strategic, as companies integrate their Supply Chains and use them as a source of competitive advantage – instead of just a back-office function. Larger societal changes are affecting the way companies are planning their Supply Chains of the future – everything from the looming arrival of driverless cars, to consumers’ demands that companies be more socially responsible.
We’ve written about quite a few of these topics ourselves. They’re exciting. They’re impactful on business. And – most relevant for us at Argentus as a recruitment company – they’re changing the talent picture by transforming the skills that Supply Chain professionals need to succeed.
[bctt tweet=”A new article in Forbes, “The Biggest Supply Chain Fallacies,” by Supply Chain researcher and beat writer Steve Banker, challenges a few of the assumptions underlying current supply chain management trends.” username=”Fronetics”]
A new article in Forbes, “The Biggest Supply Chain Fallacies,” by Supply Chain researcher and beat writer Steve Banker, challenges a few of the assumptions underlying these trends, and calls out some of the conventional wisdom that’s taken hold in the field.
We wanted to take the opportunity to discuss and respond to some of Mr. Banker’s points (because who doesn’t love a little bit of controversy?) as well as to throw it to our readers for further discussion. Whether you agree or disagree with some of Mr. Banker’s arguments, they’re thought provoking to say the least.
So here are the biggest fallacies he sees in the field right now, as well as our thoughts:
Fallacy 1: Blockchain will make everything traceable in Supply Chains, leading to greater supplier transparency.
We’ve covered Blockchain quite a bit in recent months. In short, companies are using Blockchain’s distributed ledgers to form a public record of where goods come from, allowing consumers to trace goods in the supply chain. The goal is to make the origin of goods more transparent, allowing companies to prove that goods haven’t come from workers under abuse or unsustainable sources.
Why This Might Be a Fallacy: According to Banker, Blockchain doesn’t solve the “garbage in, garbage out” problem that goes along with big data. His point: if a supplier lies about the provenance of a good at the point of origin – say, a farmer pretending beef is grass fed if it’s not – it doesn’t matter how transparent the Supply Chain is from that point forward. He says that Blockchain won’t eliminate the need for other kinds of certification in the Supply Chain, and we tend to agree – but does that mean it won’t be useful? No.
Fallacy 2: Corporate Social Responsbility initiatives improve a companies financial performance.
We’ve touched on Corporate Social Responsibility (or CSR) when discussing the annual Top 25 Supply Chains list with Gartner’s Michael Massetti. More companies are raising expectations of environmental sustainability. Some massive companies have pledged to eliminate excess waste in their supply chains entirely in the coming years, and there’s a lot of talk that sustainability helps the bottom line by improving sales and lowering costs (e.g. fuel).
Why This Might Be a Fallacy: Banker points out that companies shouldn’t assume that CSR efforts will necessarily improve sustainability. In his eyes, they’re good for society – but they have less financial benefit in business-to-business-selling industries (where customers won’t pay a premium for sustainable goods) and developing economies.
Fallacy 3: There’s a shortage of truck drivers – a threat to the Supply Chain stability – because young people don’t want to drive trucks.
The Logistics industry press has been writing a lot about a shortage of truck drivers, with a lot of anxiety about how the demographics of truck drivers are skewing older and older.
Why This Might Be a Fallacy: Banker is responding to the prevailing wisdom that says the truck driver shortage comes from millennials wanting other careers. He retorts that the median truck driver salary of $42,553 is the reason why young people don’t want to go into the field, and that the industry should raise drivers’ wages if it wants to attract applicants – instead of waiting for driverless trucks which, in Banker’s opinion, are father off than they seem. He cites data from the American Trucking Association that wages have risen between 15 and 18 percent from 2013-2017, and says this should mean that the shortage will be overblown.
Fallacy 4: Improved forecasting will always lead to lower inventory levels.
This one is a bit of a sacred cow in the world of Supply Chain analytics. Everyone knows that demand planning isn’t completely foolproof, but these forecasting solutions are improving with the advent of machine learning and other technologies.
Why This Might Be a Fallacy: Similarly to #2, Banker wants to put a bit of a pin in the hype about forecasting. He wants to challenge the assumption that better demand forecasts will always lead to lower inventory levels. In his mind – and we tend to agree – some things are still unpredictable no matter how advanced the forecasting technology. For example, if a recession hits unexpectedly, demand will be way lower than expected and you’ll likely have tons of excess inventory.
Fallacy 5: Companies who have functional excellence will always win.
Banker challenges the assumption – or “trap” as he calls it – of privileging any function’s Key Performance Indicators (KPIs) over the success of the Supply Chain ecosystem as a whole. Better reporting and data have made for an increased reliance on KPIs to maximize performance in areas like Sourcing, Logistics, Manufacturing, and Sales.
Why This Might Be a Fallacy: According to Banker, if you rely on excellence in any particular function’s KPIs, you risk hurting another function and the overall business. For example, if a company is measuring their Procurement function on price, and they source materials based on price without emphasizing quality, this can harm manufacturing will still making it look like Procurement is succeeding.
Banker argues that companies who take a more holistic approach – through processes like Integrated Business Planning (IBP) – will win over companies who prize excellence in any particular function. From our perspective, this is something most companies recognize they need to do, even if they aren’t always successful at executing it.
Whether you agree or disagree with any of Mr. Banker’s assertions, we still think it’s always valuable to question conventional wisdom and hype.
Please check out the original article, and then we want to hear from you! What do you think about any of these topics? Is Mr. Banker right, or is he barking up the wrong tree?
Related posts:
SaveSave
by Jennifer Hart Yim | Apr 26, 2018 | Blog, Current Events, Logistics, Strategy, Supply Chain, Talent
With the rising demand for professionals in Supply Chain Management and Procurement, there’s a lot of employment activity, especially in short-term contracts.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
As a boutique recruitment agency, we at Argentus are on the front-lines of the churn in the job market. We speak with potential job candidates every day. Some of them are passive, interested in moving into new opportunities when we reach out to them. Some of them are active, reaching out to us because they want to make a move. With the economy experiencing a prolonged growth spurt, and demand for professionals in Supply Chain Management and Procurement – our area of specialty – going up, there’s a lot of activity, especially in short-term contracts where companies are onboarding talent for their change management and business transformation expertise.
There are so many reasons why people seek out a new job. Sometimes it’s based on major life changes: a geographical move, say, or someone getting back into the workforce after a maternity leave. But why do passive candidates seek out new jobs, particularly in Supply Chain and Procurement?
We speak to a lot of candidates, so we have our ears to the ground in terms of the subtler reasons that star performers in these functions get the desire to make a move. It’s not out of a desire for more money as often as you might think. More often than not, it’s the more intangible factors.
Because employee retention is so important from a cost-saving and culture standpoint, we thought it would be useful to lay out some of the most common reasons why Supply Chain and Procurement professionals become passive candidates:
1. They’re siloed
We hear this reason a lot from candidates, but it still isn’t considered by companies as much as it should be. We know that one of the best ways to grow your Supply Chain career is to gain exposure to diverse parts of the function – from Logistics and Distribution, to Procurement, to Inventory Management, to Planning.
In too many organizations, these functions are siloed off from each-other, and that stops candidates from getting the experience they want to move up into more senior roles. It also stops the Supply Chain from being as effective as it would be if it was fully integrated. Next thing you know, your top performers are taking calls because they don’t want to be pigeonholed.
2. They’re tired of working with outdated technology
Supply Chain and Procurement technology is becoming more digital, just like the rest of the economy. And updating your technological profile can be a massive undertaking, with lots of risks. But the most forward-looking and high-potential candidates want to be working with the latest Supply Chain technology, keeping their skills relevant for the future. If you’re still working only with Excel, you might risk losing candidates to companies that have taken the plunge and invested in continuing technological improvement.
3. They’re not getting support from senior leadership
As we wrote about recently – and we received a ton of feedback on that piece – ineffective leadership in Procurement and Supply Chain can have huge ramifications all the way down a business. If leadership doesn’t have the people skills to help build buy-in for the function across the business, if they micromanage instead of letting managers and sole contributors shine, those people are going to start picking up the phone when a recruiter calls. But it goes upward too: effective leaders in Procurement and Supply Chain will get the itch to move if they don’t have support from C-level executives in a business.
4. Work/life balance isn’t up to snuff
Work/life balance is a hot topic in the talent world, to the point of being a cliché, but it’s worth mentioning: people who don’t have support from a work/life balance perspective will start to seek companies that have work from home policies, flexible schedules, educational opportunities, and other benefits. In 2018, companies can no longer see these programs as “perks” or “throw-ins.” Having solid, articulated work/life balance policies is vital to winning the war for talent.
5. They’re uninspired in the workplace
While Supply Chain and Procurement have historically been seen as “dry” functions, this reputation is changing fast. With the rise of digitization and globalization, they’re becoming more fast-paced, with more strategic potential and impact on a business’ long-term structure and profitability. But some companies still treat their Supply Chain and Procurement employees as purely transactional workers whose jobs are only to fill out orders and put out day-to-day fires. If you’re not being strategic, or not offering opportunities for advancement into more strategic positions, your best Supply Chain employees will, quite frankly, get bored and leave.
6. They’re realizing how indemand they are
As we’ve written about a lot, the retirement of the baby boomer generation as well as greater expectations placed on Procurement and Supply Chain are creating a deficit of talent in the marketplace. With the economy approaching full employment in 2018, this is even truer than it was before. But many companies still aren’t realizing the huge demand for Supply Chain and Procurement talent in this marketplace. Too many companies still have assume their employees are “just happy to have a job,” but take it from us as a company that speaks with dozens of candidates in the field every day: they’re realizing their worth, and fielding opportunities to meet their full potential. If your company isn’t providing those opportunities, they’ll go somewhere that does.
Sometimes it’s a combination of the above factors that causes a top performer to want to leave, and sometimes it’s even other factors we haven’t mentioned. So what does your organization do to retain star performers? As a candidate, have you ever left a role for one of the above reasons, or another that we missed? Let us know in the comments!
Related posts:
by Jennifer Hart Yim | Mar 19, 2018 | Blog, Current Events, Logistics, Strategy, Supply Chain
More than half of the UK’s Kentucky Fried Chicken stores recently closed because they ran out of chicken. Here’s a look at what caused the issues and what supply chain lessons can be learned.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
There’s another unfortunate entry in the annals of Supply Chain failures that burst into the wider world of business and pop culture: More than half of the UK’s Kentucky Fried Chicken stores recently closed because they ran out of chicken. We’ve written on the Argentus’ blog many times about Supply Chain misadventures, and how they can harm a brand’s reputation as well as profits – for example, maybe most memorably, in the case of Target, which had to retreat from the Canadian market after Supply Chain snafus led to empty shelves and disappointed customers.
Although Supply Chain Management is taking off in terms of recognition within business, it still doesn’t get a lot of attention from the wider world – until it fails, at which point the stresses and pressure of beleaguered Supply Chain teams become an object of fascination as the organization races to play catch up and get things back online.
KFC’s UK operations are the latest such story. On February 19th, outlets began reporting about the closure of about half of the chain’s 900 stores in the country, due to delivery failures after changing their 3rd Party Logistics (3PL) provider from Bidvest Logistics to DHL. A few weeks later, reports are that a number of stores are still closed, with front-line workers being encouraged to take holidays as the company sorts out its deliveries and tries to account for the failures. It’s no wonder that the closures have been met with derision across the internet: delivering chicken to the people is pretty much KFC’s #1 job.
So what has caused the issues, and what lessons are there to be learned?
According to the BBC, KFC recently switched its 3PL operations from food specialist Bidvest Logistics to international heavyweight DHL – the latter being a company with operations in a number of different industries, now navigating a country-wide Supply Chain out of one distribution centre location. In short, DHL took over the contract on Valentine’s Day, and delivery failures started to happen on February 16th – an extraordinarily short time table for Supply Chain issues to get so dire that customers see disruptions.
While there’s some disagreement among experts about the exact cause of the failed deliveries, speculation is that many of the problems can be attributed to the fact that DHL has one distribution centre location serving the entire country – a bottleneck that wasn’t seen with the previous 3PL provider, who had six distribution centre locations.
While Supply Chains gain a lot of their competitive advantage from offering lower costs and greater efficiencies, it seems that the shift in providers was a cost-cutting maneuver that’s ended up costing the company’s brand — with some analysts predicting something on the order of 20% of a hit to the company’s share prices once the disruption finishes shaking its way through the system. It underscores the importance of sound planning and reliability in Supply Chain Management in an era where companies are looking to gain an edge with margins wherever they can. It’s also great evidence for what many of us know: an approach that puts cost-cutting first can cause more problems than it solves.
John Boulter, the Managing Director of DHL’s operations for retail in the UK and Ireland issued a statement saying, “The reasons for this unforeseen interruption of this complex service are being worked on with a goal to return to normal service levels as soon as possible. With the help of our partner QSL, we are committed to step by step improvements to allow KFC to reopen its stores over the coming days. Whilst we are not the only party responsible for the supply chain to KFC, we do apologize for the inconvenience and disappointment caused to KFC and their customers by this incident.”
Ouch. Boulter’s statement has two issues that, from our perspective, show a lack of the accountability necessary to restore credibility both with DHL’s immediate customer (KFC) and the wider base of customers disappointed that they can’t buy KFC’s fried chicken:
- The statement attempts to shift blame onto DHL’s other partners in the deliveries (particularly QSL) in a way that looks passive aggressive. Admitting responsibility is the first step to restoring credibility when responding to Supply Chain failures, and while DHL accepts some blame for the issues, the statement doesn’t go far enough.
- Going out of their way to describe the service as “complex” doesn’t do any favours for DHL in this situation. Of course modern Supply Chains are complex. Understanding that complexity, and being able to deliver anyway, should be considered table stakes for providers in 2018. To implicitly chalk delivery failures up to a complexity that your predecessor – in this case Bidvest Logistics – handled without issue for years, casts even more doubt on DHL’s competency. At the same time, the fact that analysts are having such agreeing on an explanation for these issues – despite the fact that KFC only has a few poultry suppliers in the UK – says a lot about just how complex modern-day Supply Chains have become.
Logistics failures leading to the closure of stores is pretty much the worst case scenario for Supply Chain teams everywhere, so all of us across the community are probably watching this story with bemused shock and sympathy for those involved.
Hopefully DHL – which is, after all, the biggest logistics provider in the world – can get these issues solved soon, but in the meantime, let us know in the comments: are there any further lessons you think that Supply Chain professionals can draw from KFC’s recent woes?
Related posts:
by Jennifer Hart Yim | Feb 28, 2018 | Blog, Leadership, Logistics, Marketing, Social Media, Supply Chain
For busy executives, being active on social media is kind of like networking. It’s one of those things that everyone says you absolutely have to do to benefit your career, but it’s hard to make it part of your daily routine.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
Let’s be honest: it’s even harder for those who came of age before social media became ubiquitous. It can be tough to pin down what channels you should be on, what you should be posting, and the specific ways that a strong social media presence will bolster your career.
Supply Chain Management and its related functions (Procurement, Planning, Vendor Management, Logistics, Operations) are on the opposite end of the spectrum from functions like sales and marketing – areas where your brand is everything.
But from our perspective, there are still lots of different benefits that Supply Chain and Procurement executives can gain from building their social media brands:
- The most obvious – and relevant to a recruitment company like Argentus – is that having a strong presence on social media makes you a more attractive candidate for employers and recruiters.
- Social media activity can help position you as a thought leader in your industry, which can help connect you with new possible suppliers and strategic partners that you can bring into your Supply Chain. This is just as valuable as leads that a Sales professional might gain from being active on social media.
- Being a thought leader raises your profile in a job search, but it can also raise your profile within your company. If you feel stuck or siloed in a certain function, it can give you the opportunity to speak out about other topics within Supply Chain and Procurement. It can lead to increased responsibility and more leverage when it comes to promotions and salary increases.
- If you’re an executive (let’s say Senior Director, VP, and C-Suite), you’re a voice for your company. You can help raise the company’s profile as an employer. This is huge for attracting talent – which is a major difficulty for companies in this tight job market that favours candidates.
With all that in mind, how do you actually gain these benefits? Here are a few tips:
1. Think about goals.
How many of us have heard, “you should really get active on social, it can help your brand,” then signed up for a service, half-heartedly used it for a week and a half, and quit?
It’s important to be strategic about why you’re using social media to help further your career and brand. Are you looking to move into a new job? Are you aiming to connect with possible suppliers and partners? Are you trying to help your company seem like an awesome place to work? Are you going to offer thought leadership to be seen as an expert in the industry and widen your horizon?
When you’ve set concrete goals, it’s much easier to figure out which social media activity is going to be most effective when building your brand.
2. Streamline your channels.
This follows on the previous point. It’s easy to adopt a shotgun approach and sign up for – or resuscitate – your accounts on Twitter, LinkedIn, Facebook, Instagram, YouTube, and all the rest. But it’s best to pick one or at most two channels based on your goals. LinkedIn is always a good pick for networking and personal branding – check out what we’ve done with LinkedIn Publisher. It’s also, obviously, the best tool if you’re in the hunt for a new job and want to network with peers, recruiters and hiring managers.
Twitter is the still the best channel for industry news, whether you’re commenting on it or having conversations about it. Facebook and Instagram are more personal networks, so have less value for your professional career, but if you’re already comfortable on those platforms they can be useful places to be active. Some fields like Procurement have dedicated social media networks (we happen to really like Procurious), which will help you connect with people in the field and share best practices.
One other thing to consider is video. It’s more time – and possibly cost – intensive, but many executives have used YouTube, Vimeo or LinkedIn native video to speak about industry topics and build their personal brands. You might have to develop your video skills (modern smartphones can take videos with more than acceptable quality) or even hire outside video producers, but video has great engagement, so it can be well worth it.
3. Brand yourself.
Once you’ve chosen your channel or channels, you want to focus on creating a professional brand that resonates. This can sound intimidating, but often it just amounts to putting that little extra bit of “polish” into your social media profiles. Upload high quality pictures, include examples of your work or presentations that you’ve done. Think about your niche and the expertise you have to contribute.
4. Develop content.
The next step is to post on your chosen channels regularly. If you’re on LinkedIn or Twitter, seek out connections and follow people and publications that are active in Supply Chain and Procurement.
Picture your social media feed as a place to develop content that might be interesting to other professionals in the field. This is something that a lot of people struggle with, but it’s not too difficult once you get the hang of it. The best way to start is to re-post interesting articles with a comment. Say you’ve seen a great article about technology in Supply Planning: share it, and comment on how your organization does it. After you’ve developed a rhythm, make a quick post asking your network for best practices. Solicit advice. Shine a spotlight on people in your network or company. Make a comment on Supply Chain trends. What’s a big story in the news that has implications for how organizations manage Supply Chain or Procurement? There are so many angles, and once you get active you start seeing more. Writing out your opinions about, say, Strategic Sourcing, might actually help you discover new ideas you didn’t have before.
5. Focus on engagement rather than just numbers.
The return on investment for time spent developing a personal brand isn’t always obvious. Things to pay attention to are new followers, connection requests, or mentions. But numbers aren’t everything. Take it from us: if you’re a consistent voice on your chosen channels, people are often paying attention even if they aren’t “liking” every post. Lots of people are surprised when someone brings up their posts in conversation months later – even if that person has never given any online indication that they’re reading. The key is to focus on quality of engagement rather than quantity of views or other metrics.
Even though it’s quite a buzzword, a strong personal brand is a major asset to any executive or aspiring executive. It doesn’t have to be a chore. It can actually become an illuminating part of your work routine, and it pays off. We hope these tips are useful even if you’ve been active on social media in a professional capacity before!
Related posts:
SaveSave
