by Fronetics | Jan 28, 2015 | Blog, Marketing, Social Media, Supply Chain, Talent
Strategies for attracting and retaining Millennials for the supply chain industry.
This is part one of two in a series examining the role of Millennials in the supply chain industry. Part one highlights strategies for attracting and retaining top Millennial talent.
For the college graduating class of 2015, Jimmy Carter has always been a smiling elderly man who shows up on TV to promote fair elections and disaster relief. Electric cars have always been humming in relative silence on the road. American tax forms have always been available in Spanish. There has always been an Internet ramp onto the information highway.
Since 1998 Beloit College has released its ‘Mindset List’, giving us a look at the “cultural touchstones that shape the lives of students entering college.” The List for this year’s graduating class represents a singular profile of students born in 1993 who are part of a larger, increasingly more influential generation – Millennials. With supply chain industry leaders lamenting a growing talent gap, tapping the Millennial generation may be key to filling that gap.
Who are Millennials?
To help us understand how to attract Millennials and why they could give new life to a graying profession, let’s examine who they are and what motivates them. Millennials, those born after 1981, are generally highly educated – though often saddled with debt and underemployed – digital natives who are decidedly collaborative by nature. They’re delaying marriage and parenthood and instead engaging in pursuits of higher education and travel, fueling their strong sense of optimism. Supply chain companies should be actively seeking to attract these Millennials and leverage their strengths to build a strong supply chain industry outlook.
Attracting Millennials
A growing number of university program offerings reflects a strengthening partnership between academia and the supply chain industry, a strategy many companies are relying on to attract and recruit top candidates. Joining existing programs and supporting the establishment of new programs, such as smaller supply chain certification programs, are effective ways to draw top talent. Further support of academic programs through joint curriculum building and offering internship opportunities help to build strong early relationships with students and will have a positive effect on recruitment efforts come graduation time.
Consider non-traditional channels to promote job openings. The frequent use of social media by Millennials has been well documented. Social media can be used to attract great supply chain talent. Furthermore, using social media for the promotion of job announcements establishes brand awareness and allows for more informal candidate engagement, something Millennials find particularly attractive. Similarly, creating visually appealing job descriptions will help to get more out of job postings.
Compensation plans should reflect motivations by which Millennials are incentivized. Different from their older counterparts, Millennials prioritize flexibility and work mobility over salary when considering a job offer. And, with total outstanding student loan debt topping $1 trillion in 2014, Millennials are favoring companies who offer tuition reimbursement programs.
On-Boarding and Retaining Millennials
Of importance to Millennials are an employer’s social values. They seek employers who they believe are endeavoring to accomplish meaningful work. The ability of a company to articulate, promote, and authentically operate by its core values will determine its success in retaining Millennials.
Millennials seek work environments that foster professional development and growth. In fact, according to the Young Entrepreneurs Council, almost a quarter of Millennials believe training and development to be the most valued benefit from an employer. Creating and implementing mentoring programs for Millennials allows companies to leverage the experience of more seasoned employees while creating growth opportunities for Millennials.
When asked about traditionally structured performance reviews, 80% of Millennials said they would rather receive feedback in real-time, making it clear they desire immediate feedback on job performance. Structuring projects in smaller portions and planning frequent check-ins on progress will keep Millennials on task and allow for more nimble operations.
The high percentage of Millennials reporting their desires to work abroad presents a notable advantage for international supply chain companies. Actively promoting and encouraging international work opportunities ensure the protection of human capital investments long after training ends.
The second part of this series will move beyond attracting and retaining Millennials to examining the supply chain application of Millennial skill sets and will paint the landscape for future significant Millennial contributions within the supply chain industry.
by Fronetics | Jan 21, 2015 | Blog, Logistics, Strategy, Supply Chain
Share your experience with the use of content within the logistics and supply chain industries.
The amount of content on the internet is astounding, and it is growing by the second (check out One Second on the Internet). 93% of B2B companies are using content marketing and are thereby contributing to the increasing amount of content that is out there.
How do companies within the logistics and supply chain use content? What do companies see as the most effective methods of content creation and content distribution?
Fronetics Strategic Advisors is conducting a brief survey focused on the use of content within the logistics and supply chain industries. The survey will take less than five minutes to complete. All data collected will be used in aggregate and no identifying information will be shared or reported.
A report focused on the survey results will be published in March 2015.
Thank you in advance for your participation.
by Fronetics | Jan 21, 2015 | Blog, Logistics, Strategy, Supply Chain
Share your experience with the use of content within the logistics and supply chain industries.
The amount of content on the internet is astounding, and it is growing by the second (check out One Second on the Internet). 93% of B2B companies are using content marketing and are thereby contributing to the increasing amount of content that is out there.
How do companies within the logistics and supply chain use content? What do companies see as the most effective methods of content creation and content distribution?
Fronetics Strategic Advisors is conducting a brief survey focused on the use of content within the logistics and supply chain industries. The survey will take less than five minutes to complete. All data collected will be used in aggregate and no identifying information will be shared or reported.
A report focused on the survey results will be published in March 2015.
Thank you in advance for your participation.
by Fronetics | Jan 19, 2015 | Blog, Supply Chain
The call for more transparent and more ethical supply chains
Events such as hurricane Sandy, the Fukushima nuclear disaster, the Bangladesh factory collapse, and the Ikea horse meat scandal, have positioned the spotlight on the supply chain and have consumers, regulators, and businesses calling for an increase in supply chain transparency.
The increased scrutiny of the supply chain is not a result of an increase in the number of events; rather it is a result of technology. The Internet of Things (IoT) is reducing the number of “black holes” within the supply chain and offering the capability of end-to end visibility – making the supply chain more transparent. The internet and social media is also increasing visibility and transparency. Tom Seal, head of research at Procurement Professionals, astutely points out that:
“The internet and social media leave almost no dark rocks for corporations to hide under.”
It is here that it is important to make the distinction between transparency and visibility. David Linich, Principal, Deloitte Consulting, does this well:
“Transparency goes beyond gaining visibility into the extended supply chain. It is the process by which a company takes action on the insights gained through greater visibility in order to manage risks more effectively.”
Environmental and ethical practices within the supply are areas where there is often a “disconnect between intentions and actions.” Seal:
“It’s far simpler to change branding and marketing – and present a company as environmentally and ethically aware – than it is to reconfigure or rebuild an entire global supply chain.”
That being said, companies who do use the insights gained through greater visibility and do take action can reap positive results. PepsiCo, for example, was able to identify energy-savings opportunities as a result of a carbon management and energy assessment program it undertook with its suppliers. The savings was not small – it totaled $60 million. However, savings are not always realized. It has been estimated, for example, that the cost of an iPhone could effectively double if it were manufactured in the United States, under stricter labor standards.
The question is, as companies strive to meet the demands for increased transparency, will a more ethical supply chain ultimately pay off for companies in the form of improved reputation as well as customer and employee loyalty?
Software Advice, a company that reviews supply chain management software, recently conducted a series of surveys with the objective of helping business owners and supply chain managers better understand consumer attitudes towards improving the ethics and environmental impact of the supply chain. The surveys found that, on average, consumers would pay for more for a product made by a company whose supply chain is ethical and has a reduced environmental footprint. For example, survey respondents indicated that they would pay as much as $27.60 more for a $100 product that was made by workers working in good conditions.
Does attitude equal behavior?
Ian Robinson of the University of Michigan and his team conducted an experiment at a suburban Detroit department store. The researchers placed identical socks side by side on display. Some socks were labeled as coming from factories with good working conditions. When priced the same, half of the customers chose the ethical socks. When the researchers increased the price of the ethical socks, the number of customers who chose ethical socks dropped to 33%. When the price of ethical socks increased to 20% or more than the regular socks the number of customers who chose the ethical socks dropped further – to 15%.
And why do consumers care?
Ahir Gopaldas of Fordham University’s business school conducted a study called “Marketplace Sentiments.” The objective of the study was to gain insight into why certain consumers are willing to spend more on “ethical products.”
The study defines marketplace sentiments as “collectively shared emotional dispositions toward marketplace elements.”
The study’s abstract explains that:
“From outrage at corporations to excitement about innovations, marketplace sentiments are powerful forces in consumer culture that transform markets. This article develops a preliminary theory of marketplace sentiments. Defined as collectively shared emotional dispositions, sentiments can be grouped into three function-based categories: contempt for villains, concern for victims, and celebration of heroes.”
Gopaldas notes that these sentiments are “critical to understanding how consumer culture works.” Specifically that:
“Contempt happens when ethical consumers feel anger and disgust toward the corporations and governments they consider responsible for environmental pollution and labor exploitation. Concern stems from a concern for the victims of rampant consumerism, including workers, animals, ecosystems, and future generations. Celebration occurs when ethical consumers experience joy from making responsible choices and hope from thinking about the collective impact of their individual choices.”
What does this mean for the supply chain?
The internet, social, media, and the IoT is making it less possible for companies to not only have skeletons in their closet, but also less possible for companies to have skeletons in general.
Consumers, regulators, and businesses are all calling for more transparent supply chains. Companies that listen, and who identify ways by which they can improve the ethics and environmental impact of their supply chain will be rewarded.
by Fronetics | Jan 19, 2015 | Blog, Supply Chain
The call for more transparent and more ethical supply chains
Events such as hurricane Sandy, the Fukushima nuclear disaster, the Bangladesh factory collapse, and the Ikea horse meat scandal, have positioned the spotlight on the supply chain and have consumers, regulators, and businesses calling for an increase in supply chain transparency.
The increased scrutiny of the supply chain is not a result of an increase in the number of events; rather it is a result of technology. The Internet of Things (IoT) is reducing the number of “black holes” within the supply chain and offering the capability of end-to end visibility – making the supply chain more transparent. The internet and social media is also increasing visibility and transparency. Tom Seal, head of research at Procurement Professionals, astutely points out that:
“The internet and social media leave almost no dark rocks for corporations to hide under.”
It is here that it is important to make the distinction between transparency and visibility. David Linich, Principal, Deloitte Consulting, does this well:
“Transparency goes beyond gaining visibility into the extended supply chain. It is the process by which a company takes action on the insights gained through greater visibility in order to manage risks more effectively.”
Environmental and ethical practices within the supply are areas where there is often a “disconnect between intentions and actions.” Seal:
“It’s far simpler to change branding and marketing – and present a company as environmentally and ethically aware – than it is to reconfigure or rebuild an entire global supply chain.”
That being said, companies who do use the insights gained through greater visibility and do take action can reap positive results. PepsiCo, for example, was able to identify energy-savings opportunities as a result of a carbon management and energy assessment program it undertook with its suppliers. The savings was not small – it totaled $60 million. However, savings are not always realized. It has been estimated, for example, that the cost of an iPhone could effectively double if it were manufactured in the United States, under stricter labor standards.
The question is, as companies strive to meet the demands for increased transparency, will a more ethical supply chain ultimately pay off for companies in the form of improved reputation as well as customer and employee loyalty?
Software Advice, a company that reviews supply chain management software, recently conducted a series of surveys with the objective of helping business owners and supply chain managers better understand consumer attitudes towards improving the ethics and environmental impact of the supply chain. The surveys found that, on average, consumers would pay for more for a product made by a company whose supply chain is ethical and has a reduced environmental footprint. For example, survey respondents indicated that they would pay as much as $27.60 more for a $100 product that was made by workers working in good conditions.
Does attitude equal behavior?
Ian Robinson of the University of Michigan and his team conducted an experiment at a suburban Detroit department store. The researchers placed identical socks side by side on display. Some socks were labeled as coming from factories with good working conditions. When priced the same, half of the customers chose the ethical socks. When the researchers increased the price of the ethical socks, the number of customers who chose ethical socks dropped to 33%. When the price of ethical socks increased to 20% or more than the regular socks the number of customers who chose the ethical socks dropped further – to 15%.
And why do consumers care?
Ahir Gopaldas of Fordham University’s business school conducted a study called “Marketplace Sentiments.” The objective of the study was to gain insight into why certain consumers are willing to spend more on “ethical products.”
The study defines marketplace sentiments as “collectively shared emotional dispositions toward marketplace elements.”
The study’s abstract explains that:
“From outrage at corporations to excitement about innovations, marketplace sentiments are powerful forces in consumer culture that transform markets. This article develops a preliminary theory of marketplace sentiments. Defined as collectively shared emotional dispositions, sentiments can be grouped into three function-based categories: contempt for villains, concern for victims, and celebration of heroes.”
Gopaldas notes that these sentiments are “critical to understanding how consumer culture works.” Specifically that:
“Contempt happens when ethical consumers feel anger and disgust toward the corporations and governments they consider responsible for environmental pollution and labor exploitation. Concern stems from a concern for the victims of rampant consumerism, including workers, animals, ecosystems, and future generations. Celebration occurs when ethical consumers experience joy from making responsible choices and hope from thinking about the collective impact of their individual choices.”
What does this mean for the supply chain?
The internet, social, media, and the IoT is making it less possible for companies to not only have skeletons in their closet, but also less possible for companies to have skeletons in general.
Consumers, regulators, and businesses are all calling for more transparent supply chains. Companies that listen, and who identify ways by which they can improve the ethics and environmental impact of their supply chain will be rewarded.
![The Girl Scout Cookie Supply Chain [Infographic]](https://www.fronetics.com/wp-content/uploads/2024/10/Girl-Scout-Cookie-Supply-Chain-810x675.jpg)
by Fronetics | Jan 15, 2015 | Blog, Marketing, Supply Chain
In 2015 The Girl Scouts launched the “Digital Cookie.” How will this impact the Girl Scout Cookie Supply Chain?
When the Girl Scouts of America began selling their now ubiquitous cookies way back in 1917, their operations were simple: cookies were baked in the ovens of troop members and sold in a high school cafeteria. On a mission to raise enough funds to cover the activities of their Muskogee, Oklahoma-based troop, these first cookie salesgirls unknowingly set the stage for a century-long operation that now includes over 2.8 million Girl Scouts and tops $700 million annually.
Throughout the program’s history, the Girl Scouts have made significant changes to the way they do business. To understand the evolution of their supply chain you have to look not only at the physical growth of the program, but the societal factors that have shaped their manufacturing, distribution, marketing and sales functions throughout the years.
From the cookie program’s modest beginnings in the late 1910s through the 1920s, operations were kept small and simple. Cars weren’t yet pervasive in American cities and towns, and door-to-door sales and delivery of goods were the norm. As such, each local troop of Girl Scouts baked, packaged, and priced their own cookies and then combined marketing and sales functions by going door to door. The 1930s saw the Girl Scouts professionalize their manufacturing operations by partnering with and licensing their first commercial bakery – a move concurrent with the rise of automated and commercial bakeries across the United States.
During World War II, flour, sugar, and butter shortages caused a brief stoppage of Girl Scout cookie production. In the post-war boom though, the Girl Scouts were back in the cookie business, setting up shop outside the shopping malls that had sprung up in the suburbs.
As membership rapidly grew, cookie flavors were narrowed to four types in order to standardize their product for greater manufacturing efficiency. Meanwhile, advancements within the packaging industry proved to be a boon for the marketing and sales of Girl Scout cookies as it brought extension to the shelf-life of their products. The most dramatic shift in operations came in 1978. By that time, the number of commercial bakeries involved in the manufacture of GirlScout cookies had swelled to an unmanageable amount. That year officials made the decision to limit operations to only four bakeries, showing a commitment from the organization to uniform quality, packaging, and distribution (a practice even further evidenced today by their licensing of only two bakeries).
From the 1950s through 2014 the sales and marketing strategy of Girl Scout cookies has remained almost unchanged. Each year, between January and April, thousands of girls and their parents have sold cookies by going door-to-door or by hawking their wares outside local supermarkets.
In 2015, in a move that has significant implications for their supply chain, the Girl Scouts have unveiled a new strategy that is directly influenced by yet another societal shift. “Digital Cookie” enables Girl Scouts to market and sell cookies online.
With Digital Cookie, girls are able to create personalized cookie websites and invite customers to visit their website via an email invitation. Digital Cookie also allows girls to take in-person cookie orders (at a local cookie booth for example) via mobile app.
Additional features of Digital Cookie include: campaign advertising, inventory tracking, and shipping management.
Kelly Parisi, Girl Scouts of the USA chief communications executive, points out that these changes are essential in terms of building leadership skills: “It is all about the girls and building future business leaders. They are learning about e-marketing, managing money and additionally creating their first websites.”
The Digital Cookie will have a significant impact on the organization’s supply chain. Not the least of which is that this year, for the first time, the majority of customers will have cookies delivered directly to them – the option of having a Girl Scout deliver the cookies is only available in select markets.
Hungry? Connect with your local Girl Scout or Girl Scout Troop, or try the free mobile Cookie Finder app for your iPhone or Android phone.
