by Jennifer Hart Yim | Aug 28, 2020 | Blog, Logistics, Talent
Digital supply chain management requires a whole new set of skills. From an omnichannel mindset to enterprise IT use, here’s what defines success of logistics leaders.
Editor’s note: This is the final guest post in a three-part series by Kate Began of Polycase.
It took some time for the tech revolution to hit the logistics industry, but now that it’s here, everything is changing rapidly. Suddenly, it’s all about omnichannel commerce, digital transparency, and advanced analytics (among many other trends). And as the world of logistics changes, the leaders of the logistics industry will have to develop new skills with which to navigate it.
What skills will the logistics leaders of tomorrow (and today) need to effectively manage the new realities of the supply chain? These seven areas will define the success of a business’s digital supply chain operations and separate the organizations that can fuel their success with technology from the ones who must struggle to adapt to it.
To manage the digital supply chain, here are 7 skills logistics leaders need
1. Ability to adapt
Twenty-first-century logistics will require its leaders and managers to constantly learn how to use new tools and react to changing market conditions. The new logistics professional has to keep a steady hand at the tiller during times of big change and use solid data analysis to find the right path forward, even when market conditions aren’t perfectly clear.
Flexibility will be incredibly important in implementing the most cutting-edge logistics technologies such as logistics blockchain, automation, and IoT. But it’s also critical to the daily operations of logistics when it comes to filling in transportation gaps and devising on-the-spot solutions to problems. The logistician who can harness the new digital tools for these ends will be formidable indeed.
2. Proactive curiosity
Adaptation is easier when a business pursues the right new tech, rather than waiting for it to come to them. Good logistics management will also increasingly require a commitment to proactively keeping up with technological and industry trends.
The 21st-century logistician has to be well-versed in everything from industry white papers to what’s trending among logistics professionals on LinkedIn. They need to be able to spot key trends and prepare for them so that businesses can stay ahead of the curve and not get blindsided by major changes.
3. Strategic thinking
Thinking two steps ahead can be tough when the business environment is changing so rapidly, but that’s what the new millennium logistics professional has to do. They have to take the long view and keep a business’s core principles at heart when creating plans for the future.
The need for strategic thinking also means tempering enthusiasm for new tech with good judgment and analytical rigor. Unwise investment in unproven or poorly-implemented technologies can be just as disastrous for a supply chain as lagging behind in tech, so as always, there’s no substitute for clear-eyed analysis and solid planning.
4. Enterprise IT use and procurement
Enterprise IT is an increasingly critical skill set for logistics professionals. Almost all logistics companies now use enterprise IT software, such as ERP suites, to manage their supply chains, and digital logistics professionals must often make decisions about procurement and implementation of these sophisticated software products.
Knowing how to get all of these disparate technologies to work together can be an even more difficult and necessary skill. Cross-platform performance can require knowledge of APIs and other tools that have been foreign to the logistics industry until now. Much of today’s logistics software is also cloud-based, so it’s also useful to know the basic principles of SaaS architecture and cloud workflows.
5. Project management
Today’s logistics professional often has to assume leadership roles on major projects. In order to be an effective leader, they must be skilled at tasks such as:
● Identifying the strengths and weaknesses of team members and delegating tasks to them effectively
● Working with upper management to structure project calendars and deadlines
● Estimating costs and planning for the budgeting and deployment of resources
● Identifying key technological tools for driving project success
● Creating transparency at all levels of the project by deploying appropriate digital tools such as IoT sensors and shipment tracking
Twenty-first century logistics concentrates more operational and computing power in every employee’s hand than ever before—but that power only produces results when employees are managed properly by a competent project manager.
6. People skills
Speaking of managing people, logistics professionals must also remember that not everything in the digital supply chain is run by circuits in a plastic enclosure. On the contrary, old-fashioned people skills are as necessary in the logistics industry as they’ve ever been—perhaps even more so.
Supply chains now have more stakeholders than ever, and effective management requires communicating effectively with a wide variety of personalities and roles. A good supply chain manager will be able to use 21st-century communication tools to connect people and make sure everyone’s on the same page, but they must also be fluent in the “soft skills” of empathy and interpersonal contact.
Empathy also requires a zero-tolerance mindset for regressive elements like sexism and racism in the digital workplace. Logistics may not be HR, but much of the everyday work of combating prejudice is done at the ground level by managers. For a business to attract and retain the best talent, they must pursue an egalitarian vision that makes work a great place to be for everyone.
7. An omnichannel mindset
Business, both B2C and B2B, now flows through a multitude of channels. That means that for the 21st-century logistics professional, an omnichannel mindset is a must-have. Whoever your customers are, they’re now on mobile phones, tablets and even voice command services like Alexa. A business’s platform and its logistics operations must reflect this new reality.
The rise of omnichannel commerce means that logistics operations must find a way to interlock with every channel that’s important to a business. That means keeping in mind how channels such as brick-and-mortar stores, traditional online sales and mobile shopping are all distinct but interrelated and managing them with an eye toward keeping every part of the complex interplay running smoothly.
There’s no running away from the oncoming wave of disruptive technology in the digital supply chain, so the only option is to ride it. Logistics professionals who are flexible, curious and empathetic will have the best capability for managing these new realities and turning them into a profitable and efficient future.
Kate Began serves as the Sales and Marketing Manager for Polycase. She oversees the customer service representatives, assists with product development, and leads the marketing efforts from the Avon, Ohio headquarters.
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by Jennifer Hart Yim | Aug 21, 2020 | Blog, Supply Chain, Talent
Editor’s note: This is the second in a series of three guest posts by Kate Began of Polycase.
The increasing digitization of commerce has revolutionized global supply chains in all kinds of ways. Shipments can now be dispatched with the click of a button, sophisticated algorithms can automatically route truckers around traffic jams, and goods can be imported and exported more quickly and easily than ever.
To handle all of those big changes and ensure that today’s supply chains keep up with the times, a new career has been born: the digital supply chain manager. This relatively new career is taking off fast. So, what’s it all about? Today, we’ll talk about what a career as a digital supply chain manager entails, how to enter this in-demand field, and even why some supply chain management jobs may be totally different from what you expect.
What exactly does a digital supply chain manager do?
Duties
Digital supply chain managers are responsible for helping businesses implement the tools of 21st-century logistics in their supply chains. It’s all about keeping one foot in the bold new frontiers of the digital world and one foot in classic business acumen. The goal? Breaking down walls and silos, and creating a more efficient and integrated process.
The job of a digital supply chain manager usually includes tasks such as:
- Using predictive analytics tools and automated replenishment to more effectively meet businesses’ inventory needs
- Managing the operation and implementation of software systems such as ERP suites and digital logistics platforms
- Helping businesses integrate their eCommerce platforms with their operations on the ground
- Deploying IoT devices and automation in innovative and cost-effective ways digital supply chain management jobs may be totally different from what you expect.
- Analyzing data collection practices and finding new ways to collect the data that matters
- Ensuring that all elements of the supply chain, both physical and digital, are secured appropriately
- Devising and implementing strategies for continually improving supply chain technologies and evaluating the latest technological trends
As the digital supply chain continues to evolve, the digital supply chain manager’s duties will continue to do so as well. It’s a career that requires a commitment to rolling with the punches and continually improving one’s own skills.
Qualifications
What kind of qualifications does someone need today to get a job as a digital supply chain manager?
- Education: At a minimum, you’ll probably need a bachelor’s degree from an accredited university, preferably in a subject like supply chain management, business, statistics, or information technology. Of course, a higher degree like an MBA can only help a candidate’s chances.
- Skills: A digital supply chain manager needs to have a working knowledge of key digital logistics tools such as demand forecasting software, trucker load boards, route planning software and major ERP software suites. But it’s important to remember that a good digital logistics manager’s skills don’t live inside the plastic enclosure of any of their many devices. At the end of the day, it comes down to a candidate’s ability to plan, prioritize and forge meaningful connections with other stakeholders.
- Experience: Entry-level jobs in the digital supply chain management field often include jobs such as logistics analysis, customer service, procurement coordinators, and buyers. Digital supply chain management is a field in which experience and skills are king, so someone with a long history of success in the field may be a competitive candidate even without an advanced degree.
Job outlook
With supply chains expanding and digitizing every day, the job market outlook for digital supply chain managers is fairly strong. The Bureau of Labor Statistics (BLS) predicts job growth of 5 percent (or about as fast as an average career path) for logisticians of all kinds, but there’s good reason to think that digital supply chain management will be a fast-growing subset of that career.
That’s because, as eCommerce continues to create the new realities of the market, the BLS also predicts continued strong growth in all kinds of industries adjacent to eCommerce. And as businesses attempt to compete (or work alongside) eCom behemoths like Amazon and Walmart, the demand for logistics professionals who can navigate the digital supply chain is likely to remain high.
How about average salaries and income? According to BLS data, the average logistician earns around $75,000 per year, which already isn’t too shabby. However, considering the high demand for digital and software skills, digital supply chain managers are likely to earn toward the higher end of the pay scale for their field. And for candidates whose skills include the back-end aspects of software development, the opportunities can be even greater.
The other kind
Depending on who you’re talking to, the phrase “digital supply chain manager” can also refer to a totally different career. The other kind of digital supply chain manager works to coordinate the many aspects of delivering a digital product or service to the consumer.
Think about it: Any app or service that you use goes through a multitude of layers of other software and Web services. From Amazon Web Services to WordPress to cloud security software, this new “digital supply chain” is an essential part of 21st-century commerce. Making sure that every step of the chain is secure and functional is a big job that requires a lot of big-picture thinking and familiarity with a huge variety of technologies.
This kind of digital supply chain management is much more software-focused and can often be done remotely. Essential qualifications skew much more toward the technical side, with degrees and experience in full-stack development, software engineering, computer science, and information technology all offering relevant knowledge.
For those seeking the careers of tomorrow, digital supply chain management is almost certain to have its place among the most critical jobs. Its combination of logistics and sophisticated computer skills isn’t for everyone—but it’s definitely a promising career for those who find that it calls to them.
Kate Began serves as the Sales and Marketing Manager for Polycase. She oversees the customer service representatives, assists with product development, and leads the marketing efforts from the Avon, Ohio headquarters. Kate is also an avid Cleveland Indians fan!
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by Jennifer Hart Yim | Sep 25, 2019 | Blog, Leadership, Strategy, Supply Chain, Talent
New research shows Gen X business leaders are being promoted slower than their millennial and boomer counterparts. This Gen X talent looking to jump ship.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
Much attention has been given to millennial employees over the years –what attracts them, what causes them to stay in a role, how to manage them differently than other generations of employees. It was a hot topic of discussion at the recent SCMA National Conference. At the same time, more baby boomers are beginning to retire. These two generations represent the back and front end of the Supply Chain industry’s talent pipeline, and they’ve been the industry’s focus. But of course, the demographic picture is broader and more nuanced than just these two generations.
Last week, we wrote an article about the importance of the emerging Generation Z – people born between 1997 or so and the 2010s – to companies seeking to win the war for Supply Chain talent. Hopefully, it helped fill in the generational picture even further.
Now a recent, very interesting article in Harvard Business Review has us wondering – are Gen X employees being forgotten by the industry? If so, what’s the impact on their careers, as well as organizations who employ them – the companies who stand to lose if dissatisfied Gen X’ers begin to jump ship?
At the risk of explaining the obvious, Gen X’ers are generally defined as being born between the mid-1960s and early 1980s – after baby boomers, but before millennials. They also came of age with a reputation for being “unambitious” – a reputation that’s just as outdated as some of the most famous slacker movies (classic though those movies may be).
As we said with our article about Gen Z, these generational distinctions are a bit fraught. Career motivations are different for every person. They’re too complex to paint everyone with the same brush. But when you can marshal enough data, you can start to learn some interesting high-level things about the hopes, dreams, and discontents of a particular demographic. In 2018, HBR worked with EY and The Conference Board to collect and analyze data from some 25,000 business leaders. Those surveyed were from all over the business landscape, but there’s data here that will be useful for Supply Chain organizations looking in the mirror.
Some of the results related to Gen X in the workplace were very interesting, in particular:
- The majority of Gen X leaders (66%) had either not been promoted in the past 5 years, or had only been promoted once.
- Baby Boomer and Millennial leaders were more likely to receive promotions (58% and 52% respectively). This is unsurprising for the boomer generation, but it is surprising that a generation younger than Gen X seems to be getting promoted more. It suggests Gen X employees are being “skipped” compared to their counterparts.
- The data found that Gen X employees are promoted typically 20%-30% slower than millennials are.
- Generally speaking, Gen X managers have more direct reports than millennial managers at the same level, indicating a higher workload.
This is the situation on the ground for Gen X talent and leaders. But how are they responding to this lack of advancement?
Gen X employees tend to be more loyal to their current employers, with 37% contemplating leaving their current role compared to 42% for millennials. They came of age before the 2008 financial crisis, in a time before the rise of the gig economy, which might account for their willingness to spend longer in a role.
But companies shouldn’t mistake this loyalty for complacency: according to the data, only 58% of Gen X employees feel that their careers are advancing at a good rate, which is significantly lower than the 65% of millennials who feel the same way. Almost one in five Gen X leaders surveyed reported an increased desire to leave their current role (18%).
Many organizations are beginning to reckon with the retirement of the baby boomer generation. They’re trying to attract and retain millennial talent by improving opportunities for career growth. Maybe they should also be doing more to nurture Gen X talent, to avoid losing that all-important middle group within the talent landscape.
As Stephanie Neal, the HBR writer puts it, a significant number of Gen X’ers might be reaching a “breaking point in” their careers. But she identified some key strategies for companies to avoid neglecting Gen X talent:
- Invest not only in continuing education for employees, but personalize it. Most Gen X employees have developed a broad base of skills, but individual needs and desires vary. Organizations should tailor their talent development to each person. Stay interviews, which we’ve written about recently, are a good strategy to better understand what motivates each individual in your organization.
- Give Gen X leaders opportunity for mentorship, and not just within the organization. We also recently wrote about the power of mentorship in a Supply Chain career, so we were happy to see HBR highlight the importance of mentorship as well. According to the research, a majority of Gen X leaders craved mentorship outside their organizations, which is enabled by things like industry conferences and professional groups. Investment in these opportunities not only helps with retaining Gen X leaders, it also offers chances to expand your supplier network or find new business.
- Hire and promote based on data, rather than gut feelings. Hiring managers often work hard to try to eliminate unconscious bias from the hiring process, but ageism often goes under the radar. Applying stereotypes to a certain cohort introduces bias that harms your process and leads to dissatisfaction. Neal uses the example of assuming that a millennial would be better at a digital marketing role than a Gen X employee. Decisions based on data such as assessments and quantifiable achievements will always be more successful than those based on stereotypes.
It’s a good start, but maybe this is issue deserves an even closer look. If we may add another tip: avoid stereotypes. Data surveying the preferences and mindsets of a large group of people can be instructive, but don’t assume that every Gen X employee is wired the same way.
What do you think? Are there any specific talent retention strategies for individuals in the Gen X cohort? Are you of this generation, and if so, how do you feel about your career prospects? We’d love to hear from you.
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by Jennifer Hart Yim | Jun 26, 2019 | Blog, Content Marketing, Manufacturing & Distribution, Marketing, Supply Chain, Talent
The global Supply chain provides goods faster and more efficiently than ever before. Here are the top supply chain skills for one of the most important industries: manufacturing.
Highlights:
- Sitting at the intersection of raw materials acquisition and distribution of finished goods, manufacturing is one of the most crucial functions within the global Supply Chain.
- If you’re in Manufacturing purchasing, think closely about what sort of buying you’re doing, how to diversify that experience, and deepen your understanding of the market you’re buying in – there are big dividends for those who do.
- Boosting your skills with continuous improvement, just-in-time manufacturing, and Six Sigma are some of the best ways to distinguish yourself in the field.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
The global Supply Chain provides goods to consumers faster and more efficiently than ever before, and there’s a staggering diversity of Supply Chain professionals making that happen. Today, we want to take a moment to highlight the skills profile for one of Supply Chain’s most important industries – which also happens to contain one of its hottest job markets: Manufacturing.
Sitting at the intersection of raw materials acquisition and distribution of finished goods, manufacturing is one of the most crucial functions within the global Supply Chain. Despite perennial political statements around the “demise of manufacturing,” the sector is quite strong in Canada, especially in the Supply Chain, Purchasing and Logistics functions.
At Argentus, we’ve always worked in manufacturing recruitment, but we’ve been making a big push into this area recently, including in the areas of Aerospace, Consumer Electronics, Automotive, Electrical Manufacturing, Manufacturing Automation, and Food Production. We’ve seen what’s happening in the industry firsthand: dynamic companies are redefining the space, using a strong Supply Chain to scale up quickly while controlling costs.
In the past few months, we’ve helped a Food Production company with an innovative approach to product development scale up their Procurement and Plant bench strength. We’ve bolstered a fast-growing Aerospace company looking for highly-technical technical buyers to boost their new product introductions. We’ve helped a startup manufacturer seeking their first Supply Chain Manager to implement a sourcing, distribution and logistics strategy for the first time.
And these are just a few. These experiences, combined with our intelligence in the marketplace, have given us a good understanding of the hottest skills in Manufacturing Supply Chain jobs in the market as of right now.
A couple caveats: this reflects manufacturing positions at the corporate Supply Chain Management level and not the shop floor / distribution centre level. It also isn’t exhaustive of all required skills, just those that we’ve noticed being in high demand recently.
So without further ado, here are some of the hottest skills:
“Direct” Purchasing: Raw Materials, Packaging, Food
Buying raw materials has always been a vital part of manufacturing – after all, what can you produce without raw materials? – but clients’ demand for specific raw materials purchasing experience is rising. Whether it’s food ingredients or building materials, companies are looking for individuals who can think strategically about raw materials to find better suppliers and processes. For certain raw materials, they want individuals who have a deep understanding of particular commodities markets. If you’re in Manufacturing purchasing, think closely about what sort of buying you’re doing, how to diversify that experience, and deepen your understanding of the market you’re buying in – there are big dividends for those who do.
ERP Skills:
It probably goes without saying at this point, but a high degree of competency with ERP systems is a must-have in today’s manufacturing Supply Chain. Many of the vital Supply Chain planning functions for most manufacturing processes (production planning, supply network planning, etc.) run through ERP systems like SAP, Oracle or Microsoft NAV, so it’s no wonder that most front line workers distinguish themselves with excellent command of these systems.
Buying “build to spec” for highly engineered components:
If you’re working in a highly technical subsection of manufacturing (electrical, aerospace, etc.), more companies are seeking Procurement people with the technical background to source components at a very early stage of new product development. We’ve worked on a number of searches recently where our client is looking for new product buyers who can source based on technical specs, as opposed to drawings. People with mechanical engineering backgrounds are excellent for these roles. But even if you don’t have that background, an understanding of detailed technical specifications can give your career a boost over more transactional buyers.
Continuous improvement:
Lean manufacturing, Kaizen and continuous improvement are decades old at this point, but manufacturers who fail to implement these models are still falling behind in the marketplace. The ability to constantly improve manufacturing processes is still one of the chief differentiators for Supply Chains, and companies are constantly on the lookout for people who can help transform and improve their operations. Boosting your skills with continuous improvement, just-in-time manufacturing, and Six Sigma are some of the best ways to distinguish yourself in the field.
So that’s some perspective from the front lines of Supply Chain recruitment in manufacturing. But what are you seeing in the marketplace, either as a Supply Chain professional or hiring manager?
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by Fronetics | Jun 13, 2019 | Blog, Content Marketing, Leadership, Logistics, Marketing, Supply Chain, Talent
A new LinkedIn post takes a refreshing look at achieving a work-life balance for working parents. The article has been shared all over social media begging the question: does your office need to know?
The New York Times reported that more and more couples are choosing to have smaller families due to economic factors. Let’s face it: kids are expensive. Most families have to balance wages with the exorbitant cost of childcare.
And that doesn’t even begin to look at finding harmony between your career and your family. In a recent post on LinkedIn, Ian Sohn, a single father and president of Wunderman Chicago, takes a clever and honest look at creating a work-life balance, a juggling act many of us know all too well.
“You should never apologize for having a life.”
The post was a list of things this Chicago-based boss ‘never needs to know’ about his employees, including:
- I never need to know you’ll be back online after dinner.
- I never need to know that you’re working from home today because you simply need the silence.
- I never need to know why you chose to watch season 1 of “Arrested Development” (for the 4th time) on your flight to LA instead of answering emails.
- I never need to know you’ll be in late because of a dentist appointment. Or that you’re leaving early for your kid’s soccer game.
- I never need to know why you can’t travel on a Sunday.
- I never need to know why you don’t want to have dinner with me when I’m in your town on a Tuesday night.
The sentiments of Sohn’s post hit home with a lot of working parents — the post has almost 2,000 comments to date. So why does this list ring true for so many working mothers and fathers?
“Like any modern business … there’s an additional need to respect other people’s lives and environment you work in, and everyone is accountable for getting their job done,” says Sohn in USA Today.
As businesses have become more digital, the ability to do you work remotely has increased. Ask any employee who works remotely, and they’re very likely to tell you that working from home makes them happier and more productive. And they aren’t necessarily wrong. There’s certainly evidence to suggest that with today’s technology, there’s essentially no downside to working from home, and it does often enhance productivity.
Here at Fronetics, we believe, much like Sohn, in the balance between work and home life. As individuals, we strive to excel at our jobs through accountability. Have a doctor’s appointment? Need to attend a school performance? We don’t need to know.
Has your office implemented policies to encourage flexibility? Has it been successful?
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by Jennifer Hart Yim | May 28, 2019 | Blog, Talent
Soft skills are more important than ever, and emotional intelligence is arguably more important than all the rest.
Highlights:
- Because Supply Chain now touches on every aspect of a business, soft skills have become more important than ever.
- Emotional intelligence is the ability to understand one’s own emotions as well as the emotions of others.
- Emotionally intelligent people are more thoughtful about decisions within an organization. They’re able to see others’ points of view, and better judge how their decisions will impact others.
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
The rise of emerging technologies like big data and AI has changed the skills profile for a number of white collar careers – not the least of which is Supply Chain Management, which is our specialty at Argentus. Tools like SAP, other ERP systems and Supply Chain visibility software have opened up massive opportunities for people who can analyze data and draw intelligence. They’ve raised Supply Chain’s profile in companies. The function now drives and transforms big picture strategy instead of just fighting daily fires.
Supply Chain is a STEM field. People with engineering, data analysis, systems development, and other hard skills will always be important. But there’s something interesting happening in the skills profile for top Supply Chain people: because Supply Chain now touches on every aspect of a business, soft skills have become more important than ever. It’s a bit of a paradox, but it’s borne out in our conversations with clients, as well as executives across the field.
And in 2019, there’s one soft skill that reigns supreme: emotional intelligence.
[bctt tweet=”According to the World Economic Forum’s Future of Jobs report, emotional intelligence is the most important emerging soft skill heading into 2020. ” username=”Fronetics”]
According to the World Economic Forum’s Future of Jobs report, emotional intelligence is the most important emerging soft skill heading into 2020. This great article in Fast Company digs into the research. It examines the importance of emotional intelligence (EQ), and explains why hiring managers often prize EQ over IQ when identifying talent today.
What is emotional intelligence?
In short, it’s the ability to understand one’s own emotions as well as the emotions of others. It’s closely related with empathy, and leads to an increased ability to understand your team’s needs in the workplace. In general, research has found a correlation between high emotional intelligence and job performance, mental health, and leadership skills.
In a recent interview, Supply Chain VP Taras Korec identified emotional intelligence as one of the most crucial soft skills for everyone in the field, from the analyst level up to the VP level. He also said he hires based on attitude and emotional intelligence rather than hard skills.
But organizations don’t always see the value in developing their employees’ emotional intelligence, and this has big ramifications. As Taras put it, “if you’re an analyst and you go to your boss and say, ‘I want some training on the hard skills,’ that’s a pretty obvious sell. But how many people have the courage at the analyst level to say, ‘I want to take training on emotional intelligence’? A lot of leaders may not have invested in those skills themselves. They may not see the value in them, which reinforces that deficit throughout the organization.”
According to the research, these are some of the biggest career advantages enjoyed by people with high emotional intelligence (EQ):
- The ability to deal with pressure. Emotional intelligence helps you understand and regulate your own emotional state, which leads to better stress management and healthy coping mechanisms. Supply Chain is often a high-stress profession, with critical business outcomes riding on SCM planning and performance – so emotional intelligence is particularly helpful.
- Increased co-operation. The Fast Company analysis points out how workplaces are becoming more collaborative, as well as inclusive to people from different backgrounds. Emotional intelligent people are better relationship-builders, and that’s valuable in a field like Supply Chain where you’re often working with people from all over the world.
- The superpower of using feedback as fuel. In general, intelligent people tend to recognize the importance of self-improvement and skills development. But people with good emotional intelligence are also more open to others’ feedback – which is necessary to see what they need to improve. They don’t take criticism personally, so they’re better poised to turn feedback and areas of improvement in performance reviews into fuel for personal growth.
- Improved leadership skills. People with high emotional intelligence have better empathy, resilience, and ability to build influence – key traits for business leaders. Success in Supply Chain Management – especially in disciplines like Procurement – relies on an ability to build relationships and influence stakeholders from across the business. People with high emotional intelligence are great at rising above daily firefighting. They’re more likely to be seen as leaders within a business. They’re respected. People listen when they speak, even if they don’t have a “leadership” title. As Supply Chain VP Taras Korec said in our recent interview, “there’s no reason you can’t lead, regardless of your title.”
- Better decision making and ability to adapt to change. The business world is changing rapidly in the age of digital technology, and this is especially true within Supply Chain and Procurement, which are undergoing major transformations at top organizations. Emotionally intelligent people are more thoughtful about decisions within an organization. They’re able to see others’ points of view, and better judge how their decisions will impact others.
Like any soft skill, emotional intelligence can be intangible. It’s way harder for a Supply Chain professional to put emotional intelligence on a resume than their skills with a particular SAP module. Conversely, it’s also harder for a hiring manager to systematically screen for emotional intelligence than other “hard” skills. It’s harder to design a university course around. But the fact is, you know it when you see it, and truly great hiring managers know how to assess emotional intelligence in a job interview.
You might not find emotional intelligence in a list of SCM core competencies – but like any other soft skill, it’s crucial. And it’s only becoming more important.
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