People Matter - Why People Matter. Creating Results.

1. PEOPLE
MATTER
People, Performance and Profit in the Supply Chain
Why People Matter. Creating Results.!
Presented at the 3rd Global Logistics & Cargo Symposium
Malaysia October 2014
A Presentation by:
Darryl Judd l Global Chief Operating Officer

2. Dynamic Shift changing the
supply chain landscape forever
• Structural Market Changes - Air to Ocean, Asia as a
Domestic Economy
• Changing Inventory Strategies
• Increasing Impact of Dynamic Manufacturing, Near
Shoring & FTA’s
• Changes in wealth distribution increasing the
importance of Emerging Markets
• Cost pressures from inflation particularly salaries, land
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3. Future Prospects but Differing
Business Model
• Global Trade to rise threefold by 2030
• By 2030, 23% of the World’s Population will be in
the USA, Australia and Europe
• Middle-class to reach 5bn people by 2030; 3.5bn
in the Asia-Pacific boosting private consumption
• Industrial production in emerging markets tripled
in the last 20 years and triple again in the next 20
years
• Jobless rates near all time lows in ASEAN
Sources: PWC, Transport & Logistics 2030 Report / Airbus Global Market Forecast / IMF
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ASEAN Real GDP Growth
5.6%
5.5%
5.4%
5.3%
5.2%
5.1%
5.0%
4.9%
2014
2015
2016

4. Growth in a Changing
Environment is Fragile
• Depends on our ability to remain globally competitive as costs increase
• Innovate ahead of customer demand
• Monetary & Inflationary Controls
• Increasing Business Productivity e.g.
- Up-skilling labour force
- Improving Leadership capabilities
- Creating a larger pool of talent through Education & Training
- Deploying Supply Chain Innovation & Technology for visibility and agility
• Sustainability of all elements within business
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5. Today’s Leadership Challenge
is simple
With markets shifting,
organisations need new ways to
manage their customer value
proposition, strategies, costs and
most importantly their people
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6. Think Smarter and Act With
Purpose
• Globalized Leadership in a supply chain world without
borders
• Closer collaboration with customers – better visibility /
forecasting
• Ahead of the curve in aligning supply chain capacity
with demand and prepare for volatility
• Better equip and skill our people to increase productivity
• Position Supply Chain as a Market Creator – opening
opportunities with innovation and solutions leadership
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7. 36%
”
of employers
Globally report talent
shortages in 2014 –
The highest percentage
in 7 years.
”
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8. Products and Process is important
but People Are The Enablers
0%
10%
20%
30%
40%
50%
60%
Reduced
Ability
To
Serve
Client
Reduced
CompeAAveness/
ProducAvity
Increased
Employee
Turnover
Reduced
InnovaAon
and
CreaAvity
Higher
CompensaAon
Costs
Lower
Employee
Engagement/
Morale
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”
The issue of most
concern for employers
is how talent shortages
undermine their ability
to serve clients, and
reduce productivity &
competitiveness
”
Impact of talent shortages on organisations

9. • Define Company Culture,
Employer Brand & Identity
• Keep Training & Development
Fluid
• Build An Agile Human Resources
Architecture
• Increase Workplace Diversity and
Talent Pipelines
• Develop Leadership
25%! of
respondents
with
talent
shortages
are
preparing
to
adopt
new,
alternaAve
work
models
47%!
of
companies
are
addressing
talent
shortages
by
adopAng
new
HR
&
people
pracAces
23%!
of
respondents
are
searching
for
new
talent
sources,
typically
by
recruiAng
from
untapped
or
under-­‐tapped
talent
pools
No Silver Bullet
can fix the challenge
faced
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10. Prioritize and develop a
Leadership Pipeline with a
focus on results and employ
nurturers who will share
knowledge
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11. Actively encourage future leaders
Building global champions
extending their functional
responsibilities to gain broader
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12. Knowledge can empower a
workforce
Invest in global training programs,
higher education and manage
careers carefully
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13. Attracting, recruiting and retaining
individual leadership talent is
imperative for success, so make
this a key agenda item
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14. Get smart with your
compensation and benefits
offering
• Be market competitive
• Reward for professional growth and
performance
• Creative approach to compete with
the so called ‘more appealing’
sectors
• Introduce non-financial incentives
2015 Wage Increase Forecast
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
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8.3%
10.8%
11.0%
9.5%
5.7%
4.5%
0.0%

15. Attracting a diversity of talent and
managing their future skills
development is critical to right
shaping your leadership team
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16. Engage early and Engage
often for tomorrows future
leaders
• Understand the generation target – what
ticks…
• Early and consistent engagement is critical
• Adopt humanized technology – get savvy
• Creative brand energy
• Inspire – promote the potential advancement
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17. The Leadership Commitment
and Vision will win talent battle
• Lead in Diversity Management
• Attract Younger Talent & Encourage Elders to Stay
• Invest in your future stars whilst Educating for the future
• Blended work force with International Talent and
Energize the Graduates
• Build The Employer Brand
• Refine Recruitment & Retention Practices
• Smarter Compensation & Incentives
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18. Logistics Executive Group
Suite 32,3 Church Street
#25-00 Samsung Hub
Singapore 049483
Darryl Judd l Global Chief Operating Officer
DarrylJ@LogisticsExecutive.com
www.LogisticsExecutive.com
Logistics Executive has studied workplace behavior and team dynamics
in the Supply Chain and Logistics industry cross-culturally. For 15 years
we have assisted multinational companies to develop people strategies,
led talent attraction programs, defined and implemented business
processes and provided expert consulting that has impacted
organizations with positive business outcomes.
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