Contents


Master and talent N


6 | NEWS & BACKGROUND 10 | SCM CONSULTING SUBWAY MAP EUROPE 12 | PROFILE CHRISTOPH HAUSLER


19 | CHECKLIST REAL-TIME TRANSPORT VISIBILITY 20 | MANAGEMENT: SUPPLY CHAIN TALENT 26 | ROADMAP CONTINOUS LEARNING 28 | SUPPLY CHAIN RISKS, THE GAME 30 | MATURITY MATRIX START-UPS 36 | MANAGEMENT: RISK MANAGEMENT 42 | FACTS & FIGURES – RISK MANAGEMENT 43 | INVOLVATION’S WHEEL OF FIVE 47 | ROADMAP INVENTORY OPTIMIZATON 49 | SUPPLY CHAIN AGENDA TARIQ FAROOQ 53 | PREMIUM PARTNERS


55 | EXPERT VIEWS ON TRENDS: CHAINALYTICS


ow that most employees are working from home because of COVID-19, it is more important than ever to keep an eye on their engage- ment and the risk of a burnout. Apparently, North American supply chain teams suffer more burnouts than European ones, according to the recent supply chain talent development sur- vey conducted by Lora Cecere of Supply Chain Insights. Sup- ply Chain Media supported this previously exclusively US study to help understand the differ-


ences between the USA and Europe. The survey also reveals that more European supply chain professionals are satisfied with their current job than their US counterparts (80% versus 58%). Cecere attributes this to higher employee turnover, limited pro- tection against redundancy and fewer vacation days in the USA. She further concludes that the quality of European universities is superior to US ones because of the emphasis on problem-solv- ing skills, plus there is a greater focus on on-the-job training in Europe.


COLOPHON


Supply Chain Movement is a quarterly magazine published by Supply Chain Media B.V.


Volume 40, February 2021 ISSN: 2211-6400


EDITORIAL ADDRESS Supply Chain Movement P.O. Box 207, 7000 AE Doetinchem The Netherlands


EDITOR


Martijn Lofvers (Publishing Director & Editor-in-Chief) T +31 (0)6 54 76 13 83


E martijn.lofvers@supplychainmedia.nl SALES


Hugo Berentsen (Account Manager) T +31 (0)6 54 76 13 84


E: hugo.berentsen@supplychainmedia.nl


CONTRIBUTORS TO THIS ISSUE: Helen Armstrong, Onno Beijers, Marco van der Hoeven, Mirjam Hulsebos, Erik Kriek, Marcel te Lindert, Martijn Lofvers, Robert te Poel, Lynn Radford, Oskar Verkamman


CONCEPT & DESIGN: Onnink Grafische Communicatie B.V.


The reuse and reproduction of the arti- cles and reports in this magazine is only permitted with an acknowledgement of sources and the prior written consent of the publisher.


In my view, these conclusions confirm the advantages of the Rhine model in Europe over the Anglo-Saxon model used in the USA and the UK. When applied to management, the Rhine model focuses on developing the self-reliance of employees. It can be traced back to the master-mate principle of the guilds in the Middle Ages when mates – ‘talents’ – were paired with expe- rienced masters – ‘mentors’ – to learn their skills. A 30-year-old supply chain talent at the German multinational Henkel recently told me that she not only has a mentor and coach of her own, but that she herself also ‘reverse mentored’ the company’s expe- rienced Chief Procurement Officer a few years go. Additionally, Henkel encourages all employees – from operations to man- agement – to contribute innovative ideas in a clear bottom-up approach.


In the USA, companies are primarily top-down and very direc- tive with KPIs that are set in stone. This mindset can be traced back to American high schools, where pupils can compete in almost everything… from mathematics to cheerleading. This excessive competitiveness can’t fail to result in disappointment among both winners and losers once these fledgling talents enter the business world. Today, supply chain leaders should be asking the workforce for suggestions on how to support employee mental health.


3 Martijn Lofvers Chief Trendwatcher martijn.lofvers@supplychainmedia.nl


SUPPLY CHAIN MOVEMENT, No.40, Q1 2021


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